The negative effects of job embeddedness on performance

Purpose The purpose of this paper is to explore the boundary conditions of job embeddedness (JE), considering whether certain conditions of high embeddedness may have a potential dark side leading to lower employee performance. Design/methodology/approach Hierarchical moderated regression was used to test the interactions between JE, economic exchange, and social exchange. Findings Results indicate that under certain exchange conditions, JE can have negative implications for performance. Practical implications Consideration should be given to how management interventions come together to motivate employees and impact performance. Originality/value This study speaks to the possible negative side of JE and provides support for its potential to produce adverse consequences for organizations under certain contexts.