Targeted employee retention: Performance-based and job-related differences in reported reasons for staying
By John P. Hausknecht, Julianne Rodda, M. J. Howard. 2009
474 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/e184d25961620d488aeda5dddda1ffc3f4538791
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In Organizational Behavior and Human Resource Management
- N. Lehmann‐Willenbrock
- Simone Kauffeld
- Michael C. G. Davidson
- Ying Wang
- Bomboma Kalgora
- M. Deery
- Bodjrenou Kossivi
- Angela Henschel
Citations in the corpus
- Effects of team and organizational commitment – A longitudinal study (2010, background): “Organizational commitment is one of the main reasons for these employees to stay (Hausknecht et al., 2009).”
- Working Conditions in Hospitality: Employees' Views of the Dissatisfactory Hygiene Factors (2009, background): “( 2008 ) found hourly paid workers were particularly sensitive to job satisfaction and extrinsic rewards, which significantly influenced their intention to stay.”
- Sustainable Labor Practices? Hotel Human Resource Managers Views on Turnover and Skill Shortages (2011, background): “They also tend to be particularly sensitive to job satisfaction and extrinsic rewards ( Hausknecht, Rodda, & Howard, 2008 ).”
- Revisiting talent management, work-life balance and retention strategies (2015, background): “…Millennials’ work preferences such as meaningful and fulfilling jobs as well as their work values into human resources policies to retain younger employees’ Finally, a number of studies mention the image of the industry as an issue for staff retention (see, for example, Hausknecht et al, 2009).”
- An Analytics Approach for Proactively Combating Voluntary Attrition of Employees (2012, background): “Similarly, various factors contributing to employees staying have also been identified and studied empirically [5].”
- A STUDY ON DETERMINING FACTORS EMPLOYEE RETENTION (2016, background): “According to Hausknecht, Rodda and Howard (2009) extrinsic rewards (amount of pay and other benefits) are contributors of employee retention [37].”