African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4094

Full Length Research Paper

Impact of job embeddedness on leave intention: An understanding from higher education (HE) system

  Muhammad Shafique1, Faisal Qadeer1*, Munir Ahmad1 and Rashid Rehman2  
  1National College of Business Administration and Economics, Lahore, Pakistan. 2Al-Ghurair University, Dubai, UAE.
Email: [email protected]

  •  Accepted: 24 August 2011
  •  Published: 30 November 2011



Most of the researchers have focused on work-related attitudes and employment alternatives to explain leave intension (or turnover intention) of employees. Job embeddedness framework integrates both work and non-work related factors to explain employee’s turnover rather than only work related dimension. This paper presents the results of an empirical survey conducted in higher education institutions to validate job embeddedness construct in a new context. Out of the two types of embeddedness, our findings fully supports that organization embeddedness has a negative impact on leave intension, however, there is no impact of community embeddedness. In addition, job alternative positively relates to leave intention. Some items of community and organization link dimensions of the composite measure have also been improved.


Key words: Job embeddedness, leave intention, employee turnover, job alternative, higher education institutions, Pakistan.