Job Embeddedness Theory: Can It Help Explain Employee Retention Among Extension Agents?

Authors

• Jeffery A. Young, University of Kentucky
• James Stone, University of Louisville
• Oscar Aliaga, University of Louisville
• Brad Shuck, University of Kentucky

Volume

51

Issue

4

DOI

10.34068/joe.51.04.23

Abstract

The study reported here examined Job Embeddedness theory, as introduced by Mitchell, Holtom, Lee, Sablynski, and Erez (2001), which offers a method of discovering why people stay in an organization. Extension agents in two states (N=454) reported significantly different levels of job embeddedness during the study period. Regression analyses showed that job embeddedness was significantly correlated with and predicted unique variance in intent to stay.

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Recommended Citation

Young, J. A., Stone, J., Aliaga, O., & Shuck, B. (2013). Job Embeddedness Theory: Can It Help Explain Employee Retention Among Extension Agents?. Journal of Extension, 51(4), Article 23. https://doi.org/10.34068/joe.51.04.23