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dc.contributor.authorHausknecht, John
dc.contributor.authorRodda, Julianne M.
dc.contributor.authorHoward, Michael J.
dc.date.accessioned2020-11-17T17:14:26Z
dc.date.available2020-11-17T17:14:26Z
dc.date.issued2009-01-01
dc.identifier.other496934
dc.identifier.urihttps://hdl.handle.net/1813/74927
dc.description.abstractA content model of 12 retention factors is developed in the context of previous theory and research. Coding of open-ended responses from 24,829 employees in the leisure and hospitality industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and non-hourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright John Wiley & Sons. Reprinted with permission.
dc.subjectretention
dc.subjectjob performance
dc.subjecthourly workers
dc.subjectprofessional employees
dc.titleTargeted Employee Retention: Performance-Based and Job-Related Differences in Reported Reasons for Staying
dc.typearticle
dc.description.legacydownloadsHausknecht3_Targeted_Employee_Retention.pdf: 15622 downloads, before Oct. 1, 2020.
local.authorAffiliationHausknecht, John: jph42@cornell.edu Cornell University
local.authorAffiliationRodda, Julianne M.: DePaul University
local.authorAffiliationHoward, Michael J.: Harrah's Entertainment


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