The Effects of Organizational Structures and Learning

Organization
on Job Embeddedness and Individual Adaptive
Performance
Pelin Kanten, Selahattin Kanten, Mert Gurlek
Procedia Economics and Finance 23 (2015) 1358 1366
Abhijit Das || 2016PGP063 || Article Review
Organizations are created where individuals come together to accomplish a
common goal. One of the precious and essential resource is its employees who
delivers the output. This study aims to understand the effects on job embeddedness
and individual adaptive performance due to organization structure and learning
organization. Organization structure and learning organization effect the individuals
behavior and attitude. It can lead to positive and negative impacts on the individual
and organization. Job embeddedness are the factors that stops an employee from
leaving his job and is typically conceptualized into three factors fit, link and
sacrifice. Fit is the sync between the skills and competencies of the employee and
that required by the job. Sacrifice refers to the tangible and intangible benefits that
the employee will forego when he/she leaves the job. Job embeddedness benefits
both the employee and the employer. If a person likes his job and has a good level
of job embeddedness, it is likely that the employee will work harder and deliver
great results. So, to gauge the effect a study is conducted where a sample of 325
employees working in 5 different five-star hotels in Ankara city in Turkey, is taken. It
is a questionnaire type of survey where a response rate of 77% was seen, out of
which 66% were valid and complete. All the literature used in the questionnaire
have been adjusted to the Turkish environment and a pilot study is conducted,
during which some modifications were brought about in Organizational Structure
Scale, Learning Organization Scale, Job Embeddedness Scale, and
Individual adaptive performance. In Learning Organization Scale, the
learning organization was measured and the principal components- Kaiser-Meyer-
Olkin test result and Barlett test result were significant. In Organizational
Structure Scale the perception of employees for the organization structure was
measured. Exploratory factor analyses were carried out. In Job Embeddedness
Scale, the employees job embeddedness level was measured and finally the
adaptive performance for individuals were performed. It is seen from the above test
that two components from the results had a significant impact - Kaiser-Meyer-Olkin
and Barlett test. After the exploratory analyses were carried out, a confirmatory
factor analysis was conducted such as the Goodness of Fit indexes. After carrying
out some statistical methods of mean, variance and standard deviation, it is found
that the perception of organic structure is more favored by employees than
mechanistic structure. A two-step model by Anderson and Gerbing was used for the
verification of the model where the research model was tested for a sufficient level
of goodness of fit.
 The key finding of the research is organic organizations have no direct effect
on job embeddedness and individual adaptive performance but it affects the
learning organization positively; whereas job embeddedness and individual adaptive
performance is affected by the organic structures of organization. An organization
which structures itself in a way that it focusses and gives importance to the
organizations values, commitment, vision is expected to have a positive impact on
the employees commitment, engagement and involvement. The learning
organization helps the employees to learn new skills which motivates them and
develops their career. Therefore, it can be concluded that the organization structure
and learning organization have a significant impact on the job embeddedness and
the individual adaptive performance from the view of hotel establishments.