Retention and Engagement of Human Capital: Causal Contribution of Perceived Organizational Prestige and Job Characteristics

Abstract

Reducing turnover intention and increasing work engagement is not just "nice-to-have" but has been shown to relate to financial and behavioural gains. The present study focused on investigating the causal contribution of perceived organizational prestige (POP) and job characteristics in turnover intention and work engagement.

The study involved 107 mid-level managers. Results revealed that POP explained a significant variance in turnover intention and work engagement. Meaningfulness and autonomy were substantial in increasing work engagement, whereas feedback was instrumental in reducing turnover intention. The findings are important for HR executives who seek ways to sustain human capital and foster employee engagement.