This paper considers how utilizing a model of job-related affect can be used to explain the processes through which perceived training and development influence employee retention. We applied Russell’s model of core affect to categorize four different forms of work attitude, and positioned these as mediators of the relationship between perceived training and development and intention to stay. Using data from 1,191 employees across seven organizations, multilevel analyses found that job satisfaction, employee engagement, and change-related anxiety were significantly associated with intention to stay, and fully mediated the relationship between perceived training and development and intention to stay. Contrary to our hypotheses, emotional exhaustion was not significantly associated with intention to stay nor acted as a mediator when the other attitudes were included. These findings show the usefulness of Russell’s model of core affect in explaining the link between training and development and employee retention. Moreover, the findings collectively suggest that studies examining employee retention should include a wider range of work attitudes that highlight pleasant forms of affect.
|Journal||International Journal of Human Resource Management|
|Early online date||23 Dec 2016|
|Publication status||Published - 2018|
Bibliographical noteThis is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 23/12/2016, available online: http://www.tandfonline.com/10.1080/09585192.2016.1262888.
- employee retention
- perceived training and development
- job related affect
- multilevel analysis
- work attitudes