Search results

The purpose of this paper is to determine employee retention rates and describe factors affecting employee retention among older workers.

This study conducts a secondary data analysis using data from the Korean Longitudinal Study of Ageing (KLoSA) of Korea Employment Information Service. The authors use data on 1,264 newly employed older workers from the 2010 KLoSA and determine their employment retention status based on data from the 2012 KLoSA.

The employee turnover rate of older workers was 37.1 per cent between 2010 and 2012, indicating that one-third of older workers stopped work within the two years under study. The factors affecting the employment retention of older workers were education level, job position, job type, work-related stress, health status, and activity limitation due to health status.

This study concentrated on the South Korea context. Given the particular circumstances facing South Korea (as outlined in the study) it is unlikely that the findings would provide a base for informing employment retention strategies for older workers in other societies.

The South Korean government could use this study’s findings in formulating a policy for improving welfare in workplaces to increase the employment retention rate among older workers. Employers employing or intending to hire older workers would have a better understanding about factors affecting their retention. To reduce their work-related stress, older workers require a safe and healthy work environment that considers their health status.

This study is the first one to look at the factors affecting the retention of older workers in South Korea.

Since the subject matters of human resources activities on knowledge intensive firms have been changed by coronavirus disease 2019 (COVID-19) pandemic, this study aims to analyze the impact of stock options on talent retention (knowledge worker retention) and knowledge productivity (innovation) in terms of patents, which directly affect the financial performance of knowledge intensive firms.

Drawing on agency and contingency theory to design the causality model, this study analyzes the data obtained from 227 publicly traded knowledge intensive firms in information technology (IT) and healthcare sectors. Panel data analysis is used to determine the long run causal relationship between firm innovation, knowledge worker retention and financial performance, in addition to ANOVA for evaluating firm size as a lurking variable on the effect of stock options.

The results of this study demonstrate that, when firm size is taken into account, (1) stock options significantly affect knowledge worker retention and firms' financial performance, and this impact is stronger in a during-pandemic situation than in a pre-pandemic situation (2) firm innovation significantly affects firms' financial performance and this impact is stronger in a during-pandemic situation than in a pre-pandemic situation; (3) knowledge worker retention doesn't have a significant impact on firm innovation and firms' financial performance. Moreover, random effect regression analysis for long-term relationships also depicts the same results: knowledge worker retention has non-significant impact on firm innovation and financial performance, but firm innovation significantly affects financial performance.

To the best of the authors' knowledge, the authors are the first to compare the effects of stock options, knowledge worker retention and firm innovation in both pre- and during-pandemic scenarios where firm size is taken into consideration.

This study seeks to undertake a systematic review to consolidate existing empirical evidence on the impact of financial and non‐financial incentives on motivation and retention of health workers in Ghana's district hospitals.

The study employed a purely quantitative design with a sample of 285 health workers from ten district hospitals in four regions of Ghana. A stepwise regression model was used in the analysis.

The study found that financial incentives significantly influence motivation and intention to remain in the district hospital. Further, of the four factor model of the non‐financial incentives, only three (leadership skill and supervision, opportunities for continuing professional development and availability of infrastructure and resources) were predictors of motivation and retention.

A major limitation of the study is that the sample of health workers was biased towards nurses (n=160; 56.1 percent). This is explained by their large presence in remote districts in Ghana. A qualitative approach could enrich the findings by bringing out the many complex views of health workers regarding issues of motivation and retention, since quantitative studies are better applied to establish causal relationships.

The findings suggest that appropriate legislations backing salary supplements, commitment‐based bonus payments with a set of internal regulations and leadership with sound managerial qualities are required to pursue workforce retention in district hospitals.

The purpose of this paper is to examine the effect of individual‐based, firm‐based, and market factors on job retention, basing its hypotheses on human capital theory and signaling models.

By collecting secondary data on 180 employees who left their jobs at one firm and interviewing human resource managers and those who left for other jobs, factors determining the decision to stay with a firm for a certain period were investigated. Hierarchical regression analyses were performed to test hypothesized relationships.

Marriage, gender, honored employee status, relative pay (both inter‐firm and intra‐firm wages), speed of promotion, and economic cycles had a significant impact on how long the employees retained their jobs, but education level and individual performance did not. Firm‐specific human capital, wages, and signaling effects were proved to affect job retention. Firm‐based factors had a significantly more pronounced impact on the ultimate decision than individual‐based factors.

This study examines worker mobility from the perspective of actual length of job retention, complementing existing streams of research based on intention to leave. Because a few unexamined psychological and sociological factors may confound the findings and because only examine one firm is examined, care should be used when generalizing the findings to other firms.

The study provides evidence useful in the creation of human resource management practices aimed at retaining competent employees.

This study's research questions and methods are new to the line of turnover studies, making it a starting point for further lines of exploration.

This paper aims to explore the views of human resource (HR) professionals on work motivation and retention of older workers. Furthermore, it seeks to generate qualitative data to inspire measures for future survey research.

The study adopts a qualitative approach, using focus groups. A total of 15 participants were purposefully selected from different organisational settings (e.g. private and public organisations, various sectors, various organisational sizes, HR departments and HR consultants) and from different areas of HR practice (e.g. recruitment, selection, training, evaluation, diversity management, industrial relations). Several procedures are applied to carry out a rigorous qualitative analysis (i.e. interview guide, video recording and field notes, prompt transcripts, double coding, direct quotes and rich data slices when presenting findings).

The paper reveals that focus groups generate rich interaction and their content analysis results in five topics: definition of older workers, diversity amongst older workers, work motivation of older workers, retention policy and practices, and contexts of work motivation and organisation retention policy/practices.

Three focus groups with HR professionals give just a glance of the intended retention practices. Broader qualitative and quantitative research with HR professionals and older workers is needed, preferably carried out by an international and multidisciplinary team.

The paper provides preliminary advice to HR professionals as to which practices aim at retention of older workers, based on insights in theories on work motivation.

The study takes place within Belgium where far‐reaching societal reform is still needed to promote employment of older workers and to move away from the early‐retirement culture. The paper confronts the wealth of work motivation theories and the plethora of HR practices with HR professionals being challenged to retain older workers and to keep them motivated.

Workers have different motives to be employed at specialist contract work agencies, such as career development aspirations, or a desire for freedom and independence. The purpose of this paper is to study how these different motives relate to the appreciation of HR practices applied by agencies and consequently to employee retention at the agency.

Data were collected in a contract work agency for financial professionals. Management was interviewed about the HR practices used for employee retention. In addition, 291 agency employees filled out a questionnaire about their motives to be employed at the agency, their appreciation of the HR practices of the contract agency and their turnover intentions.

Regression analysis showed that career development motivation was related to retention at the agency, but that this relation became weaker when tenure with the agency increased. HR practices (like training, supervisory support, career development support, information sharing and employee participation) proved to be related to lower turnover intentions of flex workers with a career development motivation. For flex workers with a freedom motivation the HR practices had no relationship with retention.

Data collection in one agency may limit generalization. Additional research needs to zoom in on alternative HR retention practices that align with freedom motivation.

Specialist contract work agencies typically experience difficulties with employee retention. Agencies may retain their workers if they apply HR practices that are aligned with the motivation of people engaging in contract work.

Previous research shows a positive effect of job satisfaction and retention on both workers’ and organizations’ welfare, it is important to understand whether the characteristics of a job and workers’ perceptions of certain job traits can predict job satisfaction and retention in an organization. This paper explores the effect of 18 job characteristics on the likelihood that a worker is satisfied with his or her job, the chance that he or she looks for an alternative employer in the following year and the number of years employed by the same organization.

The author adds to the current state of the literature on the importance of job characteristics in several ways. First, the author utilizes a list of 18 job characteristics or perceptions, which to the best of our knowledge is one of the most extensive sets of characteristics that has been considered. This allows us to examine lots of aspects of the job, and their connection to the outcomes of interest. Second, the author uses not only basic regression methods but also ordered Logit specifications to obtain more precise estimates of the effect of job characteristics on job satisfaction and workers’ propensity to look for a new job. Third, the author considers the possibility that a combination of job characteristics, rather than a single factor, influences the level of satisfaction with the job and retention, measured by the likelihood that a worker plans to look for an alternative job in the following year and the years at the current job. The author explores the latter through principal component analysis. Fourth, the author explores gender differences in the effect of job characteristics on job satisfaction and retention. Finally, the author discusses the implications of this research to policy decision-making and managerial decisions.

The author finds that personal development opportunities and job security are positively related to job satisfaction, and negatively related to the likelihood of looking for a new job. Opportunities for personal development have a stronger effect on job satisfaction of men than women. Male workers’ job satisfaction also depends on whether they are given enough time to complete assigned tasks. The perception of security in the current job, having reliable coworkers and receiving sufficient help in a job make it less likely for women to perform a job search. Fringe benefits encourage workers of both genders to stay in an organization longer. Job security also has a positive relationship with the years in a given job for women, but not for men.

The findings have implications for managers and policy decision-makers. For managers, it is important to be aware of the value male and female workers place on different job characteristics, because a number of studies show the importance of job satisfaction on the success of companies (Porter et al. 1977; Mobley et al., 1979; Tett et al. 1993; Posner et al. 1993), and the author shows that job satisfaction depends on different characteristics for men and women. In addition, managers’ awareness of the findings related to the factors that are likely to retain workers in a company is important because of the costs of recruiting new workers, including hiring, training and opportunity costs. For policy considerations, programs that help in matching employers with potential workers are likely to find good fits for both sides of the labor market if they direct women to jobs that provide more security, opportunities for personal development, and help at work. Jobs that offer more time to complete tasks would retain and increase the chance of keeping male workers satisfied with their job.

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 study seeks to explore health workers' perceptions and experiences on incentives for motivating and retaining them in primary health-care facilities in rural Ghana.

Phenomenological research design was used to explore health workers’ experiences and perceptions on their incentive packages. Sixty-eight in-depth interviews were conducted with health-care workers in primary health-care facilities and analyzed using thematic analysis approach.

The findings show health-care workers’ perceptions on their incentives, ranging from low awareness, unfair distribution, favoritism, means of punishment and incentives regarded unattractive. The preferred incentive packages identified were salary increase, housing availability, recognition, adequate supplies, and risk and responsibility allowances. Health-care workers suggested for the modification of incentives including vehicle importation waiver, reduction in study leave years and opportunity to pursue desired courses.

The findings suggest that incentives that align with health-care workers’ preferences can potentially improve their motivation and influence retention. Health-care workers’ concern on incentives having been used as favors and punishment as well as unfair distribution should be addressed by health managers and policymakers, to achieve the desired purpose of motivating and retaining them in rural areas. Appropriate internal monitoring mechanisms are needed for incentives regulation and to improve health workers’ retention in rural Ghana.

This paper aims to emphasize the need for a strategic approach to employee retention beyond financial benefits. This is directly proportional to employee retention. Bringing out the retention measures preferred by employees, depicting the relationship of demographic profile with employee retention tendency and exploring implications giving importance to beyond paycheque factors are the objectives of the study.

This study uses applied qualitative approach with a realistic view to collect the details of retention measures and practices from purposively selected 36 health-care experts by the conduct of interview using a one-to-one discussion with written notes. With quantitative approach, opinion survey was administered to receive the perceived opinion of randomly selected 350 health-care employees on paycheque and on beyond paycheque factors boosting their intention to stay. Bhattacharya and Ramachandran’s health-care study framework on retention was applied for the identification of the factors.

Both paycheque and beyond paycheque benefits are important for retention. Most respondents prefer beyond paycheque factors practiced at sampled hospital. Age, marital status and residence of employees are significantly associated with retention. The strategic initiatives of the sampled hospital to retention concerning motivational needs of employees in the workplace are thank you board, camp head, ad act camp, success corner and so forth.

Addressing health-care work and relationship-related issues in terms of employee retention giving importance to beyond paycheque benefits – remedy for compassion fatigue health-care employees face in routine works, meeting promises made by management regarding paycheque or beyond paycheque benefits, employees participative in decisions in medical, clinical and in functional areas, reducing workload and role stress by the conduct of role analysis.

Many research studies are emphasizing the contribution of financial benefits to employee retention. Only a few studies have been carried out exploring and emphasizing the importance of beyond financial benefits motivating employee retention. This is the study of evidence from a hospital that gives strategic importance to beyond paycheque elements as well as paycheque elements.