How To Keep the Talent You Have Got; Constructing Factors Related to Worker Retention
Napoleon Arrey Mbayong*
Catholic University Institute of Buea (CUIB), South West region, Cameroon
- Corresponding Author:
- Napoleon Arrey Mbayong
- Catholic University Institute of Buea (CUIB)
South West region, Cameroon
Tel: ( 237) 677476841
E-mail: [email protected]
Received April 12, 2016; Accepted April 28, 2016; Published May 05, 2016
Citation: Mbayong NA (2016) How To Keep the Talent You Have Got; Constructing Factors Related to Worker Retention. Arabian J Bus Manag Review 6:230.
Copyright: © 2016 Mbayong NA. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Purpose: The purpose of this paper is to examine the effect of individual-based, firm-based, and market factors on job retention, basing its hypotheses on human capital theory and signalling models. Design/methodology/approaches: Cluster sampling method was utilized for this research. This research is conducted to determine the employee retention factors in selected industries. Upon selecting the 4 industry and 4 organizations, the designed questionnaires were equally distributed to all the 4 organization with 50 questionnaires for each. Again, from many organizations in one industry we select the most accessible organization and distributed the questionnaires to 50 respondents. This would be the applicable for all other 3 industries and organization. Findings: Growth and development, working culture and environment, remuneration, recognition and empowerment are motivating factors in an organization that are primary causes of job satisfaction leading to retention. Based on the findings and results all the factors leading to employee retention in an organization are highly correlated with each other. Research limitations/implications: This study examines worker mobility from the perspective of actual length of job retention, complementing existing streams of research based on intention to leave. Because a few unexamined psychological and sociological factors may confound the findings and because only examine one firm is examined, care should be used when generalizing the findings to other firms. Practical implications: The study provides evidence useful in the creation of human resource management practices aimed at retaining competent employees. Originality/value: This study’s research questions and methods are new to the line of turnover studies, making it a starting point for further lines of exploration.