In a knowledge-based economy, the retention of professionals is critical to the longterm
sustainability of organisations. The reason employees stay in organisations is not
the same reason they leave. Job embeddedness is a third order construct that contains
variables of fit, links and sacrifice in the second order and community and organisation
in the first order, which provides an indicator whether employees are embedded and
therefore inclined to stay in organisations.
Organisational shocks are jarring events that affect employees. Shocks should affect
the intention of employees to leave an organisation and therefore impact the job
embeddedness of an employee. This study was concerned with quantifying the impact
that organisational shocks had on the job embeddedness of professionals.
A sample of 548 engineers was sampled from a state-owned organisation experiencing
organisational shocks, through a self-administered questionnaire. The data was then
statistically analysed with IBM¨ SPSS¨ Statistics 25 software and results presented
for the main and sub-hypothesis associated with the impact of organisational shocks on
The study showed that organisational shocks was positively correlated to intention to
turnover. The relationship between organisational shocks and job embeddedness
covary. Fit explained the highest variance of job embeddedness during organisational
shocks whilst sacrifice explained the second highest. Links explained a negligible
amount of variance and did not correlate to organisational shocks indicating
independence and a possibility of being a buffer to shocks.
Mini Dissertation (MBA)--University of Pretoria, 2019.