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.

/pdf/targeted-employee-retention-performance-based-and-job-2xqflnudk4.pdf

Targeted employee retention: Performance-based and job-related differences in reported reasons for staying

http://st11.reshaem.net/tasks/task_147182.pdf

The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda

Talent — Innate or acquired? Theoretical considerations and their implications for talent management

The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees.,The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices.,One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end.,Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature.,Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations.,Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.

Talent management and employee engagement – a meta-analysis of their impact on talent retention

Purpose – With today's increasing globalization and associated growing demand for talented supply chain managers, human resource management (HRM) in supply chain management (SCM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in SCM research has not been made so far. To address this gap this paper provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to analyze HRM/SCM issues published in leading SCM journals, to identify different HRM research streams in the SCM literature and to propose areas for future research. Design/methodology/approach – This paper employs a systematic literature review methodology. The selected journal articles are categorized on the basis of an analytical framework that contains seven HRM/SCM research streams derived from the extant literature. Findings – The systematic literature review indicates a growing focus on HRM/SCM issues in recent years, a trend that is predicted to continue. Additionally,...

Human resource management issues in supply chain management research: A systematic literature review from 1998 to 2014

With Baby Boomers aging and fewer thirty-somethings in the employment ranks, the graying of the workforce is right around the corner. With it will come a host of issues—loss of human capital, talent shortages, ageism, and culture clash among them—that will force employers to rethink many of their practices for acquiring and managing talent. Employers can take specific steps now to cushion the impact of the aging of their workforce, and those who act too late may find themselves at a competitive disadvantage. © 2003 Wiley Periodicals, Inc.

The aging workforce raises new talent management issues for employers

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The aging workforce raises new talent management issues for employers