TY - JOUR

AB - Purpose This paper aims to explain that job‐hopping has become more common in
recent years, partly because of globalization, greater short‐termism, shortened
product life‐cycles and growing and vanishing markets. Design/methodology/approach
The paper provides the results of a survey of four chief executives from the
metalworking industry, and one from a four‐star hotel within a management center,
to back up claims that training is helping to discourage employees from job‐hopping
in rural south Germany. Findings The paper claims that job‐hopping may be more of a
problem in urban than in rural areas, among lower‐paid employees and among people
working in fast‐growing economies. Practical implications The paper highlights some
of the advantages firms can gain if their employees stay for longer than the
average 3.3 years. Social implications The paper reveals that numerous German
organizations strive to train a certain number of young people – often more than
required for the company – and develop key skills within the employment market.
This includes an agreement with unions to employ these trainees for a minimum of 12
months after the training period is completed. Originality/value The paper reveals
that the cost of replacing an employee is, on average, between 100 percent and 125
percent of his or her annual salary, so retention is financially important.
VL - 21
IS - 1
SN - 0967-0734
DO - 10.1108/09670731311296492
UR - https://doi.org/10.1108/09670731311296492
AU - Leidner, Sarah
AU - Smith, Simon M.
PY - 2013
Y1 - 2013/01/01
TI - Keeping potential job‐hoppers' feet on the ground
T2 - Human Resource Management International Digest
PB - Emerald Group Publishing Limited
SP - 31
EP - 33
Y2 - 2021/11/17
ER -