Exploring Employee Perceptions of Best Practices that Support Long-Term Retention in a Foreign-Invested Manufacturing Company in Thailand
Keywords:
Perceived Organizational Support, Compensation, Workload, Leadership Style, Career Development, Employee’s Long-term RetentionAbstract
This study explores determinants influencing long-term employee retention at Hong Zin Tai Industry Company Limited in Thailand. Using Organizational Support Theory, Social Exchange Theory, and Herzberg’s Two-Factor Theory, the research examines how workplace practices, leadership styles, compensation, and workload management impact production workers' intention to stay. Data from interviews with eight employees were analyzed using the Appreciative Inquiry 5D framework and SOAR analysis. Results show that perceived organizational support, approachable leadership, fair compensation, and manageable workloads are key factors in retention. Employees placed less emphasis on career development, highlighting a gap between theory and practice. Retention priorities change over the employee lifecycle, with newcomers valuing integration, mid-tenure staff seeking fairness, and long-tenured employees valuing stability and relationships. Effective retention strategies in small manufacturing settings should focus on tangible support, organizational care, and consistent leadership, while reevaluating development pathways. These findings contribute to HR management in foreign-invested manufacturing enterprises, highlighting the importance of adaptable retention approaches.
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