Why employees choose to stay or leave you: A case based study of Chinese employees' retention and turnover in a Japanese owned firm.
[Dissertation (University of Nottingham only)]
Children have played in an old man’s garden for several days. The old man is not happy with this. He wants the children will not come to his garden again. So he gives 25 pence to each child and says: ‘You let here become cheerfully that makes me feel younger and happy, so I pay you to show my appreciations about this.’ Children are so happy. The next day, they also come and play. The old man gives 15 pence to each child at the second day, and says: ‘Well done my good boys, but I am not very rich. So I can not give each one of you 25 pence in every day. Today I give you 15 pence each. Is that OK?’ The children are still happy with this. After 2 days, the old man reduces the payment to 5 pence each. The Children becomes quite angry and shout: ‘Just 5 pence? Do you know how hard we are working? We will not come again and play for you.’
In this story, the old man changes children’s intrinsic motive ‘play for their own happiness’ into extrinsic motive ‘play for get money’. Today, the story’s old man is like the employers and the children are the employees. Pence can be regarded as compensations, posts, personal relations, promotions, etc. Lacking intrinsic motives are quite common in today’s employment relationships where most employees work for their employers rather than for themselves, so most employees’ attitudes toward working are negative. When employees are unhappy with the job itself, incomes, posts, promotions, organisational institutions, working conditions, supervisors, personal development opportunities etc. supplied by employers, they reduce their efforts or quit the job quite often consequently inducing many negative effects to organisations. Under this background, this dissertation involving 5 staying employees, 5 leaving employees and 2 senior managers, attempts to provide some further understandings of the personal and organisational aspects contributing to employees’ retention and turnover.
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