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community, sacrifice-organization and sacrifice-community.

Lee et al (2004) also believe that individuals are linked through three variables (links, fit and sacrifice) to two main externalities, the organization in which they work and the community in which they live. Therefore, two composites are formed to assess both on-the-job and off-the-job embeddedness. Finding of Brown and Yoshioka when they studied staff working in nonprofit organizations are support the conclusions.

Researcher will explain three sub dimensions for organization.

Links-organization

Links are formal or informal connections between a person and institutions or other

Peoples (Mitchell et al., 2001). Links can be defined that connection among employee and his or her work team members, supervisors and other colleagues with whom he or she is under employment. Relational links between suppliers and customers, their co-workers and their job serve to embed them within the organization (Mitchell, Holtom and Lee, 2001; Mitchell, Holtom, Lee, Sablynski, & Erez, 2001). According to Mitchell et al., (2001), the greater the number of links can prove the stronger the web and therefore the more tightly the individual is bound to the job and organization.

From a lot of research streams, they recommend team members and other colleagues apply considerable normative pressure to stay on a job (Maertz et al., 1996; Prestholdt et al., 1987). According to the terms which used by O'Reilly et al., (1989), this linking process, or social integration typically will increases with employee tenure and thereby individual's desire to change working environment or leaving organization will be reduced.(e.g. Abelson, 1987).

Fit-organization

Fit indicate that an employee's perceived compatibility and comfort with the organization and with environment they stay (Mitchell et al., 2001). When researcher discuss about fit-organization, some elements must be considered. Personal values, career goals, and future planning of employee must fit with both corporate organization culture and the demands of their immediate job. It is important to pay attention to the fit values between employees and the organization. Schneider (1987) has observed that employees are more willing to stay in the organizations which they found that they have something common with organization.

Researchers found that the better the P-O fit, the less intention employees have to quit (Brown & Yoshioka, 2003; Moynihan & Pandey, 2007; Rynes, Brown, Colbert, & Hansen, 2002; Vandenberghe, 1999). Vandenberghe's research with Belgian nurses showed that when these nurses felt better fit with the organization, they tended to stay in the job for at least 12 months.

From the other side, Researchers found that ''misfits'' quit slightly faster than ''fits'' (O'Reilly et al., 1991). This is because when organizational entry produce poor person-organization fit, it will make employee has desire to leave organizational (Chatman, 1991).At the same time, Personal attributes fit with a job may reduce turnover (Chan, 1996). Villanova et al. (1994) also found that lack of job compatibility predicted turnover. Thus, a person's fit with job and organization influences his or her attachment to the organization.

According to statement above, we can conclude that the better the fit,