1. Introduction
The importance of intention to stay has gained recognition in recent years. Understanding its complexity and multi-dimensional factors is essential for effective human resource policies and retention strategies. However, its intricacies remain insufficiently understood. Most organizations focus on reducing turnover rates, neglecting the enhancement of intention to stay through positive interventions, leading to inadequate understanding of employees' needs and motivations.
The study of intention to stay requires a more comprehensive and positive perspective compared to intention to leave, by identifying and reinforcing positive factors that encourage long-term commitment, organizations can improve employee satisfaction and loyalty, reduce turnover risk, and enhance overall competitiveness. Therefore, a detailed exploration of intention to stay and its influencing factors is imperative.
2. Concept
Intention to stay is the result of employees' comprehensive evaluation of their current work environment, career development opportunities, and organizational culture. It reflects employees' satisfaction with the existing organization and their future expectations. For example, Mowday et al.[1], Jiang & Huang[2] emphasized the degree to which employees are willing to work hard in their current position without seeking other opportunities. Hunjra et al.[3] viewed intention to stay as a psychological connection between employees and the organization. Price [4] highlighted the importance of personal career planning in intention to stay. Some scholars also believe that intention to stay is the opposite of turnover intention, suggesting that reducing turnover intention can increase intention to stay[5]. However, Jiao & Zheng[6] pointed out that intention to stay is not merely the opposite of turnover intention, it is a positive tendency and a good predictive indicator of employees' willingness to stay in the organization.
The following table summarizes various definitions of intention to stay as highlighted by different scholars:
Table1: Definitions of Intention to Stay
Author | Year | Definition |
Mowday et al. | 1979 | The degree to which individuals working in an enterprise do not attempt to seek other job opportunities or have thoughts of leaving. |
Price & Mueller | 1981 | The perceived likelihood of continuing to stay in the organization. |
Price | 2001 | The degree to which employees plan to stay in their current organization based on professional development considerations. |
Gu et al. | 2008 | The intention to voluntarily continue working in the current company, opposite of turnover intention. |
Hunjra, Ali, Chani, Khan & Rehman | 2010 | A psychological process linking the employee and the organization. |
Jiao & Zheng | 2019 | A positive tendency, serving as a good predictor of employees' choice to stay or leave. |
Jiang & Huang | 2020 | The degree to which organizational members are willing to continue working hard in their current position after some time. |
3. Influencing Factors of Intention to Stay
The concept of intention to stay encompasses a range from simply not seeking other job opportunities to complex internal psychological processes. This indicates that intention to stay is a multi-level, multi-factor-driven phenomenon that requires researchers to study and understand it from various perspectives.Generally, scholars identify three main perspectives on the influencing factors of intention to stay.
3.1. Individual Factors
At the individual level, Hausknecht et al.[7] found through empirical research that employees' intention to stay increases with their career level. Personal traits significantly affect intention to stay. Barrick[8] discovered that employees with strong conscientiousness are more likely to stay. Iverson and Pullman[9] pointed out that employees with family responsibilities are more inclined to stay. Bao et al.[10] found that employees with self-acceptance values are more likely to choose to stay [11]. Cinar et al.[12] showed that employees' personal work relationship remodeling positively impacts intention to stay, with workplace friendships playing a partial mediating role. Chang et al.[13] found a positive impact of employees' work abilities on intention to stay. Yao & Liang[14] indicated that employees' work values significantly positively influence intention to stay. Additionally, age and health status[15], personal values[16], personal preferences[17], the work-family facilitation relationship[18], etc., also impact intention to stay.
3.2. Organizational and Job Factors
At the organizational and job factors level, several key reasons have been identified for why employees stay with a company. Herman[19] highlighted the importance of a compatible corporate culture, satisfactory colleague relationships, adequate support, and growth opportunities. Hausknecht et al.[7] further expanded on this by summarizing 12 key organizational factors, including job satisfaction, intrinsic motivation, sense of belonging, job choice opportunities, promotion opportunities, and organizational fairness.Building on this, Radford, Shacklock, and Meissner[20] enriched the perspective by noting that job satisfaction, perceived supervisor support, job embeddedness, work environment, compensation, career opportunities, and job stability all influence employees' intention to stay.
Moreover, Lu et al.[21] found a strong correlation between organizational commitment and intention to stay; higher organizational commitment enhances the intention to stay, whereas lower commitment increases turnover intentions.Additionally, Zhang et al.[22] argued that the degree of organizational socialization positively impacts employees' intention to stay. Hong et al.[23] conducted an empirical analysis and discovered that employee training and evaluation systems, as well as compensation, significantly influence the intention to stay of university employees.In terms of leadership style, inclusive and transformational leadership significantly impact employees' intention to stay[24]. Milliman[25] proposed a novel perspective, finding through empirical research that workplace spirituality (including meaningful work, a sense of community, and alignment with organizational values) has a direct positive correlation with the intention to stay. Other studies have also identified factors such as organizational fit[26], sense of purpose[27], organizational ethics systems [28], organizational climate[29] as influential on the intention to stay.
3.3. External Environmental Factors
At the level of external environmental factors, several studies have highlighted the significant influence of external job opportunities and labor market conditions on employees' intention to stay.
Li Jia[30] examined the impact of perceived external job opportunities on the retention intentions of employees in private enterprises, discovering a negative correlation between perceived external job opportunities and retention intentions. Furthermore, Xiao and Zhao[31] emphasized that imbalances in labor market supply and demand significantly affect employees' decisions to stay or leave.Additionally, HakemZadeh et al.[17] found that the alignment between actual employment policies and preferred employment policies plays a crucial role in explaining employees' intention to remain in their current industry, suggesting that policymakers can positively influence employees' intention to stay in the industry by promoting the consistency between actual and preferred employment policies within the industry.
4. Discussion: Intention to Leave vs. Intention to Stay
In academic research on human resource management, the exploration of intention to leave and intention to stay has been a persistent topic. Although these concepts are sometimes used interchangeably in practice, it is essential to investigate whether they share the same theoretical foundation and practical implications.
Human capital is critical for organizational performance and growth. Effective talent management, from strategic planning to daily operations, enables organizations to attract, retain, and develop high-quality talent, enhancing competitiveness and long-term success[32]. Since the 1970s, research has focused on employee turnover, primarily examining intention to leave within the "intent precedes leaving" framework[33]. This framework views intention to leave as a key predictor and prevention method for turnover[34], leading to classic turnover models.
Compared to intention to leave, research on intention to stay emerged relatively late. This delay is due to early organizational behavior studies focusing more on preventing the negative impacts of employee turnover rather than actively exploring how to enhance employees' intention to stay. Over time, organizations began to realize that solely focusing on reducing turnover rates does not fully capture the complex relationship between employees and the organization. Consequently, intention to stay gradually became a new research area, representing an unformed attitude and behavior [35]. This research delves into the positive factors that encourage employees to remain in the organization long-term and is a strong, statistically direct cognitive antecedent of retention[36]. Moreover, it can moderately predict actual turnover rates[37].
Previous research largely did not distinguish between the effects of determinants on turnover intention versus employee retention on intention to leave and intention to stay. It was implied that intention to stay and intention to leave are two sides of the same coin, suggesting an inverse relationship between the two. In this view, a high intention to leave implies a low intention to stay, and vice versa, making them seemingly interchangeable. However, intention to stay is not merely the opposite of intention to leave. It transcends the negative concept of intention to leave by emphasizing the identification and reinforcement of the motivations and conditions that drive employees to continue working within the organization. It is more effective than intention to leave in predicting employees' long-term career choices[38][39]. Empirical research by Cho et al.[40] supports this conclusion, indicating that the two are not simply opposite concepts. Nancarrow et al.[41] demonstrated in their empirical studies that while there is overlap between intention to leave and intention to stay, their measurement structures differ, the factors predicting intention to leave and intention to stay are similar but differ across different occupational groups, therefore, these concepts should be used cautiously, particularly when measuring them in organizations and when developing retention programs, policies, or activities aimed at modifying intention to leave and intention to stay.
Unlike intention to leave, which benefits from many classic measurement tools, there is no unified method to measure intention to stay. Measurement approaches for intention to stay include direct measurement[42][43][44][45][46], indirect measurement through intention to leave[34], a combination of direct and indirect measurement[47][48], or open-ended questions[49][50]. These methods are mostly single-dimensional, with varying numbers of items and relatively simple structures.
Hence, understanding intention to stay requires a deeper, more comprehensive analysis, rather than merely viewing it as the opposite of intention to leave. Intention to stay emphasizes maintaining positive connections and long-term commitments. Since the goal is to retain talented employees, HRM researchers should investigate factors influencing intention to stay, rather than focusing solely on what drives employees to leave. Therefore, it is crucial to develop new, robust measurement tools tailored specifically for intention to stay when formulating human resource policies and retention strategies.
5. Conclusion
This paper establishes that intention to stay is a multidimensional phenomenon influenced by individual characteristics, organizational environment, and external market conditions. Factors such as career opportunities, job satisfaction, organizational culture, leadership styles, and economic conditions impact employees' decisions to stay. Consequently, organizations must adopt comprehensive strategies to enhance intention to stay and distinguish between intention to stay and intention to leave.
With rapid changes in the work environment and technological advancements, future studies should explore these specific manifestations and interactions to better inform human resource policies and retention strategies. Developing new measurements and retention strategies, particularly those integrating technological innovation, will be crucial. This approach will help organizations respond effectively to societal changes, improve retention rates, and enhance competitiveness.
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[6]. Jiao Niantao, & Zheng Xiangmin. (2019). The influence of hotel interns' psychological capital on their intention to stay: The role of satisfaction and organizational support. Journal of Tourism, 34(2), 106-119.
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[32]. Zhao, Shuming. (2005). Analysis of the current state of research on human resource management theory. Foreign Economics & Management, (01), 15-20+26.
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[35]. Al-Hamdan, Z., Al-Hamdan, H. N., Nussera, R., & Masa'deh, R. (2016). Conflict management style of Jordanian nurse managers and its relationship to staff nurses’ intent to stay. Journal of Nursing Management, 24(2), E137-E145.
[36]. Price, C. W., & Mueller, C. W. (1981). A causal model of turnover for nurses. Academy of Management Journal, 24(3), 543-565.
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Cite this article
Qian,H.;Balwi,M.K.B.M. (2024). Understanding the Complexity of Intention to Stay: Influencing Factors and Strategic Insights for Enhancing Employee Retention. Advances in Economics, Management and Political Sciences,93,129-135.
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References
[1]. Mowday, R. T., Porter, L. W., & Steers, R. M. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
[2]. Jiang, Shunteng, & Huang, Changsheng. (2020). A study on the relationship between job satisfaction, job burnout, and intention to stay of teachers in private colleges. China Adult Education, (9), 26-30.
[3]. Hunjra, A. I., Ali, M. A., Chani, M. I., Khan, H., & Rehman, K. U. (2010). Employee voice and intent to leave: An empirical evidence of Pakistani banking sector. African Journal of Business Management, 4(14), 3056–3061.
[4]. Price, J. L. (2001). Determinants of Voluntary Turnover. International Journal of Manpower, 22(7), 600-624.
[5]. Gu, Qinxuan, Tian, Xiangqing, & Wang, Lihong. (2008). Research on the influence of career orientation on organizational commitment and intention to stay: A case study of young employees in the power system. Industrial Engineering and Management, (5), 106-112.
[6]. Jiao Niantao, & Zheng Xiangmin. (2019). The influence of hotel interns' psychological capital on their intention to stay: The role of satisfaction and organizational support. Journal of Tourism, 34(2), 106-119.
[7]. Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted Employee Retention: Performance-based And Job-related Differences In Reported Reasons For Staying. Human Resource Management, 48(2), 269-288.
[8]. Barrick, M. R., & Mount, M. K. (1996). Effects of impression management and self-deception on the predictive validity of personality constructs. Journal of Applied Psychology, 81(3), 261-272.
[9]. Iverson, R. D., & Pullman, J. A. (2000). Determinants of Voluntary Turnover and Layoffs in an Environment of Repeated Downsizing Following a Merger: An Event History Analysis. Journal of Management, 26(5), 977-1003.
[10]. Bao, Yafang, Sun, Zhi, & Xue, Qunhui. (2012). The impact of personality traits on the intention to stay of tourism management interns: The mediating role of organizational socialization. Journal of Tourism, (6), 63-72.
[11]. Kong, L., Qin, F., Zhou, A., Ding, S., & Qu, H. (2022). Relationship between self-acceptance and intention to stay at work among clinical nurses in China: a cross-sectional online survey. Frontiers in Psychiatry, 13, 897157.
[12]. Cinar, E., & Basim, H. N. (2022). Who desires to stay? The role of relational job crafting on the intention to stay with the mediating role of workplace friendship. Journal of East European Management Studies, 27(4), 583-611.
[13]. Chang, Y.-C., Yeh, T.-F., Lai, I.-J., & Yang, C.-C. (2021). Job Competency and Intention to Stay among Nursing Assistants: The Mediating Effects of Intrinsic and Extrinsic Job Satisfaction. International Journal of Environmental Research and Public Health. 18(12), 6436.
[14]. Yao, Hui, & Liang, Jiaqi. (2017). The composition of work values of new generation employees and their impact on the intention to stay. China Human Resource Development, (04), 39-46.
[15]. Radford, K., Shacklock, K., & Meissner, E. (2015). What makes me stay? An investigation into factors influencing older workers' intentions to stay. Labour & Industry: a journal of the social and economic relations of work, 25(4), 306-320. Routledge.
[16]. Noor, A., Zainuddin, Y., Panigrahi, S. K., & Rahim, F. binti T. (2020). Investigating the Relationship among Fit Organization, Organization Commitment and Employee’s Intention to Stay: Malaysian Context. Global Business Review, 21(1), 68-87.
[17]. HakemZadeh, F., Sayin, F. K., Neiterman, E., Zeytinoglu, I. U., Geraci, J., Plenderleith, J., & Lobb, D. (2021). Does an alignment of employment policies and individual preferences affect intention to stay in the profession? Evidence from Canadian Midwives. Health Policy, 125(4), 450-458.
[18]. Ma, Li, Liu, Xia, & Yu, Xiaomin. (2014). The relationship between work-family facilitation and intention to stay: A perspective of job embeddedness. China Human Resources Development, (13), 65-71.
[19]. Herman, R. E. (1999). Hold on to the people you need, HR Focus Special Report on Recruitment and Retention, June, Supplement 11.
[20]. Radford, K., Shacklock, K., & Meissner, E. (2015). What makes me stay? An investigation into factors influencing older workers’ intentions to stay. Labour & Industry: a journal of the social and economic relations of work, 25(4), 306-320.
[21]. Lu, J., Guo, S., Qu, J., Lin, W., & Lev, B. (2023). "Stay" or "Leave": Influence of employee-oriented social responsibility on the turnover intention of new-generation employees. Journal of Business Research, 161, 113814.
[22]. Zhang, Guanglei, Peng, Juan, & Chen, Silu. (2016). The impact of organizational socialization strategies on the turnover intention of R&D personnel: The role of team-oriented HR practices. Science of Science and Management of S&T, 37(1), 142-151.
[23]. Hong, E. N. C., Hao, L. Z., Kumar, R., Ramendran, C., & Kadiresan, V. (2012). An effectiveness of human resource management practices on employee retention in institute of higher learning: A regression analysis. International journal of business research and management, 3(2), 60-79.
[24]. Lizano, E. L., & He, A. S. (2023). Inclusive work environments as a pathway to an engaged child welfare workforce that intends to stay. Children and Youth Services Review, 155, 107302.
[25]. Milliman, J., Gatling, A., & Kim, J. (2018). The effect of workplace spirituality on hospitality employee engagement, intention to stay, and service delivery. Journal of Hospitality and Tourism Management, 35, 56-65.
[26]. Hoffman B.J., Woehr D.J. (2006). A quantitative review of the relationship between person–organization fit and behavioral outcomes. Journal of Vocational Behavior, 68(3), 389–399.
[27]. Moncarz, E., Zhao, J. and Kay, C. (2009) An Exploratory Study of US Lodging Properties’ Organizational Practices on Employee Turnover and Retention. International Journal of Contemporary Hospitality Management, 21, 437-458.
[28]. Mo, Shenjiang, Wang, Xiayang, Chen, Honghui, & Zhang, Lin. (2015). A new perspective on resolving organizational ethical dilemmas—A case study of Shandong Lao Jia Catering Chain Company. Management World, (02), 137-152+188.
[29]. Woon W., Tan C.L., Nasurdin A.M. (2017). Linking organizational climate, psychological ownership, and intention to stay: A proposed model. Global Business & Management Research, 9(1), 127–142.
[30]. Li, Jia. (2020). The impact of perceived external job opportunities on intention to stay of employees in private enterprises: The moderating role of achievement motivation. Modernization of Shopping Malls.
[31]. Xiao, Guirong, & Zhao, Yanjun. (2017). Ethical leadership and employees' turnover intention: The mediating role of leader-member exchange. Science of Science and Management of S&T, 38(03), 160-171.
[32]. Zhao, Shuming. (2005). Analysis of the current state of research on human resource management theory. Foreign Economics & Management, (01), 15-20+26.
[33]. Wermeling, L. (2013). Why social workers leave the profession: Understanding the profession and workforce. Administration in Social Work, 37(4), 329-339.
[34]. Mobley, W. H., Horner, S. O., & Hollingsworth, A. T. (1978). An evaluation of precursors of hospital employee turnover. Journal of Applied Psychology, 63(4), 408-414.
[35]. Al-Hamdan, Z., Al-Hamdan, H. N., Nussera, R., & Masa'deh, R. (2016). Conflict management style of Jordanian nurse managers and its relationship to staff nurses’ intent to stay. Journal of Nursing Management, 24(2), E137-E145.
[36]. Price, C. W., & Mueller, C. W. (1981). A causal model of turnover for nurses. Academy of Management Journal, 24(3), 543-565.
[37]. Cho, Y. J., & Lewis, G. B. (2012). Turnover intention and turnover behavior: Implications for retaining federal employees. Review of Public Personnel Administration, 32(1), 4-23.
[38]. Johnston, J. (1995). The determinants of service quality: satisfiers and dissatisfiers. International Journal of Service Industry Management, 6(5): 53-71
[39]. Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: path analysis based on meta-analytic findings. Personnel Psychology, 46(2), 342-346.
[40]. Cho, S., Johanson, M. M., & Guchait, P. (2009). Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay. International Journal of Hospitality Management, 28, 374-381.
[41]. Nancarrow, S., Bradbury, J., Pit, S. W., & Ariss, S. (2014). Intention to Stay and Intention to Leave: Are They Two Sides of the Same Coin? A Cross-sectional Structural Equation Modelling Study among Health and Social Care Workers. Journal of Occupational Health, 56(4), 292-300.
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