Reluctant Stayers Constructing a Profile and Examining the Consequences

To maximize the value derived from human capital, organizations seek to motivate and retain their employees. But what happens when they are successful at only the latter half of that equation? What are the consequences of retaining employees who would prefer to leave? To address this issue, two rese...

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Bibliographic Details
Published inJournal of managerial issues Vol. 32; no. 4; pp. 402 - 420
Main Authors Holtom, Brooks, Reeves, Cody J., Lei, Zhike, Darabi, Tiffany
Format Journal Article
LanguageEnglish
Published Pittsburg Pittsburg State University 22.12.2020
Pittsburg State University - Department of Economics
Pittsburg State University, Department of Economics
Subjects
Analysis
Attitudes
Behavior
Employee attitude
Employee motivation
Employee retention
Employee turnover
Employment
Forecasts and trends
Hypotheses
Job performance
Job satisfaction
Nonprofit organizations
Perceptions
Retention
United States > US
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Summary:To maximize the value derived from human capital, organizations seek to motivate and retain their employees. But what happens when they are successful at only the latter half of that equation? What are the consequences of retaining employees who would prefer to leave? To address this issue, two research questions were formulated. First, is it possible to reliably predict the profile of enthusiastic and reluctant stayers in an organization? Second, what is the financial impact of retaining reluctant stayers? Four panels of data over the course of two years were collected from two non-profit organizations. Analyses demonstrated that it is possible to predict enthusiastic vs. reluctant staying and identified well-known antecedents that will help organizations to forecast the likelihood of employees entering one or the other status. Further, integrating dynamic predictors significantly increased the variance explained by the models. Finally, analysis of organizational data about employees with fund-raising performance metrics revealed that reluctant stayers raised on average $ 1,000,000 less per year than enthusiastic stayers.
ISSN:1045-3695
2328-7470