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dc.contributor.authorBurton, James P.en_US
dc.contributor.authorHoltom, Brooks C.en_US
dc.contributor.authorSablynski, Chris J.en_US
dc.contributor.authorMitchell, Terence R.en_US
dc.contributor.authorLee, Thomas W.en_US
dc.date.accessioned2018-12-03T16:36:45Z
dc.date.available2018-12-03T16:36:45Z
dc.date.issued2010
dc.identifier.citationBurton, J.P., Holtom, B.C., Sablynski, C.J., Mitchell, T.R., & Lee, T.W. (2010). The buffering effects of job embeddedness on negative shocks. Journal of Vocational Behavior, 76: 42-51.en_US
dc.identifier.urihttps://commons.lib.niu.edu/handle/10843/19241
dc.description.abstractUnpleasant events are a fact of organizational life. The way in which people respond to such events, however, varies. In the present study, we hypothesized and found that some individuals choose to respond to negative events in ways that helped the organization. Instead of withdrawing in an attempt to “get even” by reducing work outputs, these individuals improved their in-role and extra-role performance. The study examined the role that job embeddedness plays in creating this work enhancement reaction. Specifically, we discovered that on-the-job embeddedness helps reduce the impact of negative shocks on organizational citizenship and overall job performance. The findings of this study have important implications for both theory and practice.en_US
dc.publisherJournal of Vocational Behavioren_US
dc.subjectjob embeddednessen_US
dc.subjectshocksen_US
dc.titleThe buffering effects of job embeddedness on negative shocks.en_US
dc.type.genreArticleen_US
dc.contributor.departmentDepartment of Managementen_US


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