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Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying
Author(s) -
Hausknecht John P.,
Rodda Julianne,
Howard Michael J.
Publication year - 2009
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20279
Subject(s) - prestige , human resource management , employee retention , job satisfaction , hospitality , psychology , marketing , context (archaeology) , business , hospitality industry , public relations , social psychology , management , tourism , economics , political science , linguistics , paleontology , philosophy , law , biology
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.