## 3 Literature Review
### Continuance Commitment as Mediator  
The mediator variable is the third variable that describes the relationship within the independent (predictor) and dependent (outcome) variables [39]. In other words, a mediator is a system through which a predictor is made to control an outcome variable. To analyze the mediating relations between variables [39], instructions were used [40]. Organizational commitment is divided into three different types, depending on the association with the workers' employer. These three types of commitment are affective, continuing and normative. That separates continuity from emotional engagement because workers with more substantial affective commitment work in their positions as they plan to live. Comparatively, employees with a higher commitment to continuity remain because they have to stay in their jobs [41]. [PERSON] & [PERSON] [42] also acknowledged that normative commitment has a sort of obligation that expresses a social duty to remain in an institution. All these three facets of organizational engagement typically have that they all point to the degree that workers are prepared to stay in a company. The one-dimensional methodology has been utilized in this study as consistency commitment is mostly linked to employees' stay purpose [43]. Continuance commitment can improve when workers understand the risk of quitting and how their talents or competencies have developed by their membership in their organization. Moreover, possible precursors of continuance commitment include occupation, age, intent to remain and career satisfaction. Occupation and age might act in predicting continuance commitment due to their functions as surrogate procedures of investment in the firm [43]. Occupation might be symbolic of non-transferable assets such as close working associations with skills, career investment, retirement and co-worker's relationship to the specific firm. Age can be negatively associated with the number of existing alternative job opportunities. Career satisfaction is needed to give enough direct measures of career-associated investments, which can be a risk when an employee quits the firm. Intention to leave was expected to be negatively associated with continuance commitment because workers that intend to quit the firm may not likely become committed to it [18]. In comparison, a continuing commitment identifies workers' ability to use reliable activities based on identifying the costs involved in discontinuing the operation. It may also be considered calculative involvement, which focuses on the expenses involved with an individual quitting a company. Continuing commitment may be called a trait utilized in strategies based on the individual's expected benefits or income due to risks connected with leaving the collaborating company. Staff with a high degree of consistency obligations are their power on behalf of the business as they feel it is in their best interest to do so [31]. **H3. **_There is a positive effect of continuance commitment on the intention to stay._  
**H4. **_There is a positive effect of on-the-job embeddedness on continuance commitment._  
**H5. **_There is a positive effect of off-the-job embeddedness on continuance commitment._  
Relationship between Job Embeddedness, Intension to Stay and Continuance Commitment in the Construction Companies  
Job embeddedness is the broad constellation of social, psychological and financial influence on workers' retention [37]. These types of impact can be seen on the job and outside the worker's current job community; they are frequently compared to the strand in a \"web\" or \"net\" in which an individual can become \"stuck.\" Workers with a large volume of strands can become strongly bound on the web with more significant problems quitting their work. Job embeddedness consists of three dimensions and each dimension is classified into Organization and community based on whether the impacts happen off-the-job or on-the-job.