Employee Retention at Holland & Barrett: A case study of staff retention (English Edition)

Over many years, there has been numerous research carried out on the topic of labour turnover. Employees who are satisfied are likely to stay working for a company and countless research has shown there can be many reasons for dissatisfaction at work which will vary in different situations.
One of the main aims of this work was to carry out research into the effects of labour turnover in H&B. This research was undertaken in 2004. This was achieved with individual interviews, focus group and participative observation which sought to get a full understanding of the phenomena from a census of employees who had quit the organisation and those who were still in the organisation. The main drivers of turnover identified were: organisational changes, achievement, the job itself, responsibility, poor staff recognition, pay rates and relationship with senior managers.
This research reported the variables that may be predictive of wanting to ‘quit’ H&B. Examining the associations between motivation, job satisfaction, organisational commitment and turnover among employees who ‘quit’ the organisation was the purpose of this research.
A total of six employees who ‘quit’ the organisation were interviewed measuring commitment and satisfaction to the organisation for which they had worked. Based on the existing literature I proposed an analysis depicting associations between motivation, job satisfaction, organisational commitment and turnover. The researcher had found positive links between motivation, job satisfaction, organisational commitment, and employee turnover.