520:(DEI) initiatives are designed to promote equity, combat discrimination, and provide support for diverse employee needs. Research conducted by Ashikali and Groeneveld in 2015 established that the positive effect of diversity management on employee commitment is often mediated by the inclusiveness of the organizational culture and the role of transformational leadership. Supervisors who promote inclusion are crucial in the effective implementation of these initiatives, enhancing employee attachment and reducing turnover. Trochmann, Stewart, and Ragusa (2023) found that positive perceptions of diversity and inclusion were significantly associated with higher levels of job satisfaction and overall workplace happiness in racially diverse agencies. This demonstrates that public organizations can improve retention by cultivating environments where diversity is positively affirmed and acknowledged. Brimhall, Lizano, and Barak (2014) emphasized that a positive diversity climate reduces employees' intention to leave by fostering a sense of inclusion and job satisfaction. This effect is particularly notable in child welfare services, where diverse employees felt more valued when inclusive practices were present, which, in turn, reduced turnover rates. Research from Ali, Khan, Rais, and Gul (2023) on the public sector in Pakistan found that while diversity alone had a negligible effect on well-being, inclusion played a mediating role, in improving overall employee well-being and reducing turnover.
382:– By understanding the reasons behind why employees leave, organizations can better cater to their existing workforce and influence these decisions in the future. Oftentimes, it is low satisfaction and commitment that initiates the withdrawal process, which includes thoughts of quitting in search of more attractive alternatives. If administered correctly, exit interviews can provide a great resource to why employees leave. Typically, employees are stock in their responses because they fear being reprimanded or jeopardizing any potential future reference. The most common reasons for why employees leave are better pay, better hours and better opportunity. These typical answers for leaving, often signal a much deeper issue that employers should investigate further into. By asking relevant questions and perhaps utilizing a neutral third party provider to conduct the interview, employers can obtain more accurate and quantifiable data. Contrary to what most organizations believe, employees often leave due to relationships with manager and/or treatment of employees and not compensation, as this is often a response that employees are uncomfortable expressing to their organization directly. Retention Diagnostic is a rapid benchmarking process that identifies the costs and can help uncover what affects employee loyalty, performance and engagement.
376:– Understanding why employees stay with an organization is equally as important to understanding why employees choose to leave. Recent studies have suggested that as employees participate in their professional and community life, they develop a web of connections and relationships. These relationships prompt employees to become more embedded in their jobs and by leaving a job; this would sever or rearrange these social networks. The more embedded employees are in an organization, the more they are likely to stay. Additionally, the extent to which employees experience fit between themselves at their job, the lesser chance they will search elsewhere. Organizations can ascertain why employees stay by conducting stay interviews with top performers. A stay survey can help to take the pulse of an organization's current work environment and its impact on their high performing employees. Employers that are concerned with over-using stay interviews can achieve the same result by favoring an ongoing dialogue with employees and asking them critical questions pertaining to why they stay and what their goals are.
370:– The attractiveness of the position is usually what entices employees to join an organization. However, recruiting candidates is only half the problem while retaining employees is another. Understanding what your employees are looking for in the job while simultaneously making sure your expectations are correct are both important factors to address in the hiring process. High performing employees are more likely to be retained when they are given realistic job previews. Organizations that attempt to oversell the position or company are only contributing to their own detriment when employees experience a discord between the position and what they were initially told. To assess and maintain retention, employers should mitigate any immediate conflicts of misunderstanding in order to prolong the employee's longevity with the organization. New-hire surveys can help to identify the breakdowns in trust that occur early on when employees decide that the job was not necessarily what they envisioned.
422:– Providing ample training and development opportunities can discourage turnover by keeping employees satisfied and well-positioned for future growth opportunities. In fact, dissatisfaction with potential career development is one of the top three reasons employees (35%) often feel inclined to look elsewhere. if employees are not given opportunities to continually update their skills, they are more likely to leave. Those who receive more training are less likely to quit than those who receive little or no training. Employers that fear providing training will make their employees more marketable and thus increase turnover can offer job specific training, which is less transferable to other contexts. Additionally, employers can increase retention through development opportunities such as allowing employees to further their education and reimbursing tuition for employees who remain with the company for a specified amount of time.
189:'s) theory. While Maslow's hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employee's satisfaction, Herzberg's findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee turnover. Herzberg's system of needs is segmented into motivators and hygiene factors. Hygiene factors include expected conditions that if missing will create dissatisfaction. Examples of hygiene factors include bathrooms, lighting, and the appropriate tools for a given job. Employers must utilize positive reinforcement methods while maintaining expected hygiene factors to maximize employee satisfaction and retention.
204:– An employee's perception of an organization takes shape during the first several days on the job and continues throughout their first six months, with 90% of employees still deciding whether or not to stay in the organization during this time. It is in the best interest of both the employee and the organization to impart knowledge about the company quickly and effectively to integrate the new employee into the workforce. In addition, providing continual reinforced learning through extended onboarding over the first year can increase new hire retention by 25%. By implementing an effective onboarding process, new hire turnover rates will decrease and productivity will increase.
320:: Employees who work under FWAs are able to achieve greater work-life balance satisfaction due to the benefits gained from FWAs and/or increased autonomy. For example, FWAs such as working from home can reduce job-related expenses, like transportation costs, making employment more financially sustainable. FWAs like flextime also allow employees to allocate more time to their families or engage in relaxing activities. As a result, employees are less likely to experience stress and burnout—key factors that contribute to turnover. The increased autonomy and improved work-life balance help employees feel more valued and supported by their employers, ultimately reducing turnover.
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well-being program, offering weekly sessions that have improved both mental clarity and employee engagement. This integration has led to a measurable reduction in stress-related absenteeism and a higher retention rate among participants. Similarly, Deloitte’s focus on mindfulness and mental health initiatives has resulted in a 30% increase in employee retention, according to internal reviews. These programs promote a culture of openness and destigmatize conversations about mental health, encouraging employees to seek help and engage in practices that reduce stress, thereby enhancing their overall work experience and loyalty to the organization.
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communication, to coach employees and provide meaningful feedback and inspire employees to work as an effective team. In order to achieve this, organizations need to prepare managers and supervisors to lead and develop effective relationships with their subordinates. Executive
Coaching can help increase an individual's effectiveness as a leader as well as boast a climate of learning, trust and teamwork in an organization. to encourage supervisors to focus on retention among their teams, organizations can incorporate a retention metric into their organization's evaluation.
414:– Socialization practices delivered via a strategic onboarding and assimilation program can help new employees become embedded in the company and thus more likely to stay. Research has shown that socialization practices can help new hires become embedded in the company and thus more likely to stay. These practices include shared and individualized learning experiences, activities that allow people to get to know one another. Such practices may include providing employees with a role model, mentor or trainer or providing timely and adequate feedback.
352:– By including exit interviews in the process of employee separation, organizations can gain valuable insight into the workplace experience. Exit interviews allow the organization to understand the triggers of the employee's desire to leave as well as the aspects of their work that they enjoyed. The organization can then use this information to make necessary changes to their company to retain top talent. Exit interviews must, however, ask the right questions and elicit honest responses from separating employees to be effective.
227:
Microsoft have implemented comprehensive
Employee Assistance Programs (EAPs) that provide free access to therapists and proactive outreach initiatives encouraging employees to seek help when needed. According to the World Health Organization (WHO), for every dollar invested in mental health programs, there is a return of four dollars in improved health and productivity. These programs are particularly effective in high-stress industries such as finance, healthcare, and IT, where the risk of burnout and absenteeism is elevated.
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workplace, ultimately reducing the effectiveness of retention efforts. Another challenge lies in the implementation of childcare programs as part of diversity initiatives. Chordiya (2018) found that, although these programs aimed to support diverse employees, they were not equally effective across genders. For instance, female employees benefited more from inclusive organizational practices combined with childcare support than from childcare support alone.
467:- Benefits are a critical piece of the equation in retaining employees. Employees are looking for benefits that span more than the core basics. With a robust rewards and benefits package and an effective benefits communication plan, employee engagement and retention can improve. Nurturing your employees understanding of the total value of their benefits package and how to strategically use it will enhance their experience and total well-being.
22:
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analysis, such as inadequate career advancement opportunities or non-competitive compensation packages, organizations can enhance employee satisfaction and commitment. Furthermore, HR analytics supports the personalization of employee experiences, allowing companies to tailor development programs, benefits, and recognition systems to individual preferences, thereby fostering a more engaging and supportive work environment.
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may indicate potential turnover. By applying machine learning algorithms, these systems can predict which employees are at risk of leaving and suggest interventions to enhance their job satisfaction and engagement. This predictive capability allows HR professionals to proactively address issues, such as career development needs and workplace culture improvements, thereby reducing turnover rates and retaining top talent.
144:, but the total cost of turnover can reach as high as 90–200% of the employee's annual salary. These costs include candidate views, new hire training, the internal recruiter's salary, the costs to retain a 3rd party recruiter, separation processing, job errors, lost sales, reduced morale and a number of other costs to the organization. Turnover also affects organizational performance. High-turnover
459:– Employees who are satisfied with their jobs, enjoy their work and the organization, believe their job to be more important, take pride in the company and feel their contributions are impactful are five times less likely to quit than employees who were not engaged. Engaged employees give their companies crucial competitive advantages, including higher productivity and lower employee turnover.
358:– An employee retention consultant can assist organizations in the process of retaining top employees. Consultants can provide expertise on how to best identify the issues within an organization that are related to turnover. Once identified, a consultant can suggest programs or organizational changes to address these issues and may also assist in the implementation of these programs or changes.
220:- Some of the biggest reasons for employee turnover are results of toxic company culture and not feeling engaged or recognized for their work. Companies have now started investing billions of dollars each year into bonus and employee perks programs. Forbes found in 2019 that companies that scored in the top 20% for building a ‘recognition-rich culture’ had 31% lower voluntary turnover rates.
428:– Pay levels and satisfaction are only modest predictors of an employee's decision to leave the organization; however organizations can lead the market with a strong compensation and reward package as 53% of employees often look elsewhere because of poor compensation and benefits. Organizations can explicitly link rewards to retention (i.e. vacation hours to
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instance, the public sector may be unable to legally implement FWAs due to a lack of statutory support from the government. Certain roles, such as service officers or technicians, may not be suitable for FWAs, and some organizations or employees may struggle with remote work due to a lack of appropriate tools like computers or reliable internet access.
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within organizations. Both public and private sectors in countries around the world have widely adopted FWAs. These arrangements involve adapting an organization's work system to become more flexible, which may include adjusting how tasks are distributed among employees or allowing staff to set their
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make up almost a quarter of the United States population. Replacing workers in these industries is less expensive than in other, more stable, employment fields but costs can still reach over $ 500 per employee. As of
November 2022, Gallup found that 49% of U.S. employees were watching for or actively
346:– By surveying employees, organizations can gain insight into the motivation, engagement and satisfaction of their employees. It is important for organizations to understand the perspective of the employee in order to create programs targeting any particular issues that may impact employee retention.
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Autonomy: FWAs increase flexibility in when, where, and sometimes how employees work. For example, employees may work during nighttime instead of core hours, or choose to work from home rather than the office. This increased autonomy gives employees greater independence in managing, controlling, and
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One of the most impactful technologies in this area is
Artificial Intelligence (AI), which has revolutionized how companies understand and address employee turnover. AI tools analyze extensive datasets, such as employee performance metrics, feedback, and engagement levels, to identify patterns that
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and ensure sustainability. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period). Employee retention is also the strategies employers use to try to retain the employees in
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New technologies like augmented reality (AR) and virtual reality (VR) are being investigated to improve staff development programs, which are essential parts of retention tactics. With the use of these immersive technologies, training sessions may be effectively and engagingly delivered, enhancing
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is the process of turning ordinary tasks into interesting challenges by including elements from games, like leaderboards, badges, and points. This increases employee happiness and involvement. This approach contributes to a positive organizational culture by making employees feel valued and heard.
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Mental health support programs form the cornerstone of employee well-being strategies. These programs typically offer access to mental health professionals, counseling services, and other resources aimed at maintaining and improving employees' mental health. For instance, companies like Google and
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Ritz and Alfes (2018) showed that in multilingual public administrations, employees’ attachment to their jobs increased when their supervisors actively supported diversity and fostered an inclusive environment. Choi and Rainey (2014) highlighted the importance of leadership in promoting perceived
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Moreover, FWAs can sometimes negatively impact employee retention. Issues such as stress and work-life conflict from unclear working hours, isolation due to a lack of physical interaction in remote work, health problems caused by compressed workweeks, or reduced engagement and productivity due to
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to enhance retention-related decision-making processes, complements AI's impact on retention strategies. Organizations can identify the root causes of employee attrition by using HR analytics, which offers a holistic perspective of workforce dynamics. By addressing issues identified through data
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FWAs are not a one-size-fits-all solution. The success of implementing FWAs to retain employees can be influenced by various factors and limitations, particularly in the public sector. This includes job characteristics, organizational capacity and resources, and supportive national policies. For
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Diversity initiatives could unintentionally alienate traditionally advantaged groups, who may perceive these programs as unfair or believe that they disadvantage them in hiring and promotion. These perceptions can lead to internal conflicts and negatively affect the overall inclusiveness of the
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Stress is a common factor in employee dissatisfaction, absenteeism, and high turnover. Mindfulness programs, which often include meditation, yoga, and cognitive-behavioral strategies, help employees develop resilience to workplace stressors. IBM has incorporated mindfulness training into its
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According to research from the
Harvard Business Review, flexible working conditions can reduce turnover by as much as 50% in some industries. By providing such arrangements, organizations signal their commitment to supporting the holistic well-being of their workforce, fostering loyalty and
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In fact, the concept of FWAs existed before the COVID-19 pandemic. However, the trend of using FWAs in both public and private sectors globally surged during the pandemic. According to a 2023 OECD report, almost all public sector organizations in OECD countries implemented flexible working
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or manager is equally important to keeping to making an employee feel embedded and valued within the organization. Supervisors need to know how to motivate their employees and reduce cost while building loyalty in their key people. Managers need to reinforce employee productivity and open
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Digital platforms and mobile applications have also become integral to modern retention strategies, facilitating real-time communication and feedback between employees and management. These platforms often incorporate gamification elements to enhance motivation and participation.
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inadequate work tools can all arise. Therefore, organizations must carefully assess their circumstances, goals, the need of employees, and workforce structure to determine which types of FWAs are best suited to achieving both performance improvements and employee retention.
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during the recruitment process have a positive effect on retaining new hires. Employers that are transparent about the positive and negative aspects of the job, as well as the challenges and expectations are positioning themselves to recruit and retain stronger candidates.
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It is important to first pinpoint the root cause of the retention issue before implementing a program to address it. Once identified, a program can be tailored to meet the unique needs of the organization. A variety of programs exist to help increase employee retention.
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In today's environmental conscious behavior society, companies that are more responsible towards environment and sustainability practices can attract and retain employees. Employees like to be associated with companies that are environmentally friendly.
440:, or define benefit plan payouts to years of services) Research has shown that defined compensation and rewards as associated with longer tenure. Additionally, organizations can also look to intrinsic rewards such as increased decision-making autonomy.
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Turnover costs can have significant negative impact on a company's performance. Turnover cost can represent more than 12 percent of pre-tax income for the average company and nearly 40 percent for companies at the 75th percentile for turnover rate.
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concepts, employers can improve retention rates and decrease the associated costs of high turnover. Some employers seek "positive turnover" whereby they aim to maintain only those employees whom they consider to be high performers.
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University of
Nigeria, Nsukka, Nigeria; Onyekwelu, Njideka Phina; Monyei, Ezieshi Francis; Nnamdi Azikiwe University, Awka, Nigeria; Muogbo, Uju Sussan; Chukwuemeka Odumegwu Ojukwu University, Igbariam, Nigeria (2022-12-01).
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FWAs were found to have a positive impact on employee retention and also organizational productivity in a study. The implementation of FWAs, regardless of the type, benefits employees in two key aspects:
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and commitment to the organization can also cause an employee to withdraw and begin looking for other opportunities. Pay sometimes plays a smaller role in inducing turnover as is typically believed.
1757:"The mediating role of inclusion: A longitudinal study of the effects of leader–member exchange and diversity climate on job satisfaction and intention to leave among child welfare workers"
1679:"Diversity Management in Public Organizations and Its Effect on Employees' Affective Commitment: The Role of Transformational Leadership and the Inclusiveness of the Organizational Culture"
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efforts that can contribute significantly to retaining women employees. By implementing programs to improve work/life balance, employees can be more engaged and productive while at work.
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making decisions about their tasks, with less oversight from supervisors. As a result, employees with higher autonomy tend to value their jobs more, experience greater happiness and
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Remote work: Similar to telecommuting, but it often refers to a fully remote arrangement where employees never need to come to the office and work entirely from an off-site location.
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both skill acquisition and job satisfaction. With the use of VR and AR, workers may practice and learn new skills in a risk-free environment by simulating real-world circumstances.
210:– Programs such as mentoring, leadership development and networking that are geared specifically toward women can help retain top talent and decrease turnover costs. There are many
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Breaugh, James A., and Mary Starke. "Research on
Employee Recruitment: So Many Studies, So Many Remaining Questions." Journal of Management (2000): 305-434. Web. 12 March 2011.
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Recent technological advancements have significantly transformed employee retention strategies, enabling organizations to adopt more sophisticated and data-driven approaches.
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Flextime (or
Flexitime) – Increasing flexibility in working hours, such as: Fully-flextime working, Part-time working, Compressed working week and Trust-based working hours.
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A distinction should be drawn between low-performing employees and top performers, and efforts to retain employees should be targeted at valuable, contributing employees.
1077:"Teleworking at Different Locations Outside the Office: Consequences for Perceived Performance and the Mediating Role of Autonomy and Work-Life Balance Satisfaction"
406:– Life experiences associated with employees may include tenure on previous jobs, education experiences, and involvement and leadership in related work experiences.
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arrangements, at least in the form of part-time work and flextime. Additionally, it is expected that more countries will increasingly adopt FWAs in the future.
1796:"Impact of Perceived Diversity & Organizational Justice on Employee Well-Being: Mediating Role of Inclusion: Organizational Justice on Employee Well-Being"
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Job sharing: A practice where two or more employees share the responsibilities of one full-time job, distributing tasks among them based on their availability.
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Hybrid work: A work model where some employees work from the office while others work remotely, blending both in-office and remote work to create flexibility.
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Moreover, digital platforms provide a channel for employees to voice their concerns and suggestions, fostering an environment of trust and transparency.
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Telecommuting: Employees work from home or another location outside of the traditional office, using technology to communicate and collaborate.
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1874:"Are Federal Child Care Programs Sufficient for Employee Retention? Critical Examination From a Gendered Perspective"
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Human resource analytics, which includes the methodical collecting and analysis of employee data and
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organizational fairness, which positively correlates with job satisfaction and retention rates.
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Factors and Limitations Affecting the Effectiveness of FWAs in Employee Retention
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Flexible Work Arrangements can be categorized into two main types;
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International Journal of Financial, Accounting, and Management
446:– An employee's relationship with his/her immediately ranking
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Flexible Work Arrangements also include other models such as;
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Flexplace – Increasing flexibility in work location, such as:
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981:"Telework vs. Remote Work: What's the Difference?"
889:"Mental health initiatives and employee retention"
760:"Employee Onboarding Program Strategies | Chronus"
480:Technological Advancements in Retention Strategies
314:, and are more likely to stay with their employer.
1308:"Benchmark, Forecast, and Solve Workforce Issues"
1006:"8 Types of Flexible Work Arrangements Explained"
234:decreasing the likelihood of voluntary turnover.
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80:is the ability of an organization to retain its
1950:Choi, Sungjoo; Rainey, Hal G. (December 2014).
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1911:Ritz, Adrian; Alfes, Kerstin (March 2018).
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1283:"Managing for Employee Retention"
385:
1773:10.1016/j.childyouth.2014.03.003
912:. Government at a Glance. OECD.
518:Diversity, equity, and inclusion
257:own working hours and location.
224:Mental Health Support Programs -
212:Diversity, Equity, and Inclusion
20:
1943:
1904:
1872:Chordiya, Rashmi (April 2019).
1865:
1839:Social Issues and Policy Review
1826:
1787:
1748:
1709:
1670:
1629:
1590:
1551:
1512:
1481:
1442:
1401:
1387:
1369:
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1326:
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1233:
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1137:
1107:
1068:
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997:
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867:
861:
804:
790:
772:
752:
741:
590:Main, Kelly (12 October 2022).
712:
703:
691:
666:
653:
602:
583:
577:"The resource cannot be found"
543:
356:Employee Retention Consultants
1:
1615:10.1080/0144929X.2022.2126329
1537:10.1080/09585192.2020.1859582
1320:Managing employee retention.
1201:10.1016/j.jbusres.2022.01.024
780:"Women in the workplace 2022"
729:. Economist Intelligence Unit
631:10.1080/13032917.2019.1604393
536:
395:– Presenting applicants with
338:Retention tools and resources
218:Employee Recognition Programs
1189:Journal of Business Research
551:"What is Employee retention"
231:Flexible Work Arrangements -
7:
1722:Public Personnel Management
1488:Virani, Dr. Farida (2023).
909:Government at a Glance 2023
831:World Health Organization.
179:Maslow's hierarchy of needs
47:conditions to do so are met
10:
2017:
1162:10.1108/IJSSP-03-2023-0077
1004:Joyner, Sam (2023-07-11).
250:Flexible Work Arrangements
245:Flexible Work Arrangements
208:Women's Retention Programs
202:Orientation and Onboarding
1996:Human resource management
1734:10.1177/00910260231187544
1131:10.25236/AJBM.2023.052712
1093:10.1177/0734371X221087421
172:
1968:10.1177/0734371X13486489
1890:10.1177/0275074018804662
1695:10.1177/0734371X13511088
1467:10.1504/IJDS.2021.117472
1048:10.35912/ijfam.v4i3.1059
426:Compensation and rewards
419:Training and development
121:organisational knowledge
1576:10.1111/1748-8583.12272
1271:Contact Center Pipeline
855:Harvard Business Review
513:Diversity and Inclusion
363:Join, stay, leave model
125:organizational behavior
1812:10.58661/ijsse.v3i1.76
1506:10.34047/mmr.2020.7201
1449:Hall, Owen P. (2021).
1356:www.bornleadership.com
493:human resource metrics
438:Employee stock options
397:realistic job previews
1917:Public Administration
1494:Met Management Review
697:Gallup's Indicators:
1427:10.3390/math11224677
1655:10.3390/su151712886
918:10.1787/ed219e29-en
906:OECD (2023-06-30).
786:. October 18, 2022.
659:Cascio, W.F. 2006.
623:2019Anato..30..404W
456:Employee engagement
380:Why employees leave
252:(FWAs) can improve
169:seeking a new job.
34:of this article is
2001:Employee relations
1929:10.1111/padm.12366
1851:10.1111/sipr.12059
1322:Employee retention
1156:(13/14): 278–294.
959:10.1111/joop.12095
432:, offer retention
374:Why employees stay
368:Why employees join
193:Retention programs
78:Employee retention
1609:(14): 2407–2427.
1010:ViewSonic Library
927:978-92-64-67279-6
464:Employee benefits
444:Effective leaders
318:Work-life balance
254:employee turnover
183:motivator-hygiene
90:Employee turnover
85:their workforce.
75:
74:
67:
2008:
1980:
1979:
1947:
1941:
1940:
1908:
1902:
1901:
1869:
1863:
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1830:
1824:
1823:
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1531:(6): 1148–1178.
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1342:
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1324:
1318:
1312:
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1298:
1297:
1295:
1294:
1285:. Archived from
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1256:
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651:
650:
606:
600:
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580:
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555:
554:
547:
344:Employee Surveys
312:job satisfaction
136:Cost of turnover
102:job satisfaction
70:
63:
59:
56:
50:
24:
23:
16:
2016:
2015:
2011:
2010:
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2006:
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1986:
1985:
1984:
1983:
1948:
1944:
1909:
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1870:
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1002:
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985:Velocity Global
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573:
558:
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544:
539:
526:
515:
482:
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388:
365:
350:Exit Interviews
340:
247:
195:
175:
138:
94:employee morale
71:
60:
54:
51:
40:
25:
21:
12:
11:
5:
2014:
2004:
2003:
1998:
1982:
1981:
1962:(4): 307–331.
1942:
1903:
1884:(3): 338–352.
1864:
1845:(1): 152–181.
1825:
1786:
1747:
1728:(4): 543–565.
1708:
1689:(2): 146–168.
1669:
1642:Sustainability
1628:
1589:
1570:(2): 260–277.
1550:
1511:
1480:
1441:
1400:
1386:
1368:
1343:
1325:
1313:
1299:
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1021:
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933:
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702:
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674:"Labours Lost"
665:
652:
617:(3): 404–419.
601:
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541:
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538:
535:
525:
522:
514:
511:
481:
478:
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469:
434:Bonus payments
387:
386:Best practices
384:
364:
361:
360:
359:
353:
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339:
336:
322:
321:
315:
297:
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286:
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246:
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194:
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174:
171:
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117:loss of talent
73:
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1938:
1934:
1930:
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1289:on 2021-08-16
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411:Socialization
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267:
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265:Types of FWAs
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1381:Benefitfocus
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1371:
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1358:. 2022-01-20
1355:
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1287:the original
1277:
1248:. Retrieved
1245:Randstad USA
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158:call centres
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55:October 2023
52:
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1414:Mathematics
1195:: 648–662.
837:www.who.int
392:Recruitment
166:salespeople
113:recruitment
98:recognition
1990:Categories
1362:2022-02-24
1293:2021-09-17
1250:18 January
1015:2024-09-25
990:2024-09-27
887:Deloitte.
817:2021-11-17
765:2015-08-31
733:18 January
683:18 January
537:References
448:supervisor
162:elder-care
146:industries
115:costs and
32:neutrality
1976:0734-371X
1937:0033-3298
1898:0275-0740
1859:1751-2395
1820:2790-7724
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430:seniority
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150:retailing
82:employees
43:talk page
893:Deloitte
784:McKinsey
611:Anatolia
187:Herzberg
148:such as
109:business
36:disputed
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181:is the
119:and of
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173:Theory
142:salary
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