Reason for staying a job

The workforce is one of the most important elements of an organization, therefore

employees can be considered as the biggest resource of an organization (Johari, Yean,

Adnan, Yahya, & Ahmad, 2012). Without them, organizations cannot achieve the results

they need to stay competitive (Johari, et al., 2012). Today’s competitive advantage to

organizations is to retain and engage the high potential talent. If a company retains its

employees it will increase the communication, employee commitment and workforce

support for the organization (Anis et.al., 2011). According to the article of Business Insider,

jobs are hard to come nowadays. Employees are quitting their jobs and the number one

reason is the lack of trust in an organization (Business Inside, Vivial Giang,2012).

However, there are employees retain their employment. Below are the reason of the

employees to stay in the job:

Salary

According to wage efficiency theories states that paying high can increase the

productivity sometimes. As it has a great effect on employee turnover (Pettinger, 2017).

According to Tooksoon (2011), salary has an important role in implementation strategies.

High level of pay and benefits as compare to other companies in the market, attract and

retain high quality employees. Pay practice is very important factor for companies to hire

and retain high quality employees from the level of applying for the job.

Benefits

There employees who are motivated by rewards offered by the firm they tend to

work for the organizations for long term or to continue their work for industry (Anis N.,

Rehman K., Rehman I., Khan Ma., & Afzal A., 2011). The rewards are very significant
and wished by the employees to be given them on special contributions and performance

made by them. It can be internal or external like it can be cash, in the forms of bonuses or

some recognizing some employee name of the month. (Anis et.al., 2011).

Related to course or study

Sledge (2009) stated that continually improvement on job performance and job

professionalism is a key part of the process that affects both retention and professional

development. Professional development goals become part of a performance appraisal

when the employee and her supervisor discuss long-term career goals as part of an annual

evaluation. These processes include appraising employee work, assessing your company's

benefits and building your workforce's capability to provide in-house employee

development.

Family Influence

Families can also have a big influence on self-determination and empowerment,

helping people develop a real understanding of themselves and their place in the workplace.

Their involvement is important throughout a person's life (Wolfe A., & Hall AC., 2011).

According to Dr. Menges (2015), employees saw their work as a means to benefit their

families and consider their jobs felt more important. Those who were high in family

influence were significantly more productive and energized than their peers. The

researchers found that instead of causing strain, families made several positive

contributions to workers’ performance and well-being, providing a boost in employees and

commit in a long-term relationship in a workplace.

 Peer Influence

Social scientists and policymakers have long-standing interest in understanding

how peers shape an individual’s behavior (Sangyoon, 2017). While an emerging literature

provides compelling evidence that peer effects exist in workplace settings, the mechanisms

behind these peer influnce are less clear. Several studies show worker effort is sensitive to

the social pressure that arises in settings where there are externalities from effort due to

joint production and team compensation (Arcidiacono et al., 2017). Fewer studies test

shows peer influence on productivity may also arise from mechanisms such as norms

channels and motivation. Peer Influence encourage and motivates the individual to bring

the best of him for the higher and greater productivity of an organization (Kaur et al., 2010).

Organizational Culture

Healthfield (2015) stated that a human resources expert, defines culture as “the the

environment that surrounds you at work all of the time.” It is composed of values, beliefs,

underlying assumptions, attitudes, and behaviors shared by members of the organization.

Indeed, while salary, benefits and company reputation are top magnets to attract

candidates to apply to companies, human resource professionals still grope at making

employees, most especially their “strong and dependable” workforce last in the

organization. According to Center for Values Research (CVR) Inc., an employee relations

consulting firm, many human resource teams invest on resources to find out why

employees leave—thinking that once they are able to identify the reasons for resignations,

they can remedy the causes of employee dissatisfaction. However, the consulting firm

noted that sometimes, why people stay are just as important as the reasons for leaving.
 Recently, JobStreet.com, the leading job site in the Philippines conducted random

interviews among past and current employees of top companies which were also

considered as the country’s most preferred companies of candidates. According to the

study, employees who stay admit that the company’s culture matters a lot to them.