Increasing employee retention and performance: the case for workplace flourishing | The Oxford Review

Increasing employee retention and performance: the case for workplace flourishing

Research Briefing

Keywords: workplace flourishing, intention to leave, person-environment fit, employee performance, organisational citizenship behaviours, role performance

Retaining staff, especially highly skilled and productive talent, has become a key issue in many organisations. As a result, a lot of organisational and research interest is focused on two primary areas:

  1. Employee retention
  2. Employee performance

One of the paradoxes within organisations is that the more highly skilled and productive you are the more work and responsibility you tend to get. Many studies and anecdotal evidence from organisations has shown that this cycle of increased productivity leading to having more to do frequently leads to employee stress, burnout and illnesses, such as depression, for example. As a direct result of this issue an increasing emphasis on work-life balance has entered the arena. More recently, attention has moved from the more nebulous search for work-life balance into the idea of flourishing.

This research briefing looks at research about the connections between workplace flourishing and employee retention and performance.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.