Research On Relationship Between Job Embeddedness And Job Performance Of Knowledge Staff

As the market environment become more competed, the competition among enterprises is more fierce, which make the knowledge workers who acquire specialized knowledge, information and skills play an increasingly important role in the development and performance of enterprises, the fact of "Hold difficult" that enterprises are facing make them pay more attention and try to make effective employee retention strategies to reduce unnecessary brain drain. The concept of "Job Embeddedness" discusses the influence factors of employees stay in the current organization from two aspects of within and outside work of more comprehensive view. To strengthen the study of knowledge workers "Job Embeddedness" could understand the problem of keeping employees from a new perspective, and help managers of enterprises forecast employees’retention and turnover behaviors more comprehensively. The exploration of the relationship between work performance and job embeddedness could provides a basis for enterprises taking management measures to reduce staff turnover rate, improve the staff and organizational performance, and then take effective management strategy to improve the employees’work skill and level.This paper will take knowledge worker of Jiaodong peninsula area as the research object, adopt the form of questionnaire, and explore the relationship between knowledge workers job embeddedness and work performance and the mediating effect of job satisfaction between them under Chinese culture and the institutional background. Through empirical research, we get the main conclusion:1. Through the descriptive statistical analysis and exploratory factor analysis, verified the content structure model of knowledge workers job embeddedness which contains two dimensions of embedded within the work (organization links, organization matching, organization sacrifice) and the embedded outside the work (community links, community matching, community sacrifice) and other six dimensions, verified Mitchell&Lee and other scholars’research conclusions under Jiaodong peninsula regional cultural background.2. Through correlation analysis, verified the remarkable correlation relationship of knowledge workers job embeddedness and work performance, the result of regression analysis shows that job embeddednesshave a significant positive effect on employees’work performance, and declare further that job embeddedness is an effective predictors of work performance, and is another important variable to predict employees’two kinds of performance behaviors (task performance and surrounding performance).3. Taking job satisfaction as mediating variable, verified the remarkable correlation relationship among job satisfaction, job embeddedness and work performance, through hierarchical regression analysis, found that knowledge workers job satisfaction has partial mediating effect between job embeddedness and work performance.4. Combined with the analysis of variance and T test results, demonstrated demographic variables such as gender, age, education degree, marital status and years of working in the company and other factors exist certain degree of difference on job satisfaction, jobembeddedness and work performance.Based on the result of research, this paper provide some rational suggestions for enterprise to build comprehensive core staff reserves management system and improve employees work performance from refining recruitment and selection process, perfecting employee training system, building an external competitive incentive policy, and introducing employee assistance program and other aspects.The innovation of this paper is mainly reflected in the following three aspects: firstly, the design accords with employees’job embeddednessmeasure index in the Chinese context and verifies, and provides some theoretical basis for the cross cultural comparison and the use of empirical results localization of job embeddedness. Secondly, combined the concept of job embeddedness and studies about work performance and through the path of two dimensions of embedded within and outside the work to explain causal relationship, in particular, making a complete discussion of the relationship in off-the-job embeddedness within work. Thirdly, the author explored the mechanism of action among job satisfaction,jobembeddedness and work performance which three variables have little relation, and which got a good validation, and provided an important direction to improve employee performance for manager’s specific management practice.