Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies

By David G. Allen, Phil C. Bryant, James M. Vardaman. 2010

766 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/11faecaf17a54120980e580967931f3933016db6

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents and Consequences of Employee Organizational Cynicism: A Meta-Analysis (2013, background): “As turnover intentions have been found to be among the strongest predictors of turnover, it is critical to understand the factors that influence an individual's intention to quit (Allen et al., 2010). Mobley (1977) proposed that the turnover process starts when people evaluate their jobs and working”
Surveying the forest: A meta-analysis, moderator investigation, and future-oriented discussion of the antecedents of voluntary employee turnover (2018, background): “Allen et al. (2010) discussed how managers commonly believe that employees quit in order to take higher paying positions elsewhere.”
Compensation, Benefits and Employee Turnover (2013, background): “In addition to these direct financial costs, losing employees can also lead to work disruptions, loss of organizational memory along with tacit or strategic knowledge, losses in productivity or customer service, loss of mentors, diminished diversity and even turnover contagion where other valued emp”
The Link Between Job Satisfaction and Firm Value, With Implications for Corporate Social Responsibility (2012, neutral): “While the above analyses investigated performance, Allen, Bryant, and Vardaman (2010), Griffeth, Hom, and Gaertner (2000), and Lee, Mitchell, Holtom, McDaniel, and Hill (1999) showed a negative link between satisfaction and employee turnover, providing evidence for the retention benefits of job…”
Using performance management to win the talent war (2012, background): “…the benefits accrued from retaining top talent employees and the costs associated with losing them are likely to sharpen as the demand for top performers increases, yet the supply concurrently falls; this will create an even more severe shortage of top talent (Allen et al., 2010; Fishman, 1998).”
Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership (2016, background): “over, such as costs of losing organization-specific human capital, recruiting and training substitute employees, reduced service quality, and other related costs (Allen et al. 2010; Glebbeck and Bax 2004; Hancock et al. 2013; Mitchell et al. 2001; Wright and Bonett 2007).”
Meta-Analytic Review of Employee Turnover as a Predictor of Firm Performance (2013, background): “Allen et al. (2010) argued that turnover rates alone are not sufficient indicators of the extent to which turnover is functional or dysfunctional for a particular organization.”
A Literature Review on Employee Retention with Focus on Recent Trends (2019, background): “According to Doh, Stumpf, & Tymon (2011), responsible leadership has three components (1) stakeholder culture where ethical and social behaviour is of paramount importance (2) Fair and inclusive HR practices (2) Full managerial support for employee development.”
The Effect of Emotional Intelligence on Turnover Intention and the Moderating Role of Perceived Organizational Support: Evidence from the Banking Industry of Vietnam (2020, neutral): “[2], replacing an employee can cost more than a year’s salary for the position being filled.”