Working between worlds: job embeddedness and retention in the age of hybrid work

Abstract

The traditional organisational model for office-based working arrangements has undergone significant changes following the Covid-19 pandemic. Hybrid working arrangements require organisations to adjust their strategies, particularly in terms of staff retention. Traditional norms surrounding tenure, organisational structure, and job satisfaction are no longer primary indicators of employee retention. The business environment has shifted from a physical location to a digital landscape, which changes how employees perceive their personal and professional lives. The research study presented utilised a contemporary framework in the form of job embeddedness to assess whether hybrid working models for knowledge workers influence employee embeddedness. Job tenure, hybrid flexibility, on-the-job embeddedness, and total embeddedness were investigated in relation to turnover intention. The study employed a quantitative survey with a cross-sectional approach, utilising regression, t-tests, and ANOVA statistical models to test the hypotheses presented. A total of 249 respondents were captured, who fit the parameters of hybrid knowledge workers. The results confirmed that job embeddedness is a significant indicator for employees to remain in their roles. Hypothesis 1 demonstrated that an increase in job embeddedness will enhance an employee’s intention to stay in a hybrid work setting. However, hypotheses 2, 3, and 4 were not supported. These hypotheses examined factors such as tenure, flexibility, and on-the-job embeddedness in relation to overall embeddedness. This indicates that the previously validated factors positively associated with job embeddedness are not applicable in a hybrid work context. The study's findings will contribute to the development of job embeddedness theory and help organisations shape retention strategies within a hybrid environment.