History Of Job Hopping

Accenture (2001), study on high performance issue primarily highlighted the origin of employee retention strategy of an organization in Europe, Australia, US and then in Asia.

The fundamental philosophy of any successful company relies on creating value and investment in their human resource (Maguire, 1995; Anand, 1997). Managing retention of loyal employees’ is considered as critical mean of achieving competitive advantage for any organizations (Walker, 2001).

According to Joan Brannick’s successful retention strategies can translate into dollars and cents on the balance sheet. Due to job hopping practices amongst existing employees, it’s costing almost double to the annual salary in replacing an employee in the organization.

Employee retention

Also described as a practice of shifting jobs frequently to achieve short term financial gains or career jump. It hurts the organization when it is (a) not triggered by unsatisfactory performance of the employee; and (b) organization doesn’t get time to find right talent to fill the vacant position (c) employee hopping is not willing to complete the knowledge transfer to the replacement employee.”

Existing Literature (Abassi & Hollman,2000, Hewitts Associates 2006) highlighted various possible reasons for employees' unhappiness and job hopping in the service organizations: low recognition of the work, weak compensation system, wrong hiring practices, poor management style, pathetic workplace environment and some the other factors includes: Low work interest; Job insecurity; inadequate promotion and no scope of development. Hence, job hopping is equally destructive and costly for the welfare of any

Those considered factors are: company image, work environment, work-life balance, job opportunities and employees leave policy. As cited in Cole (2000) study, employees stayed more loyal to the organizations where they find enhanced values, sense of self-esteem and work to their full potential.

Van Knippenberg (2000), found that employers are more devoted to the work wherein they get themselves associated with in some work group and have the opportunity to contribute to the same group. Also suggested in Locke’s goal setting theory that in order to reach a goal one must associate oneself with a group or task.

Clayton Glen (2006), described another framework that manager can use when communicating with its employees to know that the cause of retention consist of nine different predictors: work environment, work-life balance, work challenges, values organizational processes, the role of information, stake, leverage, recognition, product or service and management.

Fitz-enz (1990), recognized that there are several factors which contributes towards employee retention management. Those factors are: work environment, training & developments, rewards & compensation, job security, role of supervisor, and organization