Open Access Open Access  Restricted Access Subscription Access

Determining the Factors of the Employees’ Intention to Stay or Leave in the Slovak's SMEs


Affiliations
1 Alexander Dubcek University of Trencín, Trencin, Slovakia
2 University of Entrepreneurship and Law, Prague, Czech Republic
 

A large number of Slovak small and medium enterprises (SMEs) are confronted with often-leaving employees. This situation can have a devastating effect; thus, the ability to predict and early detect the employees' intention to stay or leave to another organisation provides them with a competitive advantage.

Paper aims to determine how employer attractiveness influences the employees' intention to stay or leave to another organisation. The online questionnaire survey was conducted to collect data during the September and October 2019 among 357 Slovak SMEs' employees. The employees' values were described by EmpAt's five dimensions scale. Binary logistic regression was used to predict which employer attractiveness factor leads to an intention to stay in the organisation within the next 6 months. Results show that to the employee's decision to stay working for the organisation contribute Application Value (AV Odds Ratio=2.53), followed by Economic Value (EV Odds Ratio=2.36), Interest Value (IV Odds Ratio=2.23), and Social Value (SV Odds Ratio=1.48). We did not find statistically significant associations between Development Value (DV) and the employees' intention to stay or leave (ISL).

This study makes several contributions to extant human resource management literature. First, it extends the research on employer attractiveness and employee retention. Second, it expands the knowledge about the predictors of employees' intention to stay in organisations. On the managerial level, it recommends that the employees' intent to stay or leave should be regularly measured.


Keywords

Employer Attractiveness, Retention, Prediction, SMEs.
User
Notifications
Font Size


  • Aiman‐Smith, L., Bauer, T. N., & Cable, D. M. (2001). Journal of Business and Psychology, 16(2), 219-237. doi:10.1023/a:1011157116322
  • Alnıacık, E., & Alnıacık, U. (2012). Identifying Dimensions of Attractiveness in Employer Branding: Effects of Age, Gender, and Current Employment Status. Procedia - Social and Behavioral Sciences, 58, 1336-1343. doi:10.1016/j.sbspro.2012.09.1117
  • Altmann, S., & Suess, S. (2015). The influence of temporary time offs from work on employer attractiveness - An experimental study. Management Revue, 26(4), 282-305. doi:10.5771/0935-9915-2015-4-282
  • Alzyoud, A. A. Y., Ahmed, U., AlZgool, M. R. H., & Pahi, M. H. (2019). Leaders' emotional intelligence and employee retention: Mediation of job satisfaction in the hospitality industry. International Journal of Financial Research, 10(3), 1-10. doi:10.5430/ijfr.v10n3p1
  • Ambler, T., & Barrow, S. (1996). The employer brand. The Journal of Brand Management, 4(3), 185-206. doi:https://doi.org/10.1057/bm.1996.42
  • Arachchige, B. J. H., & Robertson, A. (2011). Business Student Perceptions of a Preferred Employer: A Study Identifying Determinants of Employer Branding. The IUP Journal of Brand Management, VIII(3).
  • Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment. Industrial and Commercial Training, 51(3), 174-183. doi:10.1108/ICT-10-2018-0086
  • Asimah, V. K. (2018). Factors that influence labour turnover intentions in the hospitality industry in Ghana. African Journal of Hospitality, Tourism and Leisure, 7(1). Retrieved from https://www.scopus.com/inward/record.uri?eid=2-s2.0-85042480161&partnerID=40&md5=d1f7c88f083936a4c0c4daf3f8c49347
  • Bakanauskiene, I., Bendaravičiene, R., & Barkauske, L. (2017). Organizational attractiveness: An empirical study on employees attitudes in lithuanian business sector. Problems and Perspectives in Management, 15(2), 4-18. doi:10.21511/ppm.15(2).2017.01
  • Berthon, P., Ewing, M., & Hah, L. L. (2005). Captivating company: dimensions of attractiveness in employer branding. International Journal of Advertising, 24(2), 151-172. doi:10.1080/02650487.2005.11072912
  • Bigsby, K. G., Ohlmann, J. W., & Zhao, K. (2019). The turf is always greener: Predicting decommitments in college football recruiting using Twitter data. Decision Support Systems, 116, 1-12. doi:10.1016/j.dss.2018.10.003
  • Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: so many studies, so many remaining questions. Journal of Management, 26(3), 405-434. doi:https://doi.org/10.1016/S0149-2063(00)00045-3
  • Cascio, W. (2019). Managing Human Resources 11th Edition: McGraw-Hill Higher Education.
  • Cepel, M., Stasiukynas, A., Kotaskova, A., & Dvorsky, J. (2018). Business Environment Quality Index in the Sme Segment. Journal of Competitiveness, 10(2), 21-40. doi:10.7441/joc.2018.02.02
  • Dabirian, A., Kietzmann, J., & Diba, H. (2017). A great place to work!? Understanding crowdsourced employer branding. Business Horizons, 60(2), 197-205. doi:10.1016/j.bushor.2016.11.005
  • Dabirian, A., Paschen, J., & Kietzmann, J. (2019). Employer Branding: Understanding Employer Attractiveness of IT Companies. IT Professional, 21(1), 82-89. doi:10.1109/MITP.2018.2876980
  • Dahnil, M. I., Marzuki, K. M., Langgat, J., & Fabeil, N. F. (2014). Factors Influencing SMEs Adoption of Social Media Marketing. Procedia - Social and Behavioral Sciences, 148, 119-126. doi:10.1016/j.sbspro.2014.07.025
  • Govaerts, N., Kyndt, E., Dochy, F., & Baert, H. (2011). Influence of learning and working climate on the retention of talented employees. Journal of Workplace Learning, 23(1), 35-55. doi:10.1108/13665621111097245
  • Ha, N. M., & Luan, N. V. (2018). The effect of employers’ attraction and social media on job application attention of senior students at pharmaceutical universities in Vietnam. International Journal of Business and Society, 19(2), 473-491. Retrieved from https://www.scopus.com/inward/record.uri?eid=2-s2.0-85052849446&partnerID=40&md5=9e7a3c3ab67583d533402ed806b2cd53
  • Habanik, J., Grencíkova, A., & Krajco, K. (2019). New technology impact on the Sustainable Development. Engineering Economics, 30(1). doi:10.5755/j01.ee.30.1.20776
  • Helm, S. (2013). A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions. British Journal of Management, 24(4), 542-556. doi:10.1111/j.1467-8551.2012.00827.x
  • Highhouse, S., Lievens, F., & Sinar, E. F. (2003). Measuring Attraction to Organizations. Educational and Psychological Measurement, 63(6), 986-1001. doi:10.1177/0013164403258403
  • Hiltrop, J.-M. (1999). The quest for the best: human resource practices to attract and retain talent. European Management Journal, 17(4), 422-430. doi:https://doi.org/10.1016/S0263-2373(99)00022-5
  • Jiang, T., Lu, L., & Iles, P. (2011). Employer‐brand equity, organizational attractiveness and talent management in the Zhejiang private sector, China. Journal of Technology Management in China, 6(1), 97-110. doi:10.1108/17468771111105686
  • Joubert, P., Madau, D., & Grobler, B. (2017). Employee retention and talent management at a sugar mill in South Africa. Problems and Perspectives in Management, 15(3), 306-315. doi:10.21511/ppm.15(3-1).2017.14
  • Kausel, E. E., & Slaughter, J. E. (2011). Narrow personality traits and organizational attraction: Evidence for the complementary hypothesis. Organizational Behavior and Human Decision Processes, 114(1), 3-14. doi:10.1016/j.obhdp.2010.08.002
  • Kljucnikov, A., Belas, J., Kozubikova, L., & Pasekova, P. (2016). The Entreprenurial Perception of SME Business Environment Quality in the Czech Republic. Journal of Competitiveness, 8(1), 66-78. doi:10.7441/joc.2016.01.05
  • Koisova, E., Habanik, J., Virglerova, Z., & Rozsa, Z. (2017). SMEs Financing as an Important Factor of Business Environment in Slovak Republic Regions. Montenegrin Journal of Economics, 13(2), 129-140. doi:10.14254/1800-5845/2017.13-2.8
  • Kossivi, B., Xu, M., & Kalgora, B. (2016). Study on Determining Factors of Employee Retention. Open Journal of Social Sciences, 04(05), 261-268. doi:10.4236/jss.2016.45029
  • Lievens, F., Decaesteker, C., Coetsier, P., & Geirnaert, J. (2001). Organizational Attractiveness for Prospective Applicants: A Person-Organisation Fit Perspective. Applied Psychology, 50(1), 30-51. doi:10.1111/1464-0597.00047
  • Matongolo, A., Kasekende, F., & Mafabi, S. (2018). Employer branding and talent retention: perceptions of employees in higher education institutions in Uganda. Industrial and Commercial Training, 50(5), 217-233. doi:10.1108/ICT-03-2018-0031
  • Mattox Ii, J. R., & Jinkerson, D. L. (2005). Using survival analysis to demonstrate the effects of training on employee retention. Evaluation and Program Planning, 28(4), 423-430. doi:10.1016/j.evalprogplan.2005.07.006
  • Mihalache, F., Tantau, M., Diaconu, B., & Acalovschi, M. (2010). Survival and quality of life of cholangiocarcinoma patients: a prospective study over a 4 year period. J Gastrointestin Liver Dis, 19(3), 285-290. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/20922193
  • Mura, L. (2019). ENTREPRENEURSHIP INTERNATIONALIZATION - CASE OF SLOVAK FAMILY BUSINESSES. Ad Alta-Journal of Interdisciplinary Research, 9(1), 222-226. Retrieved from ://WOS:000474385400039
  • Mutsuddi, I., & Sinha, C. (2017). Role of collectivistic, individualistic approaches and social factors for employee retention: A study on selected IT organizations in the NCR of Delhi. International Journal of Applied Business and Economic Research, 15(1), 327-347. Retrieved from https://www.scopus.com/inward/record.uri?eid=2-s2.0-85013787353&partnerID=40&md5=61f5e32f0224d5bd3d83726d1e0f30b8
  • Pavlovic , G. (2018). Employer attractiveness and the employee turnover and retention Paper presented at the Second international scientific conference itema 2018, Graz University of Technology, Graz, Austria.
  • Peter, M., Kavitha, S. F., & Ramamoorthy, R. (2019). Employee retention management. International Journal of Recent Technology and Engineering, 8(2 Special Issue 8), 18-20. doi:10.35940/ijrte.B1305.0882S819
  • Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89. doi:10.1016/j.jfbs.2016.04.002
  • Rakhra, H. K. (2018). Study on factors influencing employee retention in companies. International Journal of Public Sector Performance Management, 4(1), 57-79. doi:10.1504/IJPSPM.2018.10009505
  • Reis, G. G., & Braga, B. M. (2016). Employer attractiveness from a generation perspective: Implications for employer branding. Revista de Administração, 51(1), 103-116. doi:10.5700/rausp1226
  • Reis, G. G., Braga, B. M., & Trullen, J. (2017). Workplace authenticity as an attribute of employer attractiveness. Personnel Review, 46(8), 1962-1976. doi:10.1108/pr-07-2016-0156
  • Rosenman, R., Tennekoon, V., & Hill, L. G. (2011). Measuring bias in self-reported data. Int J Behav Healthc Res, 2(4), 320-332. doi:10.1504/IJBHR.2011.043414
  • Rynes, S., Bretz, B., & Gerhart, B. (1991). The importance of recruitment in job choice: A different way of looking Personnel Psychology, Vol. 44, pp. 487-521., 44, 487-521.
  • Sivertzen, A. M., Nilsen, E. R., & Olafsen, A. H. (2013). Employer branding: employer attractiveness and the use of social media. Journal of Product and Brand Management, 22(7), 473-+. doi:10.1108/jpbm-09-2013-0393
  • Slåtten, T., Lien, G., & Svenkerud, P. J. (2019). The role of organizational attractiveness in an internal market-oriented culture (IMOC): A study of hospital frontline employees. BMC Health Services Research, 19(1). doi:10.1186/s12913-019-4144-8
  • Stachova, K., Papula, J., Stacho, Z., & Kohnová, L. (2019). External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges. Sustainability, 11(2). doi:10.3390/su11020345
  • Sutanto, E. M., & Kurniawan, M. (2016). The impact of recruitment, employee retention and labor relations to employee performance on batik industry in Solo city, Indonesia. International Journal of Business and Society, 17(2), 375-390. Retrieved from https://www.scopus.com/inward/record.uri?eid=2-s2.0-84983411163&partnerID=40&md5=121ce9714834be0ffa290dee530ed54d
  • Turban, D. B. (2001). Organizational Attractiveness as an Employer on College Campuses: An Examination of the Applicant Population. Journal of Vocational Behavior, 58(2), 293-312. doi:https://doi.org/10.1006/jvbe.2000.1765
  • Uen, J. F., Peng, S.-P., Chen, S.-Y., & Chien, S. H. (2011). The Impact of Word of Mouth on Organizational Attractiveness. Asia Pacific Management Review, 16(3), 239-253.
  • Yu, Q., Yen, D. A., Barnes, B. R., & Huang, Y. A. (2019). Enhancing firm performance through internal market orientation and employee organizational commitment. International Journal of Human Resource Management, 30(6), 964-987. doi:10.1080/09585192.2017.1380059

Abstract Views: 25

PDF Views: 6




  • Determining the Factors of the Employees’ Intention to Stay or Leave in the Slovak's SMEs

Abstract Views: 25  |  PDF Views: 6

Authors

Zoltan Rozsa
Alexander Dubcek University of Trencín, Trencin, Slovakia
Ivo Formanek
University of Entrepreneurship and Law, Prague, Czech Republic
Radim Manak
University of Entrepreneurship and Law, Prague, Czech Republic

Abstract


A large number of Slovak small and medium enterprises (SMEs) are confronted with often-leaving employees. This situation can have a devastating effect; thus, the ability to predict and early detect the employees' intention to stay or leave to another organisation provides them with a competitive advantage.

Paper aims to determine how employer attractiveness influences the employees' intention to stay or leave to another organisation. The online questionnaire survey was conducted to collect data during the September and October 2019 among 357 Slovak SMEs' employees. The employees' values were described by EmpAt's five dimensions scale. Binary logistic regression was used to predict which employer attractiveness factor leads to an intention to stay in the organisation within the next 6 months. Results show that to the employee's decision to stay working for the organisation contribute Application Value (AV Odds Ratio=2.53), followed by Economic Value (EV Odds Ratio=2.36), Interest Value (IV Odds Ratio=2.23), and Social Value (SV Odds Ratio=1.48). We did not find statistically significant associations between Development Value (DV) and the employees' intention to stay or leave (ISL).

This study makes several contributions to extant human resource management literature. First, it extends the research on employer attractiveness and employee retention. Second, it expands the knowledge about the predictors of employees' intention to stay in organisations. On the managerial level, it recommends that the employees' intent to stay or leave should be regularly measured.


Keywords


Employer Attractiveness, Retention, Prediction, SMEs.

References





DOI: https://doi.org/10.15759/ijek%2F2019%2Fv7i2%2F190248