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Over the years there have been thousands of research articles exploring the various aspects of turnover, [63] and in due course several models of employee turnover have been promulgated. The first model, and by far the one attaining most attention from researchers, was put forward in 1958 by March & Simon.
An alternative motivation theory to Maslow's hierarchy of needs is the motivator-hygiene (Herzberg's) theory. While Maslow's hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employee's satisfaction, Herzberg's findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee turnover.
Job embeddedness was first introduced by Mitchell and colleagues [1] in an effort to improve traditional employee turnover models. According to these models, factors such as job satisfaction and organizational commitment and the individual's perception of job alternatives together predict an employee's intent to leave and subsequently, turnover (e.g., [4] [5] [6] [7]).
Many factors go into calculating the cost of employee turnover, including the impact on team members and the time and resources spent by the hiring manager, recruiter, and human resources. These ...
Happiness is not fundamentally rooted in obtaining sensual pleasures and money, but those factors can influence the well-being of an individual at the workplace. [9] However, extensive research has revealed that freedom and autonomy at a workplace have the most effect on the employee's level of happiness, [9] and other important factors are ...
In the workplace arena, the purpose of the retention rate is to assist organizations with deciding when to take action in order to keep employees happy and motivated. [4] According to a survey by CNN Money, the top 100 best companies to work for had less than a 3% turnover rate during a 12-month period. [5] Retention rate may also refer to ...
Talent management (TM) is the anticipation of required human capital for an organization and the planning to meet those needs. [1] The field has been growing in significance and gaining interest among practitioners as well as in the scholarly debate over the past 10 years as of 2020, [2] particularly after McKinsey's 1997 research [3] and the 2001 book on The War for Talent.
Research found that training increases employee retention by 14% across all training measures studied, and 18% for credible training (from external institutions). [9] There is a flip side - the same research found that retention is reduced by up to 2.5% in general when training is visible and portable, and by 4% when credible.