- Title
- The impact of job embeddedness on innovative work behaviours
- Creator
- Wood, Jaryd Marc
- Subject
- Organizational behavior -- South Africa
- Subject
- Employee retention -- South Africa Work -- Psychological aspects Work ethic -- South Africa
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/44379
- Identifier
- vital:37160
- Description
- Modern day organisations compete in an ever growing and highly competitive global environment. International competitiveness continues to play a critical role in ensuring that both organisations and employees grow and succeed. An organisation’s and employee’s ability to innovate remains one of the key factors in ensuring that they remain competitive and relevant amongst global organisations. Globalisation, access to advanced technology and the enhanced ability to travel has further enabled consumers and to keep up to date with international trends. These phenomena’s make it increasingly and ever important to remain relevant and innovate to attract new customers or consumers and to retain the current ones. The term job embeddedness relates to the relationships employees have between the organisation they work for and the community they form part of. It is felt that a link may exist between job embeddedness and employees engagement in innovative work behaviours to ensure that employees continuously generate new and improved processes, ideas, technologies to contribute to the organisations success. It is against this setting that an empirical study was created for the purpose of concluding evidential data needed to draw conclusions and make recommendations to leadership within organisation’s relating to the impact that job embeddedness has on engagement in innovative work behaviours. Furthermore, the impact of job embeddedness is tested against employee’s engagement in innovative work behaviours. 90 professional part-time executive MBA programme individuals who were enrolled at the Nelson Mandela University Business School in South Africa and who are based at the four major centres of the Business School, which included Port Elizabeth, Cape Town, Durban and Johannesburg were approached to take part in this study. These individuals were employed in a variety of spheres in industry, including engineering, financial services, information technology, accounting and management in organisations that spanned a multitude of additional industries. As a result of these individuals participation, 549 participants took part in the survey. Key findings of the study includes that employee fit into the organisation, employee fit into the community and employee perceived sacrifice in the event of leaving the organisation are all significantly related to engagement in innovative work behaviours. A key recommendation of the study would be that in order to increase the organisational aspect of job embeddedness, organisational leaders would need to consider ways to or place emphasis on factors that would promote organisational fit and organisational sacrifice.
- Format
- xvi, 110 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | JARYD MARC WOOD.pdf | 2 MB | Adobe Acrobat PDF | View Details Download |