An Empirical Study On The Retention Factors Based On The Job Embeddedness Pattern

The knowledge employees with higher organizational performance characteristics are often entitled the key employees for their key networking status in creating the organizational intelligent capital values. They can also be hot competed by other competitor in the talent market for their scarcity. In the employees'retention/turnover research field, the employees'performance—turnover relationship-oriented empirical study by modeling is taking lead way in highlighting the key employees'turnover mechanism. And in present years the newly-developed 'job-embeddedness'construct model from the retention scope is becoming the focus of and referred to by the main stream for its advantages with stresses on the contemporary humanity merits canonized in the knowledge society, more effective explanation than and contributions to the traditional attitudinal turnover model in studying the employees'performance or retention/turnover. This paper, after surveying the limitations found in the recently developed employees'performance—turnover model from abroad and the research gaps in this field at home, focuses on constructing the key employees'organizational performance—withdraw model by introducing the job embeddedness constructs and way of combination of the literature methodology and the empirical study. The significant results with cross-sectioned datum comfirmatory analysis have been attained as following: 1)The key employees performance measuring characteristics are operationally defined as the key degree with the integration of seven dimensions based on the organizational social capital perfomance theory. And its scale is developed with the significant inner coherence and construct effect available to the requirements for the anonymous questionnaire. 2)Allen's(2001)model is introduced with the extended hypotheses showing the advantages as: the introduced job embeddedness constructs as mediated variables can helpfully disclose the path mechanism from the employees'performance to their job attitudes; the key degree highlights the idiosyncrasy of the key employees'performance, which can helpfully disclose the relationship among the factors in the model; and the hypothetically extended moderators'effecting links can helpfully disclose the relationship between the performance visibility and the employees'social networking, which the past researches have lacked. 3)From the confirmatory study on this paper's model, the significant results and some new findings have been attained as: the job embeddedness constructs shows the dominant constraint over the path effects that seem to be the focus for talent retention; the job payment is the essential retention factor at present for the key employees; off-the-job payment may become the compensation mechanism for the key employees who stay in the lower-pay organization; the family-responsibility of the employees'be of double natures of both the job—family conflict and movement restraint; and the employees'performance visibility may come true mainly through their social networking. 4)The difference analysis of the variables'effects from three groups, based on their profession, working unit ownership and key degree, has given the cues as: the employees as physician and technician or administrator are of more homogeneity (lower substitutable and higher turnover),and may be the main groups the key employees belong to; the key employees from the state-owned units may be of stronger turnover intent but under more constraint from their job embeddedness; the employees'withdraw tendencies with both higher and lower key degree seem dominantly restricted by their job embeddedness; the institutionalized retention and off-the-job professional growth motivation for the key employees may be the key field to attain their job satisfaction and higher organizational commitment. 5)According to the theory of employees'decision to participate and decision to perform, an effective retention view-scoped model is developed, based on which, the job embeddedness-oriented comprehensive retention suggestions are made. In the end, the research work in this paper is summarized and some perspective tasks for extending the work are put forward from the limitation and the achievement transference of this paper.