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Antecedents and outcomes of job embeddedness among nurses

Bibliographic Data

ID21355166
AuthorsFariborz Rahimnia (0000-0001-9680-6735, Ferdowsi University of Mashhad, corresponding author), Saeid Nosrati (0000-0002-6186-5927, Ferdowsi University of Mashhad), Ghasem Eslami (0000-0001-8708-2368, Ferdowsi University of Mashhad)
Year2022
Volume162
Issue4
Pages455-470
Publication date2022-07-04
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueThe Journal of Social Psychology (JOURNAL)
Journal identifiersISSN: 0022-4545 • E-ISSN: 1940-1183
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1080/00224545.2021.1920360
PMID34180380
OpenAlexW3175212855
LanguageEN
Citations received3
References cited65

Embedding nurses in their jobs is associated with many positive results because they have to deal with varying patient needs and sometimes make close relationships with them. Having mentioned that, we have limited knowledge of antecedents and possible outcomes of job embeddedness. Accordingly, this study aimed to explore the mediating role of job embeddedness (JE) among this group in the relationship between Team-Member Exchange (TMX), Empowering Leadership (EL), and Perceived Organizational Support (POS) with Innovative Work Behavior (IWB). Data were gathered from a group of 800 nurses, who were working in fourteen different public hospitals in the northeast of Iran. Of 800 distributed questionnaires, 723 questionnaires were completely filled. Different statistical analysis methods, such as Confirmatory Factor Analysis (CFA), Pearson correlation coefficient, and Structural Equation Modeling (SEM), were used for data analysis. The results indicate the positive influence of TMX and POS on IWB through the mediating role of JE in this group. It is worth noting that the JE-mediated effect of EL on IWB was not significant

Confirmatory factor analysis · Embeddedness · Job satisfaction · Sociology · Statistics · Structural equation modeling · Applied Psychology · Job Satisfaction and Organizational Behavior · Organizational Learning and Leadership · Psychology · Social Psychology · Workplace Spirituality and Leadership

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Unique citing works3
Citations per year1,5
Citation span2024 - 2025 (2)
Citation velocityrecent
Highly citedNo
Citation typesNeutral: 2

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