A model of high performance work practices and turnover intentions

Abstract

Purpose

This paper aims to clarify the relationship between human resource practices and staff retention by selecting three high performance work practices (precursors) and one outcome variable (turnover intentions), and trying to demonstrate the mediator role of employee commitment and job satisfaction in this relationship.

Design/methodology/approach

The proposed model has been analyzed with a sample of 198 employees and a structural equation modeling methodology.

Findings

Salary strategies and job enrichment strategies were positively related to job satisfaction. Job enrichment strategies and job stability strategies were positively related to employee commitment. Employee commitment was negatively related to turnover intentions. The relationship between job satisfaction and turnover intentions was mediated by employee commitment

Research limitations/implications

One limitation of the findings is the use of self‐report questionnaires to collect data on all measures. Another potential limitation concerns the measurement of some latent factors with only two observable variables.

Practical implications

Turnover continues to be a serious problem for businesses. The proposed model suggests the use of specific practices that develop satisfaction and commitment as an intermediate step to low turnover intentions.

Originality/value

A sample of 198 workers was used as the source of information. This information offers clear advantages over the more widely used samples from managerial directors or statistical data gathered in human resource practices, as in this case. The perceptions of those people on whom these measures are directly carried out are readily accessible.

Citation

Luna‐Arocas, R. and Camps, J. (2008), "A model of high performance work practices and turnover intentions", Personnel Review, Vol. 37 No. 1, pp. 26-46. https://doi.org/10.1108/00483480810839950