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The purpose of this paper is to investigate the relationship between employee retention and job security and the impact of retention factors on the job security of nurses in public hospitals in South Africa. The retention of nurses is essential in public hospitals in South Africa. It is therefore critical that retention strategies are primed to ensure the job security of nurses.

The study is quantitative in nature, adopts a cross-sectional approach and is set within a positivist research paradigm. Pre-established questionnaires were used to collect data. Non-probability sampling was used to select a convenience sample. Questionnaires were distributed to three public hospitals in Johannesburg and 202 responses were received. The psychometric properties of the questionnaire were established through validity and reliability. Inferential and descriptive statistics were deployed to analyse data.

The study established that there is a relationship between retention factors and job security. The study further identified retention factors as predictors of job security and noted that training and development was the strongest predictor of job security amongst nurses. In addition, the study contributes towards research on retention practices of nurses from a South African perspective.

The study recommendations are diagrammatically represented. If implemented by human resource practitioners and nursing management, they are likely to enhance job security.

The study provides insights on the retention of nursing professionals in public hospitals in Gauteng and identifies retention factors which contribute most towards job security.

This study aimed to examine the direct impact of work–life balance on employee retention and turnover intentions among doctors in Pakistan. Further, it also aimed to test the mediating role of job satisfaction on these relationships.

This study's data were collected from 394 doctors working in public hospitals in Pakistan, using survey-based questionnaires and stratified random sampling technique. For data analysis, structural equation modelling was utilised to investigate the direct and indirect associations among the variables, while Statistical Software for the Social Sciences (SPSS) was used for data management.

Work–life balance was found to have a positive association with employee retention and a negative association with turnover intention. Results suggest that a fair work–life balance is a significant predictor of employee retention and turnover intention. Also, job satisfaction significantly mediated the relationship between work–life balance and employee retention and between work–life balance and turnover intention.

This study's focus was limited to doctors working in public hospitals. Thus, future research can extend the scope to other segments such as nurses, paramedics and pharmacists from both public and private organisations.

Human resource (HR) executives can improve employee retention and turnover intentions through strategic implementation of work–life balance practices. Policymakers should stress upon hospitals to implement favourable working hours that are satisfactory to employees to reduce turnover intention.

In the healthcare industry, suitable work–life balance strategies will help improve employees' lifestyle, which will positively impact their family and social relationships.

This study is expected to contribute to the existing healthcare literature in the context of Pakistan by explaining the process by which work–life balance affects employee retention and turnover intention. Specifically, job satisfaction is the mechanism that explains these relationships.

In response to scholarly calls, this study aims to explore the persuasive predictors including (job security, autonomy, work-life balance, culture and climate, career growth, leadership style and support, training and development and reward, recognition and pay) of talent retention in Indian PSUs by emphasising the commonalities and differences between different category of employees from different cohorts based on their contribution in the prime function of the business.

A self-administered questionnaire was used to collect data from 472 employees from selected organisations through Multistage sampling technique and Simple random sampling technique. Data were analysed using tests such as logistic regression, MANOVA, post hoc Tukey in SPSS 20.

Job security, autonomy, career growth and culture and climate are the persuasive predictors of talent retention in Indian PSUs. However, there is a significant interaction effect of age and job standard on job security. Job security and perceived employability do not relate to age for core category employees rather possess identical perception than other employee category. Findings indicate that identifying the position to be retained is more viable than a common retention strategy.

This study contributes to the existing knowledge of talent retention by exploring novel insights in comprehending the commonalities and differences of different employee category at all level from different cohorts, sharing different responsibilities in the prime function of the business that has largely been ignored. The study can succour in improving performance and cost-effective retention strategy.

The purpose of this study is to determine the impact of job security on doctors’ retention, with job satisfaction and job embeddedness as the mediators. In doing so, the authors seek to contribute to the existing literature by providing additional empirical evidence on the links between job security, job satisfaction, job embeddedness and employee retention by using social exchange theory.

An empirical study was conducted on doctors working in public hospitals in Pakistan. Data from selected public hospitals were collected using semi-structured questionnaires. The simple random sampling method was applied for participant selection and partial least squares-structural equation modelling was used for data analysis purposes.

The findings confirmed the direct and mediation relationships. Thus, all of this study’s hypotheses are supported. The results indicate that job security can improve doctors’ retention. Further, job satisfaction and job embeddedness play crucial roles in mediating the direct relationship.

This study elaborates job security in health-care sector of Pakistan and also provides empirical evidence of the antecedents and mediators of doctors’ intention to continue working in the health-care industry.

The purpose of this paper is to investigate why professional workers actually remain in their organisations.

The design of the study was cross-sectional. A number of factors important for the retention of professional workers were identified from the literature. A 19 item “retention scale” was developed based on the identified retention factors and their characteristics. It was proposed that the retention factors could be divided into two levels: organisational and job. The retention scale was completed by 138 workers form the UK site of a multinational Marketing company. The reliability of the scale was assessed using Cronbach’s α and was found to be 0.80.

Factor analysis supported the division of the retention factors into organisational and job levels with a two factor structure in which organisational levels loaded strongly on component 1 and job level items loaded strongly on component 2. Scores on these two subscales predicted individual workers’ intention to remain within their organisation using both MANOVA and logistic regression analysis.

This is a preliminary look at factors important for the retention of professional workers and as such has several limitations. A more comprehensive review of the literature on retention is required and further testing of the model is required with a larger sample size. Links with the literature on the psychological contract also need to be more fully explored.

This research has practical implications for practitioners due to the importance of retaining top talent for increased competitive advantage. The factors that have been found here to be important for retaining professional workers have also been observed in high performing companies.

The retirement of the baby boomer generation means that there has to be a greater emphasis on retaining key employees in organisations to mitigate the loss of key skills and competences.

Most previous studies and many HR managers concerned with the retention of professional and other workers tend to concentrate on those aspects of the job or of the organisation that make them leave. This study is concerned with why people stay with their employers.

The overall goal of this chapter is twofold. First, the authors aim to identify indigenous phenomena that influence employee turnover and retention in the Chinese context. Second, the authors link these phenomena to the contextualization of job embeddedness theory. To achieve the goal, the authors begin by introducing three macro-level forces (i.e., political, economic, and cultural forces) in China that help scholars analyze contextual issues in turnover studies. The authors then provide findings in the literature research on employee retention studies published in Chinese academic journals. Next, the authors discuss six indigenous phenomena (i.e., hukou, community in China, migrant workers, state-owned companies, family benefit prioritization, and guanxi) under the three macro-level forces and offer exploratory propositions illustrating how these phenomena contribute to understanding employee retention in China. Finally, the authors offer suggestions on how contextualized turnover studies shall be conducted in China.

This research aimed to study the impact of compensation on employee retention and turnover intentions among healthcare employees. The study also tested the mediation role of job satisfaction in the relationship.

In the present study, self-administrated questionnaires were distributed among 600 doctors working in public hospitals of Pakistan, following stratified sampling. The data analysis was conducted through SPSS and smart-PLS.

Results of the present study supported all the hypotheses (H1–H7), such as the significant relationship of compensation with employee retention and turnover intentions. Results further confirmed the mediation effect of job satisfaction between compensation and employee retention as well as compensation and turnover intentions.

This study is useful for policymakers and organizational managers since the study provides guidelines on employee retention and high turnover intentions and how these factors are influenced by improved compensation.

This study sheds light on the relationship of compensation together with employee retention and turnover intentions through the mediating role of job satisfaction in healthcare context, which was overlooked in the existing literature.

For decades, since at least the famous Hawthorne studies, the happy/productive worker thesis has forcefully captured the imagination of management scholars and human resource professionals alike. According to this “Holy Grail” of management research, workers who are happy on the job will have higher job performance, and possibly higher job retention, than those who are less happy. But what is happiness? Most typically, happiness has been measured in the management sciences as jobsatisfaction. This viewpoint is unnecessarily limiting. Building upon alittle remembered body of research from the 1920s, we suggest a twofold, expanded view of this thesis. First, we suggest the consideration of worker happiness as psychological well-being (PWB). Second, incorporating Fredrickson's (1998, 2001) broaden-and-build model ofpositive emotions as the theoretical base, we suggest that the job satisfaction to job performance and job satisfaction to employee retentionrelationships may be better explained by controlling for the moderating effect of PWB. Future research directions for human resource professionals are introduced.

The purpose of this paper is to explore HR managers' and employees' views on the factors affecting employee retention using the perspective of the psychological contract.

Two studies were conducted. First, a sample of HR managers gave their view on the factors affecting employee retention and turnover and described their retention practices. Second, a large sample of employees reported on the importance attached to five types of employer inducements commonly regarded as retention factors, on their evaluation of these inducements and on their loyalty. Regression analysis was used to examine the impact of the delivery of employer inducements on retention.

The HR managers survey indicates that retention practices focus more on the factors believed to cause employee turnover (career opportunities and financial rewards) than on those believed to affect employee retention (social atmosphere, job content, work‐life balance). The focus on career opportunities is supported by the employee survey. The delivery of career opportunities had the strongest impact on employee loyalty while the impact of the delivery of financial rewards was much smaller.

It is useful to distinguish between different content dimensions of the psychological contract when studying its impact on employee outcomes. The psychological contract provides a relevant framework for studying employee retention.

This paper offers HR professionals' insights into the effectiveness of retention practices.

The paper shows how the psychological contract can be applied in retention management and examines impact of different content dimensions of the psychological contract on employee outcomes.

This study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work environment in the relationship between HR practices and employee retention in the industry.

The researchers used non-probability judgemental sampling to collect 384 questionnaires through a survey of millennial employees. Partial least square-based structural equation model (PLS-SEM) was used to analyse the data.

The results reveal that HR practices included in this paper have significant relationships with millennial employee retention in the tourism industry in Bangladesh, except employee participation in decision-making. In addition, the results show that the work environment only moderates the relationship between two HR practices (compensation, training and development) and millennial employee retention.

The results suggest that managers in tourism organisations must develop HR practices and foster a positive work environment to retain millennials.

This is the only study that examines the moderating role of the work environment on the relationship between five selected HR practices (training and development, job security, performance appraisal, employee participation, compensation) and millennial employee retention. Previous studies used fewer HR variables.