Overview of key literature
| Author(s) | Year | Retail setting | Extension to industry-level analysis | Working conditions | Employee retention intentions | Employee loyalty | Key findings |
|---|---|---|---|---|---|---|---|
| Berthon, P., Ewing, M. and Hah, L.L. | 2005 | No | No | x | The study develops the EmpAt scale to measure potential employees’ perceptions of employer attractiveness, naming working conditions like team, career opportunities and above-average salary | ||
| Burmann, C., Schaefer, K. and Maloney, P. | 2008 | No | Yes | x | The study shows that industry image has a strong influence on employer brand image | ||
| Chandra, S., Ghosh, P. and Sinha, S. | 2023 | Yes | No | x | x | The study finds that transformational leadership increase retail employees’ intention to stay, with this effect occurring through stronger organizational identification | |
| Davies, S., Nguyen, T., Stoermer, S., Froese, F.J. and Budhwar, P. | 2025 | No | Yes | x | The study finds that key industry image dimensions (pay, sincerity, innovativeness, and prestige) significantly influence organizational attractiveness | ||
| Ek Styvén, M., Näppä, A., Mariani, M. and Nataraajan, R. | 2022 | No | No | x | x | The study shows that opportunities for creativity and innovation, along with competitive compensation, strongly enhance employees’ intention to stay | |
| Foster, C., Whysall, P. and Harris, L | 2008 | Yes | Yes | x | x | The study finds employee loyalty in retail to be multi-dimensional, involving commitment to the industry, the organization and the store | |
| Gelencsér, M., Kömüves, Z.S., Hollósy-Vadász, G. and Szabó-Szentgróti, G. | 2025 | No | No | x | x | The study shows that nature of work, benefits and co-worker relationships significantly influence employee retention, with normative and organizational commitment being key retention drivers | |
| Kearney, T., Coughlan, J. and Kennedy, A. | 2023 | Yes | No | x | x | The study says that the physical work environment influences employee loyalty by enhancing satisfaction and positive emotional experiences at work | |
| King, C. and Grace, D. | 2010 | No | No | x | x | The study validates a model of employee-based brand equity, showing that strong internal branding significantly enhances employee behavior and fosters organizational benefits linked to loyalty and commitment | |
| Machova, R., Zsigmond, T., Zsigmondova, A. and Seben, Z. | 2022 | Yes | No | x | x | x | The study finds financial incentives as key motivators, but poor communication, lack of decision-making power, job insecurity and high work pace negatively affect employee loyalty and retention |
| Masters, T., Swenson, M. and Rhoads, G.K. | 2025 | Yes | No | x | x | x | The study shows that job characteristics, psychological factors, organisational and family support strongly influence retail employee job satisfaction, making strategic retention efforts essential in competitive retail |
| Park, J., Ahn, J., Hyun, H. and Rutherford, B.N. | 2021 | Yes | No | x | x | x | The study finds that perceived organisational support increases employees’ affective commitment and reduces emotional exhaustion, which in turn lowers their propensity to leave |
| Singh, D. | 2019 | No | No | x | x | x | The study highlights that a combination of traditional and modern retention methods, including leadership style, autonomy, career opportunities and flexible work, are key drivers of employee retention and loyalty |
| Own work | 2026 | Yes | Yes | x | x | x | Our study shows that salary and growth, task and team, work-life balance and customers influence retail employees’ industry loyalty, while retention intentions mediate relationships between organizational and industry levels |
| Author(s) | Year | Retail setting | Extension to industry-level analysis | Working conditions | Employee retention intentions | Employee loyalty | Key findings |
|---|---|---|---|---|---|---|---|
| Berthon, P., Ewing, M. and Hah, L.L. | 2005 | No | No | x | The study develops the EmpAt scale to measure potential employees’ perceptions of employer attractiveness, naming working conditions like team, career opportunities and above-average salary | ||
| Burmann, C., Schaefer, K. and Maloney, P. | 2008 | No | Yes | x | The study shows that industry image has a strong influence on employer brand image | ||
| Chandra, S., Ghosh, | 2023 | Yes | No | x | x | The study finds that transformational leadership increase retail employees’ intention to stay, with this effect occurring through stronger organizational identification | |
| Davies, S., Nguyen, T., Stoermer, S., Froese, F.J. and Budhwar, P. | 2025 | No | Yes | x | The study finds that key industry image dimensions (pay, sincerity, innovativeness, and prestige) significantly influence organizational attractiveness | ||
| Ek Styvén, M., Näppä, A., Mariani, M. and Nataraajan, R. | 2022 | No | No | x | x | The study shows that opportunities for creativity and innovation, along with competitive compensation, strongly enhance employees’ intention to stay | |
| Foster, C., Whysall, | 2008 | Yes | Yes | x | x | The study finds employee loyalty in retail to be multi-dimensional, involving commitment to the industry, the organization and the store | |
| Gelencsér, M., Kömüves, Z.S., Hollósy-Vadász, G. and Szabó-Szentgróti, G. | 2025 | No | No | x | x | The study shows that nature of work, benefits and co-worker relationships significantly influence employee retention, with normative and organizational commitment being key retention drivers | |
| Kearney, T., Coughlan, J. and Kennedy, A. | 2023 | Yes | No | x | x | The study says that the physical work environment influences employee loyalty by enhancing satisfaction and positive emotional experiences at work | |
| King, C. and Grace, D. | 2010 | No | No | x | x | The study validates a model of employee-based brand equity, showing that strong internal branding significantly enhances employee behavior and fosters organizational benefits linked to loyalty and commitment | |
| Machova, R., Zsigmond, T., Zsigmondova, A. and Seben, Z. | 2022 | Yes | No | x | x | x | The study finds financial incentives as key motivators, but poor communication, lack of decision-making power, job insecurity and high work pace negatively affect employee loyalty and retention |
| Masters, T., Swenson, M. and Rhoads, G.K. | 2025 | Yes | No | x | x | x | The study shows that job characteristics, psychological factors, organisational and family support strongly influence retail employee job satisfaction, making strategic retention efforts essential in competitive retail |
| Park, J., Ahn, J., Hyun, H. and Rutherford, B.N. | 2021 | Yes | No | x | x | x | The study finds that perceived organisational support increases employees’ affective commitment and reduces emotional exhaustion, which in turn lowers their propensity to leave |
| Singh, D. | 2019 | No | No | x | x | x | The study highlights that a combination of traditional and modern retention methods, including leadership style, autonomy, career opportunities and flexible work, are key drivers of employee retention and loyalty |
| Own work | 2026 | Yes | Yes | x | x | x | Our study shows that salary and growth, task and team, work-life balance and customers influence retail employees’ industry loyalty, while retention intentions mediate relationships between organizational and industry levels |
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