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Job Embeddedness and Work Engagement as Predictors of Job Performance

Journal of Strategic Human Resource Management

Volume 6 Issue 3

Published: 2017
Author(s) Name: Khyati Kapil, Renu Rastogi | Author(s) Affiliation: Research Scholar, Department of Humanities and Social Sciences, IIT Roorkee, Uttarakhand, India.
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Abstract

World economy is becoming increasingly knowledge driven, and human capital is now considered as a valuable resource, which can provide organisations a competitive advantage. Employee job performance is recognised as vital for the health of an organisation which results in increased interest in other related variables, such as job embeddedness and work engagement that may influence employee job performance. The objective of this study is to explore the relationship between job embeddedness, work engagement, and employee job performance. The study has been conducted on a sample of 365 IT professionals. The study provides useful insights on how job embeddedness and work engagement influence employee job performance. Correlational analyses revealed significant relationships between job embeddedness, work engagement and employee job performance. Multiple regression analyses revealed that job performance was significantly predicted by job embeddedness and work engagement. When designing human resource strategies, management and human resource practitioners need to recognise how job embeddedness and work engagement foster the employee job performance. These findings contribute valuable understanding that can lead to high job performance of employees.

Keywords: Job Embeddedness, Work Engagement, Job Performance

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