## 2 Related Theories  
This research used job embeddedness theory and social exchange theory as the theoretical context. The definition of job embeddedness theory created by [PERSON] & [PERSON] [20] demonstrates in this study a comprehensive set of factors that influence the decision of a worker to remain or leave an organization. Studies have found that organizational dimensions can help predict employees' retention than population dimensions if workplace transfer is not considered. Also, the assessment of work incorporation is limited to the organizational fit. [PERSON] et al. [21] define job embeddedness as a connection to be pursued, compromises related to leaving the job, a person-job match interpretation and other facets of the job (people and groups). It also fits into an organization and defines how a worker views his or her position in a company, whether the worker thinks like there is continuity between what their expectations should do and what they are doing. [PERSON] et al. [22] refer to fits as the assumed compliance of a worker with their job and organization. In contrast to other career attachment ideas, the principle of job embeddedness is a comparatively recent concept. [PERSON] et al. [17] observed that the abundance of workplace longevity studies previous to 2001 centered on why individuals left their work. On the other hand, job incorporation tries to explain why individuals remain in their places of work. As a philosophical basis for creating this psychological entanglement triad, the authors focused on embedded figures and field theory. Fits, links and sacrifices were described in the study as the primary markers of work integration. Since then, work incorporation has become very common in the literature of organizational management [18]. However, with the recent eruption of studies in the concept of work embeddedness, it is both timely and appropriate to investigate the employee's intent to remain in the construction industry. Recently, researchers applied job embeddedness theory to nursing [23], marketing [24], lodging and hotel work [25], manufacturing and leadership [26] and immigration work [27], as reported in past work [28]. [PERSON] et al. [14] also reported the concept of job embeddedness to clarify why workers do not change employers even when excellent opportunities exist somewhere else. The theory of social exchange offers an essential theoretical basis for interpreting the workplace's actions since it suggests that the treatment of workers by an institution will predict their decision to remain [29]. It also acknowledges how these power imbalances will play out by accentuating an essential element of the attachment puzzle in social experiences in the workplace. A successful boss aims to inspire workers and motivate them. This power-sharing promotes the innate morale of workers and strengthens other behaviors relevant to employment. Social exchange theory emphasizes that if managers or employers always motivate their workers based on job performance, there is a high tendency that the employees will maintain a sense of obligation, which in turn would lead to positive psychological responses to how their job is performed [30]. Consequently, workers may be seriously loyal and committed to the firm and then stop searching for another job in other places because of the already formed positive orientation. The theory of social exchange advocated a trade between a sense of duty that contributed to the understanding of feeling a desire to return what was given by another person, which would, in turn, motivate constructive psychological responses as suggested by various studies [30]. Workers may be seriously loyal and committed to the firm and stop searching for another job in other places through this positive psychological response. Based on the job embeddedness and social exchange theories, as well as empirical supports for the previous studies, a mediation model, as exhibited in Figure 1, was proposed.