The role of organizational culture and job embeddedness in the relationship between onboarding and talent retention: a moderated mediation model

Abstract

The influence of organizational culture and job embeddedness on the relationship between the onboarding process and talent retention is crucial for understanding the mechanisms that support employee retention in organizations. Using a moderated mediation model, this research analyzed how an effective onboarding process can enhance job embeddedness, positively influencing talent retention. Simultaneously, it examined the moderating role of organizational culture, which can either strengthen or weaken this relationship. The study involved 435 employees aged between 20 and 65 years, using a convenience sample obtained through snowball sampling. The Onboarding Scale, Employee Retention Questionnaire, Job Embeddedness Scale, and Organizational Culture Scale were utilized for data collection. Results demonstrated that a well-structured onboarding process strengthens job embeddedness, positively impacting employee retention. Furthermore, organizational culture was found to act as a moderator, potentially amplifying or reducing the effect of the onboarding process on talent retention. In contexts where organizational culture has limited influence on organizational functioning, the onboarding process was shown to have a positive and significant impact on talent retention. Conversely, in settings with a strong and influential organizational culture, the direct impact of onboarding on retention tends to be weaker, underscoring the importance of aligning integration strategies with the specific cultural characteristics of the organization.