When employees leave an organisation, they take their human capital with them. They also take with them any investment that the training organisation may have done to enhance their human capital, both in terms of firm-specific and general skills. Employee turnover has been identified as a major cause for the under-provision of training in companies (Royalty, 1996, Brunello & De Paola, 2009).
Authors
- Catalogue number
- TI-BA-24-004-EN-N
- Citation
- Cedefop and Russo, G., Human capital utilisation, quiet quitting and employee retention , Publications Office of the European Union, 2024, https://data.europa.eu/doi/10.2801/229379
- DOI
- https://data.europa.eu/doi/10.2801/229379
- ISBN
- 978-92-896-3781-7
- ISSN
- 1831-2403
- Pages
- 56
- Published in
- Belgium
- Themes
- Education policy , Labour market — Free movement of workers
Table of Contents
- Acknowledgement 4
- Contents 5
- Tables and figures 6
- Chapter 1. Introduction 7
- Chapter 2. Utilisation of skills at work 9
- 2.1. Human capital as an organisational resource: the importance of performance 9
- 2.2. The employment relationship: the deal at work 10
- 2.3. Employment relationship and the investment in human capital 11
- Chapter 3. Data and variables 13
- 3.1. The data set 13
- 3.2. Dependent variables 14
- 3.3. Independent variables 15
- 3.4. Employment relationship: importance of human capital, requirements, and inducements 15
- Chapter 4. Empirical results 18
- Chapter 5. Conclusions 23
- References 25
- Acronyms 34
- Annex A. Descriptive statistics 35
- Annex B. Latent class analysis relative to the balance between requirements and inducements 42
- Annex C. Full set of estimates 45
