Recently, a new theory has been designed to help organizations reduce voluntary turnover by increasing “ job embeddedness. ” Empirical evidence suggests that such efforts are typically complementary to the traditional approach (e.g. increasing job satisfaction or organizational commitment) because job embeddedness focuses on different factors. Take a few minutes to think through the following issues with a small group of people from your organization.

How can your organization systematically increase each of the following aspects of job embeddedness among employees?

1. Fit in the organization (perceived congruence with the values, culture, etc.). 

2. Links in the organization (number of people, groups and projects employees are meaningfully attached to).

3. Sacrifice related to leaving the organization (specific perks, benefits, or hardships incurred upon leaving).

4. Fit in the community (congruence with the values, amenities, offerings in an area).

5. Links in the community (number of institutions, friends, and family that employees are connected with).

6. Sacrifice related to the community (community - based issues that would arise if an individual leaves an organization; relocation to a new city is not required; for example, new commute patterns).