The Relationship of Organizational Embeddedness and Employees’ Retention: A General Review

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.

embeddedness improves employees' dedication to the company, increasing their desire to stay.It provides a new model and viewpoint for understanding this dynamic.
Practically, the results give important tips for companies to improve their human resource management tactics, boosting organizational embeddedness and the likelihood of employees sticking around.It is especially important for keeping a company's edge in attracting and keeping talent amid constantly shifting market scenarios.
The research outlines specific actions for organizational leaders to deepen the bonds between employees and their workplace, thus boosting retention rates and securing longterm commitment and involvement.These actions are essential for maintaining a company's competitive stance and vitality and for pushing the organization's continued success.

Research Methodology
In this research, selecting and reviewing publications is crucial, and it follows a detailed scientific method known as the SPAR-4-SLR protocol, introduced by (Paul et al., 2021).This method is in line with the bibliometric studies previously done by researchers like (Kumar et al., 2022;Lim et al., 2022;Tsiotsou and Boukis, 2022).The process involves several steps: conducting, organizing, and assessing historical literature, which helps keep the review of research publications systematic and clear.Important secondary data were gathered from databases such as Scopus, Web of Science, and Google Scholar, which were consistent with earlier research methods.The findings from the review will be shown in grid diagrams in later sections.These diagrams are designed to combine and present major insights from past research, offering a thorough view of the field.
The study also closely examines the link between organizational embedment-covering aspects like organizational fit, connections, and sacrifices-and employees' intentions to stay, drawing on literature from the last ten years.Any publications unrelated to the topic or not concentrating on employee retention were left out during initial checks.In the end, 36 articles that fit the criteria were reviewed.These articles, published in leading business journals in the past decade, create a dataset covering important variables.There were no specific geographical or industry restrictions when gathering these articles.

Research Content
Research on Employees Retention Worldwide, companies are grappling with the issue of employee turnover, which affects production efficiency, morale, and financial stability (Bhavani et al., 2023).To tackle this, firms are adopting innovative measures like the "Retention Revolution," which aims to develop a retention culture through better employee participation, development, and welfare (Silpa et al., 2023).Keeping employees is vital for success in sectors with high turnover rates, like tourism and hospitality (J.B. et al., 2022).Effective retention strategies are crucial to avoid losing talent, which could harm organizational innovation, service quality, and overall growth and profitability (GOMATHY et al., 2023;Sujendra & Swami, 2022).Competitive salaries, career advancement opportunities, and high job satisfaction are essential for keeping employees and maintaining a skilled workforce, which is vital for long-term success (Jalaja et al., 2022).Organizations understand the importance of executing effective retention strategies that boost productivity, promote sustainable growth, and create an environment where employees feel valued and motivated (Kargeti & Sharma, 2023).

Research on Organizational Embeddedness
Organizational embeddedness is about how closely employee behavior is linked to organizational culture, which is key in building trust and commitment.Studies have shown that Organizational Citizen Behavior (OCB) is crucial for strengthening organizational commitment (Suherdi & Ahmad, 2023).That organizational embeddedness is closely tied to employees' emotional commitment (Fan et al., 2023).Additionally, organizational culture and leadership positively affect organizational commitment, which in turn influences employee innovation behaviors (Perdana et al., 2023).Organizational embeddedness has been shown to predict prosocial work behaviors, showing the tight connection between organizational norms and practices (Harianto & Meilani, 2023).However, deep embeddedness might lead employees to be involved in unethical behaviors to maintain their status within the organization (Dirican, 2023) and can negatively impact employee career development over time (Mashi et al., 2022;Landry, 2023).

Research on Organizational Embeddedness and Employee Retention
Mitchell et al ( 2001) introduced a six-dimensional job embeddedness model, including organizational fit, links, and sacrifice.Lee et al (2004) expanded this model to include both organizational and community embeddedness, affecting both inside and outside the organization.Many studies have shown that organizational embeddedness has a stronger impact on employee retention than community embeddedness (Yang et al., 2021;Hooi et al., 2022;Faisal, 2022).This study focuses on how organizational fit, links, and sacrifices influence retention rates (Hassan et al., 2021).It also found that organizational embeddedness positively affects manager retention by enhancing colleague support and reducing the desire to leave (Self et al., 2020).Tholen (2023); Subramanian et al ( 2023) highlighted the importance of organizational fit in the recruitment process, affecting how well candidates match organizational culture and potentially causing social biases while underlining the connection between individual-organization compatibility and various organizational outcomes.Fuchs (2022) noted that while new employees seek meaningful work and development opportunities, they value financial benefits highly.Organizational sacrifice, including the material and psychological benefits the organization offers, significantly affects employees' intentions to stay.
In summary, organizational embeddedness fosters a sense of belonging and attachment in the workplace, critical in improving employee retention rates.Studies show that including fit, links, and sacrifices, organizational embeddedness can significantly improve employee retention rates (Yang et al., 2021;Rahmani & Prayoga, 2023).Organizations are crucial in moderating the relationship between organizational factors and employee outcomes, especially in lowering turnover rates (Menon & Sujatha, S., 2023).Research shows that organizational embeddedness positively impacts employees' sustainable performance, emphasizing the importance of creating an environment that improves employee satisfaction and significance (Yoon et al., 2022).Moreover, studies on the Saudi workforce highlight the positive relationship between organizational embeddedness, individual-organizational fit, and human capital, emphasizing the importance of attachment and value integration in strengthening internal retention strategies (Faisal, 2022).

Conclusion
This research explores the link between employee retention and organizational embeddedness, emphasizing their importance for business success.Employee turnover presents a major challenge that impacts a company's operational efficiency, team morale, and financial stability (Artelt & Gregoriades, 2023).To tackle this, companies are increasingly focusing on innovative strategies like improving employee participation and benefits to build a strong culture of retention (Chaurasia et al., 2023).Studies show that competitive pay, opportunities for career growth, and high job satisfaction are essential for keeping employees and securing a company's long-term success (Bhavani et al., 2023).
Additionally, organizational embeddedness, or how well employees connect with a company's culture, plays a key role in building trust and commitment.Specifically, elements of job embeddedness such as adaptability, connections, and making sacrifices for the organization can significantly boost retention rates (Setrojoyo et al., 2023;Muvida et al., 2023).Organizational embeddedness also improves retention and performance by promoting behaviors that benefit the organization and enhancing emotional commitment (Nadira et al., 2023).
The research highlights the need for a supportive work environment, improving how well employees fit with the organization and deepening their sense of belonging and attachment.These strategies are crucial for enhancing retention rates and achieving long-term success (Rahmani & Prayoga, 2023;Mendoza et al., 2023).By executing these strategies, companies can reduce turnover and tap into employee potential, increasing their dedication and productivity (Kiragu & Marwa, 2022).

Research Contribution
This study makes significant contributions to understanding the intricate relationship between organizational embeddedness and employee retention.By synthesizing existing literature, it highlights the critical factors that influence employees' decisions to stay with their organizations.
Firstly, the research underscores the importance of creating a strong organizational culture that fosters employee commitment and trust.It demonstrates that organizational embeddedness-comprising factors such as fit, links, and sacrifice-plays a pivotal role in enhancing retention rates.By focusing on these dimensions, companies can develop more effective retention strategies that align with employees' personal and professional goals.
Secondly, the study reveals that competitive compensation, career development opportunities, and job satisfaction are essential for maintaining a stable and skilled workforce.These elements not only attract talent but also ensure long-term organizational success by minimizing turnover and maximizing employee engagement.
Moreover, the research highlights the role of leadership and organizational culture in shaping employee behaviors and attitudes.Effective leadership and a supportive culture can significantly boost employees' emotional commitment and prosocial behaviors, thereby strengthening organizational loyalty and reducing the likelihood of turnover.
Additionally, this study points out the potential negative consequences of deep organizational embeddedness, such as the risk of unethical behaviors and potential hindrances to career development.These insights prompt organizations to carefully balance embeddedness to avoid negative outcomes.
Finally, the study's emphasis on the dynamic nature of the labor market, especially postpandemic, provides a contemporary perspective on retention strategies.It encourages organizations to adapt to the evolving expectations of employees regarding job security, flexibility, and remote work, ensuring that retention strategies remain relevant and effective in a changing economic landscape.
In summary, this research contributes to a more nuanced understanding of employee retention by integrating various dimensions of organizational embeddedness and highlighting the importance of adaptable and employee-centric retention strategies.

Limitation
While this study offers important insights into the link between organizational embeddedness and employee retention, it faces several limitations.Firstly, the research largely depends on a review of published academic articles, which could be prone to publication bias.This bias implies that studies confirming hypotheses and showing significant results are more likely to be published.As a result, unpublished studies or do not yield significant findings might be ignored, possibly affecting the thoroughness of the review and the accuracy of its conclusions.
Secondly, the literature search did not limit itself to specific geographical areas or industries, which may affect the general applicability of the findings.Differences in cultural and management practices across various regions and industries could affect how employees understand organizational embeddedness, thus restricting the wide relevance of the research findings.
Moreover, the study's dependence on a literature review without analyzing actual data limits the exploration of cause-and-effect relationships.Future research should use quantitative methods, like surveys and interviews, to gather more detailed data, improving the conclusions' accuracy and depth.
Additionally, as COVID-19 pandemic restrictions are lifted and the global economy stabilizes, the labor market is experiencing significant changes, including shifts in employees' views on job security, flexibility, and remote work.These changes might become new factors affecting employee retention.Companies must reassess and adjust to these shifts to maintain employee loyalty and improve retention rates.Future studies should investigate how economic recovery and labor market changes influence employees' work expectations and the role these elements play in developing human resources strategies and retention plans.Such analysis will aid organizations in making better-informed decisions in a dynamic economic context.
Lastly, although this study thoroughly reviews the relevant literature, it might not fully address the potential impacts of globalization on employee retention.As global markets grow and international cooperation increases, employees' work settings and career paths are evolving rapidly.For instance, the growth of multinational companies may create more opportunities for remote work and cultural exchanges, potentially affecting employees' desires to stay with their employers.Future research should examine the effects of globalization on employee retention strategies and organizational culture more deeply to gain a fuller understanding of this complex issue.