Targeted employee retention: Performance-based and job-related differences in reported reasons for staying
John P. Hausknecht, Julianne Rodda, Michael J. Howard
Human Resource Management · 2009 · Volume 48 · Issue 2
Abstract
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. © 2009 Wiley Periodicals, Inc.
Keywords
retention, job performance, hourly workers, professional employees, talent management
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