Commitment-based human resource practices and job embeddedness: Perceived organizational support as a mediator

When employees believe that their interests are protected, they, in return, demonstrate positive behavior. In this research we sought to provide empirical evidence concerning the effect of commitment-based human resource practices on job embeddedness, with perceived organizational support acting as a mediator. Applying social exchange theory, we analyzed data obtained from a survey conducted with 700 professionals and skilled workers in the information technology industry in Pakistan. We found that commitment-based human resource practices significantly predicted job embeddedness. Moreover, the relationship between these two factors was mediated by employees’ perceived organizational support. Careful consideration of a firm’s managerial capabilities is needed for successful promotion of job embeddedness among employees. This research has identified how commitment-based human resource practices impact employee outcomes and provides a more comprehensive understanding of the complex ways in which employees respond to organizational practices.