The article introduces a new construct called "job embeddedness," which includes three dimensions: (1) links to other people, teams, and groups, (2) perceptions of fit with job, organization, and community, and (3) sacrifices individuals would have to make if they left their jobs. The authors developed a measure of job embeddedness using two samples and found that it predicts both intent to leave and voluntary turnover, explaining significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search. The article discusses the traditional models of turnover, which focus on job attitudes and alternatives, but notes that these models have limited predictive power. It then explores alternative models, including nonwork factors, organizational factors, and new turnover theories, which suggest that job embeddedness is a more comprehensive concept. The authors argue that job embeddedness is a key factor in understanding why people stay on their jobs, as it captures the complex interplay of personal and organizational factors that influence retention. The article compares job embeddedness to other constructs such as organizational commitment and job satisfaction, noting that while they share some similarities, job embeddedness is broader and more comprehensive. It also discusses other constructs similar to job embeddedness, such as person-organization fit and organizational identity, and highlights the differences between them. The authors present hypotheses about the relationship between job embeddedness and turnover, suggesting that higher levels of job embeddedness are associated with lower turnover. They also describe the methods used to measure job embeddedness, including surveys and data collection from two organizations with high turnover rates. The results show that job embeddedness is significantly related to job satisfaction and organizational commitment, and that it predicts turnover better than these constructs alone. The article concludes that job embeddedness is a concept that captures the complex factors influencing employee retention, and that it provides a more comprehensive understanding of why people stay on their jobs than traditional models.The article introduces a new construct called "job embeddedness," which includes three dimensions: (1) links to other people, teams, and groups, (2) perceptions of fit with job, organization, and community, and (3) sacrifices individuals would have to make if they left their jobs. The authors developed a measure of job embeddedness using two samples and found that it predicts both intent to leave and voluntary turnover, explaining significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search. The article discusses the traditional models of turnover, which focus on job attitudes and alternatives, but notes that these models have limited predictive power. It then explores alternative models, including nonwork factors, organizational factors, and new turnover theories, which suggest that job embeddedness is a more comprehensive concept. The authors argue that job embeddedness is a key factor in understanding why people stay on their jobs, as it captures the complex interplay of personal and organizational factors that influence retention. The article compares job embeddedness to other constructs such as organizational commitment and job satisfaction, noting that while they share some similarities, job embeddedness is broader and more comprehensive. It also discusses other constructs similar to job embeddedness, such as person-organization fit and organizational identity, and highlights the differences between them. The authors present hypotheses about the relationship between job embeddedness and turnover, suggesting that higher levels of job embeddedness are associated with lower turnover. They also describe the methods used to measure job embeddedness, including surveys and data collection from two organizations with high turnover rates. The results show that job embeddedness is significantly related to job satisfaction and organizational commitment, and that it predicts turnover better than these constructs alone. The article concludes that job embeddedness is a concept that captures the complex factors influencing employee retention, and that it provides a more comprehensive understanding of why people stay on their jobs than traditional models.