Prior research on employee turnover has primarily been based on job attitudes and job alternatives, but its explanatory power has been found to be limited. In response, Mitchell et al. (2001) introduced the new concept of job embeddedness, which encompasses: (1) links to other people, teams, and groups; (2) fit with one's job, organization, and community; and (3) what one would sacrifice by leaving. This study examined the relationship between the organizational dimensions of job embeddedness sub-dimensions and turnover intention. The analysis results indicated that fit and sacrifice had significant effects on turnover intention, and that extraversion exhibited a moderating effect only in the relationship between fit and turnover intention.