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The buffering effects of job embeddedness on negative shocks |
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| Authors: | James P. Burton Brooks C. Holtom |
| Affiliation: | a Northern Illinois University, College of Business, Department of Management, Barsema Hall, DeKalb, IL 60115, USA b Georgetown University, McDonough School of Business, G04 Old North, Washington, DC 20057, USA c University of the Pacific, Eberhardt School of Business, 3601 Pacific Avenue, Stockton, CA 95211, USA d University of Washington, Foster School of Business, Management and Organization Department, Box 353200, Seattle, WA 98195, USA |
| Abstract: | Unpleasant events are a fact of organizational life. The way in which people respond to such events, however, varies. In the present study, we hypothesized and found that some individuals choose to respond to negative events in ways that helped the organization. Instead of withdrawing in an attempt to “get even” by reducing work outputs, these individuals improved their in-role and extra-role performance. The study examined the role that job embeddedness plays in creating this work enhancement reaction. Specifically, we discovered that on-the-job embeddedness helps reduce the impact of negative shocks on organizational citizenship and overall job performance. The findings of this study have important implications for both theory and practice. |
| Keywords: | Job embeddedness Shocks Performance |
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