Små och medelstora företag står inför utmaningar med att behålla personal, där job embeddedness theory kan fungera som ett verktyg för små och medelstora företag i deras arbete med att behålla personal. Syftet med studien är att beskriva vad som får personal att vilja stanna respektive lämna i små och medelstora företag utifrån aspekterna 1) relation 2) passform och 3) uppoffringar. Studien grundar sig i en kvalitativ forskningsstrategi, där semistrukturerade intervjuer baserade på teorin job embeddedness lägger grunden för insamlingen av empiri. Studien genomfördes på ett företag inom byggbranschen där nio respondenter, både män och kvinnor, intervjuades. Intervjuerna transkriberades och genomgick en tematisk analys som bidrog till ett antal underkategorier kopplat till job embeddedness theory. Den data som samlats in visar att anställda lyfter job embeddedness theory och dess tre aspekter relation, passform och uppoffringar som betydelsefullt i deras val att stanna. Samtliga respondenter förklarar att goda relationer till kollegor och chef bidrar till deras vilja att stanna kvar inom företaget. Det framgår även att företagets och individens värderingar bör stämma överens, samt att det bör existera en samhörighet för att trivas inom företaget. Anser individen att detta uppfylls tenderar beslutet att lämna företaget att bli omfattande, då personen står inför en uppoffring som för den enskilde individen ses som betydelsefull. Studien visar att kontexten i små och medelstora företag, i kombination med teorins tre aspekter och dess underkategorier bidrar till individens vilja att stanna respektive lämna företaget, baserat på den individuella uppfattningen av vad som får individen att trivas. / Small and medium-sized enterprises face challenges with retaining employees, job embeddedness theory could work as a tool for small and medium-sized enterprises in their work when it comes to retaining employees. The purpose of this study is to describe what makes employees stay or leave a small and medium-sized enterprise from the aspects 1) fit 2) links and 3) sacrifice. The study is founded in a qualitative research strategy where semi structured interviews based on job embeddedness theory which lays a foundation for the collection of empirical data. The study was performed at a business within the construction industry where nine respondents, of which both men and women, were interviewed. The interviews were transcribed and went through a thematic analysis that contributed to a number of sub-categories linked to job embeddedness theory. The collected data shows that employees highlight job embeddedness theory and its three aspects fit, links and sacrifice as meaningful in their choice to stay. All of the respondents explain that good relationships with their colleagues and manager contributed to their will to stay within the business. It also appears that the business and the individuals values should coincide, and that solidarity should exist in order to thrive within the business. If the individual perceive that these conditions are fulfilled they tend to see the decision of leaving the business as comprehensive, since the individual is facing a sacrifice that they perceive as meaningful. The study shows that the context of small and medium-sized enterprises, in combination with the three aspects of the theory and their subcategories contribute to the individuals will to stay or leave the business, based on the individual perception of what makes them thrive.

Denna uppsats är ämnad att undersöka hur chefer på säsongsbetonade hotellupplever personalomsättningen och om de arbetar aktivt gentemot den. Uppsatsenämnar även att undersöka vad cheferna anser vara påverkande faktorer till problemetoch hur de tacklar problemen idag. Skribenterna är därför intresserade av chefernasegna perspektiv på personalomsättningen inom hotellbranschens olika avdelningar.Den valda metoden för denna uppsats är en kvalitativ studie med tiosemistrukturerade intervjuer med olika personer med chefspositioner på nio olikahotell runt om i Sverige. De flesta av hotellen har sin bas på Gotland med undantagför ett par stycken. Samtliga hotell, förutom ett, har sommar som högsäsong. Empirinanalyseras med hjälp av inbäddning i arbetet teori. Denna teori fann skribenternalämpliga eftersom att de berör centrala delar till vad som får en person att vilja lämnasitt arbete eller stanna kvar.Resultatet studien kom fram till var att majoriteten av respondenterna uppgeratt de inte har problem med personalomsättning, utom på vissa specifika avdelningar.Respondenterna upplever fördelar med personalomsättning, att få in nytt blod ochskapa bra dynamik. Däremot är personalomsättning tidskrävande, energitömmandeoch kostsamt. Samtliga respondenter arbetar medvetet med att skapa länkar mellanmedarbetare och arbetsplatsen samt på och utanför samhället. Skribenterna kankonstatera att storleken på hotellen, avdelningar, kön, ålder, eller ort i det stora helainte har en särskilt stor påverkan på personalomsättningen på respektive hotell. / This paper aims to study how managers working in seasonal hotelsexperience staff turnover, and whether or not they work proactively towards reducingit. In addition this paper investigates how different managers in seasonal hotels viewstaff turnover and what they consider to be influencing factors in regards to theproblem, plus what solutions they might action in modern hospitality. Therefore weare interested in manager's personal perspectives on staff turnover throughout theentire hotel industry and its various departments.To answer our research question, we have chosen an inductive method bycarrying out ten semi-structured interviews with individuals in leading positions suchas reception or restaurant managers at nine seasonally dependent hotels aroundSweden. These interviews are analyzed based on the “Job Embeddedness” theory.The most pertinent result found during the study was that staff turnover is notperceived as a problem by those working at a managerial level, with exception tothose workers in specific departments such as kitchens, cleaning, and night staff.Turnover of competent staff was also a concern to management. Further results fromthe study shows that staff work to actively create connections between fellowemployees, the workplace and society. Additionally the study shows that managersbelieve it is important to motivate their employees to enjoy their work and allowthem to create connections within the workplace, which potentially leads to staffreturning for future seasons.

<p dir="ltr">In recent years, the agricultural industry has been working to improve the retention of their newly hired Black employees. In the aftermath of the COVID-19 pandemic, millennial employees across the United States have been voluntarily leaving their jobs in favor of hybrid or remote work, better benefits, or an improved work environment. Today, the median tenure of millennials is only 2.8 years on the job, and research has shown that Black employees are 30% more likely to leave their positions. The agriculture, food, and natural resources (AFNR) sector is more heavily represented in rural America, where the Black population makes up just 7.8% and the White population comprises 78.2%. Therefore, the purpose of this phenomenological study was to explore the workplace and community embeddedness experiences of young Black professionals early in their AFNR careers. Specifically, the lived experiences of young Black professionals in their positions for five years or less were investigated through interviews with participants to examine the contributors of their embeddedness. Job Embeddedness Theory informed the study and seven young Black AFNR professionals participated in virtual Zoom interviews lasting an average of 75 minutes. Initial, structural, and pattern coding techniques were used to analyze the data, and three major conclusions emerged. First, many young Black professionals have chosen a career in the AFNR sector because they desire to engage with meaningful work related to the agricultural industry. Second, my participants had to overcome many obstacles related to their age or race that impacted their abilities to become more embedded in their workplaces or communities. Finally, an extensive network of linkages to other Black professionals at work or in the community provides young Black professionals with more substantial support and visibility. Implications for theory and practice were provided, along with recommendations for future research.</p>