This study explores the relationship between organizational embeddedness and employee retention, highlighting the impact of organizational fit, links, and sacrifices on the intention to remain within a company. It synthesizes existing research through a comprehensive literature review while acknowledging the potential limitations due to publication bias and the broad scope of the data sources, which include studies across diverse geographical locations and industries. The study discusses the significant changes in the labor market due to shifts in the global economic landscape and the COVID-19 pandemic, emphasizing how these factors influence employee retention strategies. It also examines the potential implications of globalization on organizational practices and employee retention. The findings underscore organizations’ need to adapt their human resource strategies in response to evolving employee expectations and the changing economic environment. The study advocates for using empirical data collection methods, such as surveys and interviews, in future research to enhance the understanding of the causal relationships between organizational embeddedness and employee retention.
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Jingjie, L., Arshad, M. A. bin, & Shuxia, C. (2024). The Relationship of Organizational Embeddedness and Employees’ Retention: A General Review. International Journal of Academic Research in Business and Social Sciences, 14(6), 1304–1316.
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