Title
The diversity of retention
Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
With the changing demographics of race, gender and generational within corporate America, retention efforts are no longer one size fits all. We will explore the nature of these changes as they relate to retention in the workplace. Specifically, we will look at the work of Jehn, Northcraft and Neale (1999) that identified three primary aspects of diversity as they relate to workforce management systems including retention: informational, social category and value diversity. We will examine corporate programs and processes that address these different constructs of diversity in the workplace. We will consider a case study from the Tennessee Valley Authority related to employee engagement as a key driver to retention based on enterprise initiatives to capture trends and data.
Date
October 2018
Subject
Industrial and organizational psychology
Document Type
presentations
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by-nc-nd/3.0/
The diversity of retention
With the changing demographics of race, gender and generational within corporate America, retention efforts are no longer one size fits all. We will explore the nature of these changes as they relate to retention in the workplace. Specifically, we will look at the work of Jehn, Northcraft and Neale (1999) that identified three primary aspects of diversity as they relate to workforce management systems including retention: informational, social category and value diversity. We will examine corporate programs and processes that address these different constructs of diversity in the workplace. We will consider a case study from the Tennessee Valley Authority related to employee engagement as a key driver to retention based on enterprise initiatives to capture trends and data.
Department
University of Tennessee at Chattanooga. Dept. of Psychology