This paper aims to apply the theoretical perspective of job embeddedness to delineate how organizations could bundle and implement specific HRD practices that cater to fit, connections and the psychological costs of leaving to influence employees’ organizational commitment.
Using a dual-study approach, the current research uses survey responses collected from two samples of working adults to test the theorized framework using structural equation modelling.
Replicated results reveal that on-the-job embeddedness predicts affective commitment. There was no association between embeddedness at the community level and organizational commitment in either study.
This research offers a fresh perspective to explore the direct influence that embeddedness has on organizational commitment in the context of HRD practices.
