Developmental HR practices that embed managers: an Indonesian study
Date
2012
Authors
Bambacas, M.
Editors
Pillai, R.
Advisors
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Type:
Conference paper
Citation
Managing for volatility and instability, 2012 / Pillai, R. (ed./s), pp.1-20
Statement of Responsibility
Conference Name
26th Annual Australian and New Zealand Academy of Management (5 Dec 2012 - 7 Dec 2012 : Perth, Australia)
Abstract
This study investigates the way that developmental HR practices embed individuals in the organisation and deter their intentions of leaving. In particular, we investigate the mediating effect of job embeddedness dimensions (links, fit and sacrifice) between the relationship of developmental practices and turnover intentions. Using data from 239 professionals and managers in Indonesia we test hypotheses using MPlus and structured Equation Modelling (SEM). As predicted, professional growth, professional interaction and career development may improve job embeddedness through the fit with the organisation deterring turnover intentions. However, results for developmental practices that led to links were unexpected. The results suggest that organisations may have greater success using developmental practices that enhance perceptions of fit.
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Copyright 2012 ther