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International Journal of Research in Management

Vol. 5, Issue 1, Part B (2023)

Job embeddedness and work engagement among employees of state-owned universities in north-central Nigeria

Author(s):

Emmanuel Lubem Asenge, Adudu Chiangi Adudu and Enyi Lazarus Adima

Abstract:

In this competitive environment, it is indispensable for organizations to develop strategies to improve the competency of employees and keep them aligned with organizational objectives. This study explores the effect of job embeddedness on work engagement among employees of state-owned universities in North-Central Nigeria. The study adopted a random sampling technique to collect data from a sample of 365 staff of state-owned universities in North-Central, Nigeria determined from a population of 4,076, including 1,825 (academic staff) and 2,251 (senior administrative staff). The researcher conducted a pilot study to ascertain the validity and reliability of the research instrument. Data collected through self-administered questionnaire were analyzed using Mean, Standard Deviation, Correlation, and Regression Analyses with the aid of the Statistical Package for Social Sciences (SPSS 23) software. Results of the hypotheses tested indicated that job embeddedness constructs (links, fit, and sacrifice) have a positive and significant effect on work engagement in public universities in North-Central Nigeria. The study concludes that job embeddedness helps academic institutions to retain talented and skilled employees. It recommended amongst others that the management of public universities should always facilitate meaningful contributions from young staff and provide opportunities for their social interactions and personal development to help reduce employee turnover.

Pages: 135-141  |  492 Views  187 Downloads


International Journal of Research in Management
How to cite this article:
Emmanuel Lubem Asenge, Adudu Chiangi Adudu and Enyi Lazarus Adima. Job embeddedness and work engagement among employees of state-owned universities in north-central Nigeria. Int. J. Res. Manage. 2023;5(1):135-141. DOI: 10.33545/26648792.2023.v5.i1b.81
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