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Human resources are among the vital and dynamic resources of any organization. The biggest challenge for organizations is motivating them to stay. This paper explored, keeping into account the importance and sensitivity of the issue of retention in any organization, the reasons why employees stayed long in their workplace, a pastry shop, and restaurant.
This qualitative-phenomenology research was conducted with three conversation partners who are employees who stayed for at least fifteen years in the pastry shop and restaurant industry. Data were collected through a series of voice recorded interviews with a gap of at least seven days between each interview. Ethical considerations were presented and discussed through an informed consent was signed by the conversations partners. Rigors were established using member checks for credibility, code-recode strategy for dependability, purposive sampling and rich description for transferability, and data audit for confirmability. Data were analyzed following Colaizzi's method of data explication.
The employees who stayed long in their workplace highlighted that the business owners’ choice of applying paternalistic-benevolent management made the employees feel secure. What the employers provided to their employees prompted the people in the organization to contribute more. Capital intensive production made employees’ feel physically comfortable with their work. Marilyn Carlson’s view of creating a great place for great people to do great work was evident in the organization’s strategy of making their employees feel valued which resulted in honest and loyal people in their organization. Trust and confidence of the employers urged the employees to accept greater responsibilities. The happiness of the employees in their workplace motivated them to stay. All these emergent themes affirm many previously conducted studies on varied reasons why organizations were able to engage and retain their people.