Exploring the complexities of job embeddedness, job engagement and work–family conflict on turnover intention

Purpose This study aims to investigate how job embeddedness and job engagement influence organizational and individual performance in complex workplaces, considering factors like work–family conflict, job and organizational embeddedness and turnover intention. Design/methodology/approach This research involved 243 employees from the Indonesian banking sector as respondents in the survey. This study was analyzed using SEM AMOS. Findings The study found that job embeddedness and engagement reduce turnover intention, however work–family conflict mediates these effects. This highlights the complexity of these factors, with work–family conflict dampening the positive impact of job embeddedness and engagement on turnover intention. Including work–family conflict as a negative variable in the model is essential to prevent an overestimation of the positive impact of job embeddedness and engagement on turnover intention. Practical implications High levels of on-the-job embeddedness reduce turnover intention by diminishing work–family conflict. However, job engagement, influenced by lower conflict levels, also contributes to decreased turnover intention but may exacerbate family–work balance challenges. To address this, organizations should prioritize employee engagement and implement family-friendly policies to mitigate conflict and enhance retention. Originality/value This study contributes to WFC literature. It integrates the four concepts in a single study to provide a model that depicts the chain of effects between job embeddedness, job engagement, work–family conflict and turnover intention in the banking sector.