This article explains how the retention model for front line employees in the service industry was developed. 

HEADLINES  

• This model is designed for employees w/little work autonomy and/or participation in decision making process 
• The model includes two basic frameworks - 1.) the "Attitude Framework"; and 2.) the "Belief Building Framework"
• Retention research and best practices coalesce in 4 directions - 1.) Company; 2.) Boss; 3.) Co-workers; 4.) Self 
• Attitudes (favorable or unfavorable) about each area influence retention
• Firmly held beliefs (convictions) lead to attitudes   

COACHING POINT - current literature on retention strategies (empowerment, autonomy & participation in work design/decision making) is not applicable for front line employees in service industries performing redundant tasks. 

METHODOLOGY

1. Meta analysis into available literature (Exhibit A)
2. Findings coalesced in (4) directions (Exhibit B)
3. Attitude Framework hypothesis formed and tested (Exhibit C)
4. Belief Building Framework hypothesis formed and tested (Exhibit D) 

EXHIBIT A - WHAT THE RESEARCH SAYS (REPRESENTATIVE SAMPLE)

• Retention is a process (1) 
• Retention is the result of multiple factors - not just one (2)
• Employees leave bosses (3)
• Employees view of the company through their boss (4)
• Participative leadership styles work best (5)
• Mgmt. support is even more important than organizational support (6)
• Social support is key to retention (7)
• If employees feel they belong they will stay (8)
• Relationships with peers and co-workers drive retention (9)
• On-the-job (OJT) training improves retention (10)

COACHING POINT - an "attitude" can be a positive or negative evaluation of people, objects, events, activities and ideas. 

EXHIBIT B - HOW RETENTION FACTORS COALESCE  (FOR ILLUSTRATIVE PURPOSES ONLY) 

HOW THE FRAMEWORK WORKS

1. Leaders work to develop favorable employee attitudes toward 4 attitude objects (Boss, Peers, Company & Self)
2. These attitudes are inner-connected
3. Beliefs (thoughts deemed to be true) are used by employees to develop these attitudes 
4. Leaders use the Belief Building Framework to influence these attitudes 

EXHIBIT C

THE BELIEF BUILDING FRAMEWORK 

WHAT THE RESEARCH SAYS (11) (12)

• Beliefs are thoughts or convictions we consider to be true 
• Beliefs influence attitudes and behavior
• Beliefs influence perception 
• Beliefs evolve over time 

HOW THE FRAMEWORK WORKS

1. 3-phase approach - allows beliefs to develop over time
2. Phase 1 - actions taken to ensure positive first impressions that trigger optimism
3. Phase 2 - actions taken to turn optimistic beliefs into more firmly held convictions 
4. Phase 3 - actions taken to turn convictions into barriers to exit 

COACHING POINT - barriers to exit (for front line service industry workers) include friends, security, familiarity, comfort, certainty, etc.  

EXHIBIT D

WHY THE MODEL WORKS 

1. Evidence based - no band aides or gimmicks 
2. Simple - focuses on employee beliefs and attitudes
3. Aligns strategy w/execution - clear linkage of model to leadership behaviors
4. Process driven - vs. event and outcome focus
5. Measurable - specific, actionable milestones
6. Adaptable - easily integrated w/other initiatives

2 MINUTE VIDEO 

CITATIONS 

1.  Bidisha, L. D and Mukulesh, B. (2013) Employee Retention: A Review of Literature. Journal of Business and Mangement, 14, 8-16.
2. Fitzenz, J. (1990) Getting and Keeping Good Employees. In Personnel, 67, 25-29.
3. Jasper, M. (2007)
4.  Eisenberger, R., Fasolo, P. and Davis-LaMastro, V. (1990) Perceived Organizational Support and Employee Diligence, Commitment, and Innovation. Journal of Applied Psychology, 75, 51-59
5. (Kroon, B. and Freese, C. (2013) Can HR Practices Retain Flexworkers with Their Agency? International Journal of Manpower, 34, 899-917
6. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I.L. and Rhoades, L. (2002) Perceived Supervisor Support: Contributions to Perceived Organizational Support and Employee Retention. Journal of Applied Psychology, 87, 565-573
7. Alexander, J.A., Lichtenstein, R., Oh, H.J. and Ullman, E. (1998) A Causal Model of Voluntary Turnover among Nursing Personnel in Long-Term Psychiatric Settings. Research in Nursing and Health, 21, 415-427.
8. Miller, N., Erickson, A. and Yust, B. (2001) Sense of Place in the Workplace: The Relationship between Personal Objects and Job Satisfaction and Motivation. Journal of Interior Design, 27, 35-44
9. Pitts, D., Marvel, J. and Fernandez, S. (2011) So Hard to Say Goodbye? Turnover Intention among US Federal Employees. Public Administration Review, 71, 751-760
10. Deery, M., (2008) Talent Management, Work-Life Balance and Retention Strategies. International Journal of Contemporary Hospitality Management, 20, 792-806
11. Anderson, C. A., Lepper, M. R., & Ross, L. (1980). Perseverance of social theories: The role of explanation in the persistence of discredited information. Journal of Personality and Social Psychology, 39, 1037-1049.
12. Rosenstock, I. M. (1990). The health belief model: Explaining health behavior through expectancies. In K. Glanz, F. M. Lewis, & B. K. Rimer (Eds.), Health behavior and health education (pp. 39-62). San Francisco: Jossey-Bass.

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