The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.
Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying
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.
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Baltes, B. B., Briggs, T. E., Huff, J. W., Wright, J. A., & Neuman, G. A. (1999) · Journal of Applied Psychology · doi:10.1037/0021-9010.84.4.496 · Cited by 837
Cited by
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McEvoy, G. M., & Henderson, S. (2012) · Journal of Workplace Behavioral Health · doi:10.1080/15555240.2012.725595 · Cited by 16
Retention of tech employees in India: lessons from the extant literature
Haque, F. (2024) · The Learning Organization · doi:10.1108/tlo-03-2023-0050 · Cited by 12
Metadata
- Authors
- Hausknecht, J. P., Rodda, J., & Howard, M. J.
- Venue
- Human Resource Management
- Publisher
- Wiley
- Published
- 2009-03
- Volume
- 48
- Issue
- 2
- Pages
- 269-288
- ISSN
- 0090-4848 (ISSN-L)
- 1099-050X
- OpenAlex
- W2026678352
- Cited by
- 413
- References
- 1
- FWCI
- 37.71
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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