What HR managers do versus what employees value

Ans De Vos · Annelies Meganck

166 citations0/0 files storedPersonnel Review

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Job Satisfaction and Organizational Behavior Human Resource and Talent Management Employer Branding and e-HRM

Abstract

Purpose The purpose of this paper is to explore HR managers' and employees' views on the factors affecting employee retention using the perspective of the psychological contract. Design/methodology/approach Two studies were conducted. First, a sample of HR managers gave their view on the factors affecting employee retention and turnover and described their retention practices. Second, a large sample of employees reported on the importance attached to five types of employer inducements commonly regarded as retention factors, on their evaluation of these inducements and on their loyalty. Regression analysis was used to examine the impact of the delivery of employer inducements on retention. Findings The HR managers survey indicates that retention practices focus more on the factors believed to cause employee turnover (career opportunities and financial rewards) than on those believed to affect employee retention (social atmosphere, job content, work‐life balance). The focus on career opportunities is supported by the employee survey. The delivery of career opportunities had the strongest impact on employee loyalty while the impact of the delivery of financial rewards was much smaller. Research limitations/implications It is useful to distinguish between different content dimensions of the psychological contract when studying its impact on employee outcomes. The psychological contract provides a relevant framework for studying employee retention. Practical implications This paper offers HR professionals' insights into the effectiveness of retention practices. Originality/value The paper shows how the psychological contract can be applied in retention management and examines impact of different content dimensions of the psychological contract on employee outcomes.

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References

1996Trust and Breach of the Psychological Contract 1998Work-family conflict, policies, and the job-life satisfaction relationship: A review and directions for organizational behavior-human resources research.2003The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process 1994CHANGING OBLIGATIONS AND THE PSYCHOLOGICAL CONTRACT: A LONGITUDINAL STUDY.2002Formal Organizational Initiatives and Informal Workplace Practices: Links to Work-Family Conflict and Job-Related Outcomes 1982A Unified Model of Turnover from Organizations 2000Re-examining the effects of psychological contract violations: unmet expectations and job dissatisfaction as mediators 1994Expatriate managers and the psychological contract.

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2013Affective commitment and turnover intentions among healthcare professionals: the role of emotional exhaustion and disengagement 2016Promises to employees matter, self-identity too: Effects of psychological contract breach and older worker identity on violation and turnover intentions 2018Linking dimensions of employer branding and turnover intentions 2016What do employees want and why? An exploration of employees’ preferred psychological contract elements across career stages

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