China’s state-owned enterprises (SOEs) are increasingly concerned about employee retention because of skill shortages and key staff turnover.
The SOEs play a vital role in China’s economic development as they continue to be dominant in the Chinese economy.
Theranking of the effectiveness of workforce retention strategies exposed a preference for those that provided a monetary advantage, and to a lesser degree, a professionaldevelopment opportunity.
The study also revealed that there was a positive relationship between retention factors and decreased turnover intention.
The main aim of this study is to analyse the factors affecting employee retention and employee turnover in the British hospitality industry, specifically focusing on nine key themes: compensation and remuneration;; reward and recognition;; opportunity for growth;; participation in decision making;; work-life balance;; good work environment;; training and development;; job security and effective management.
During this study, it discovers whether the use of these specific factors are successful in terms of enhancing retention and if the perceptions of each individual vary.
Survey methodology was chosen asthe most appropriate for the geographically spread sample.
Three motivation theories were adapted and applied to workforce retention strategies to identify retention factorsand these were included in a conceptual framework to test the relationships.
The survey looked at awareness of, participation in, and perceived effectiveness of, 28 workforce retention strategies offered by Queensland Health and how these might influence an employee’s intention to turnover.
The relationship between retention factors andturnover intention was also investigated, and demographic variables were included to determine if they affected the relationship between retention factors and turnoverintention.