Explaining intra-organisational mobility: Does job embeddedness apply?

Our research aims to understand whether job embeddedness theory can explain intra-organisational mobility, given the robust literature linking embeddedness with extra-organisational mobility. The study uses surveys from over 2,700 employees at a large healthcare organisation and structural equation modelling to investigate whether links, fit, and sacrifice can explain decisions to move within and outside an organisation. In addition, we investigate whether these factors influence decisions differently based on gender and generation. We found that fit, links, and sacrifice can explain both intra- and extra-organisational mobility. However, Generation Y employees are more likely to move based on reasons related to fit than Generation X or Baby Boomer employees, and women are more likely to move internally based on reasons of sacrifice than men. This research extends theories about job embeddedness to the domain of intra-organisational mobility, indicating that this theory can explain why employees leave their organisation and their role within an organisation. Given the increasing competition for employees, organisations are interested in understanding what factors can influence employees' decision to stay in their organisation, transferring internally rather than turning over. This research indicates that employers should consider reasons based on links, fit, and sacrifice; and understand that these factors may matter more or less to employees based on their demographic group. No previous works have investigated how job embeddedness impacts movement within an organisation instead of focusing on turnover or extra-organisational moves