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...f this study is to review and evaluate the works of scholars and chart a clear roadmap through research in core employee retention. The main content of this study focus on this complexity, and proposes a more effective mediated-route retention model based on the social capital theory in following contexts. Social capital may be defined as the trust (standard), relation, value sharing and behaviour mode, network, cooperation, common commitments and understanding between the organization and the individuals, as well as the sharing income of the intangible asset value with increment will obtain (Nahapiet and Ghoshal, 1998). PERSPECTIVE OF CURRENT THEORIES In view of the research model development of the related organizational talent retention or turnover formation in the developed countries, its origins go back almost 50 year. The content was abundant, the view was diversified stepby-step, and the research was advanced unceasingly, forming “the academic mainstream turnover theory”, and most of scholars follow the direction in this area (Zhang et al., 2006). In general, these research models may be divided into the “Classification employee retention/turnover process model” and the “New developed multi-routes mod...

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...ddition, outdoor activities such as fishing or skiing, political and religious climates, and entertainment activities (college or professional sports, music, and theater) vary dramatically by region and location. Most important, these assessments of fit may be independent of job or organization fit (I love IBM, I hate New York). Relocation would obviously require a recalibration of fit, but even a new job without relocation could disturb ones general patterns with new hours of work or a different commute. There are also two constructs that partially overlap with fitness dimension. The work of Schneider (1987), Chatman (1989) and Kristof (1996) discusses the idea of person-organization fit (P-O fit). More recently, person-job fit (P-J fit) has been researched by Saks and Ashforth (1997) and Werbel and Gilliland (1999). In general these constructs refer to compatibility ideas including the “congruence of the personality traits, beliefs and values of individual persons with the culture, strategic needs, norms and values of organizations” (Netemeyer et al., 1997) for P-O fit and the congruence of knowledge, skills and abilities (KSA) with one’s job for P-J fit. The measures include items like, “to wha...

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...such as job knowledge, skills and abilities. In addition, a person will consider how well he or she fits the community and surrounding environment. This study posits that the better the compatibility, the higher the likelihood that an employee will feel professio-nally and personally tied to the organization. O’Reilly et al. (1991) found that misfits with the organization values organization values terminated slightly faster than fits. Chatman (1989) later reported that when organizational entry produces poor person-organizational fit (P-O fit), employees are likely to leave the organization. Chan (1996) suggested that having one’s personal attributes compatible with one’s job may decrease turnover, and found that lack of job compatibility predicted turnover. Cable and Judge (1996), Cable and Parsons (1999) and Werbel and Gilliland (1999) reported that people selfselect jobs based on value congruence and that employers try to hire on that basis. Many socialization practices follow similar processes. More specifically, initial job choice and socialization are related to perceived compatibility which in turn affects turnover. Thus, a person’s compatibility with the job and organization relates ...

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... by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: each time a position is vacated, either voluntarily or involuntarily, a new employee may be hired and trained. This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. Because people have paid more attention to employee voluntary turnover or loss influencing organization in treatment of staff movement, the organization employee turnover defined by Mobley (1982) has been widely used, namely employee turnover is regarded as the “termination of the process of an individual obtaining material income from the organization”. This definition does not include the movement status of the possibly existing staff in an organization instead it adopts the wage labor contract to stipulate the relations among organization members, which easily distinguishes the shareholder status’ turnover transformation. The narrowed meaning and serviceability on the organization employee voluntary turnover concept defined by Mobley may become the foundation for most organizationa...

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...ization can cause serious loss and difficulty, especially when the turnover numbers are on the rise (Zhang et al., 2006). Studies on the voluntary turnover model have attracted much attention amongst academic and practitioners for a long time, making voluntary turnover of knowledge and management talents two major research dimensions (Eriksson, 2001; Potter and Timothy, 2003). Talented employees often comprise the organization’s core human capital, making it significant to highlight their turnover behavior influence on an organization’s competitive advantage (Lee and Steven, 1997; Shaw, 1999; HoukesInge, 2001). The obvious loss of an organization’s talent has inspired researchers and practitioners alike to identify the factors that enable organizations to promote effective talent retention and organization performance (Dalton et al., 1982; Allen and Rodger, 1999; Lee et al., 2004). This study centers on the main achievement of scholars regarding talent retention, the process of developing a retention model, and the relative perfor-mance level of leavers and non-leavers. This study also explores the contextual factors affecting organization performance and individual withdrawal decision-making as we...