The study was undertaken to link organizational identification with job embeddedness in Indian context. Literature review suggested that though there is a case for linking these two variables there are hardly any study which has empirically tried to explore this relationship particularly in Indian context. For addressing this gap in the literature, a survey was conducted using established scales. In all 325 usable survey responses from executives working in various sectors in India were analyzed using regression analysis. The results show that organizational identification and job embeddedness are strongly related. However, hypotheses stating that the perceived organizational support and job satisfaction will accentuate this relationship were not supported. These findings along with the finding that organizational identification and job embeddedness are strongly related, throws up a few implications for the practicing managers. Overall this study attempts to contribute to the literature by empirically examining the relationship between organizational identification and job embeddedness as the existing literature on this relationship is scant. Moreover, the context of the study being India, the findings of the study will contribute to the implications for practicing managers in India for arresting employee turnover.