Journal
HUMAN RESOURCE MANAGEMENT
Volume 48, Issue 2, Pages 269-288Publisher
WILEY PERIODICALS, INC
DOI: 10.1002/hrm.20279
Keywords
retention; job performance; hourly workers; professional employees; talent management
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What makes employees stay with a particular employer? To find out, we developed a content model of 12 retention factors in the context of previous theory and research and analyzed open-ended responses from 24,829 employees in the leisure and hospitality industry. Our coding of their comments supported the identified framework and revealed that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. High performers and nonhourly workers were more likely to cite advancement opportunities and organizational prestige as reasons for staying, whereas low performers and hourly employees were more likely to cite extrinsic rewards. These findings highlight the importance of differentiating human resource management practices when the goal is to retain valued employees. (C) 2009 Wiley Periodicals, Inc.
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