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This paper argues that employee retention remains a key priority for many employers, even as they become less likely to offer stable employment. In the face of increased job insecurity, researchers have shown that workers have adopted personalized career progression strategies that emphasize inter-firm mobility. Such strategies heighten employer concerns about employee turnover. The paper argues that the industrial relations literature would gain from closer study of organizational practices that restrict employee mobility, i.e., “worker capture strategies.” Such practices stand out from other mobility-reducing ones because they are unilateral and aim to reduce turnover without necessarily fostering a sense of commitment or loyalty among employees.

Publisher: Département des relations industrielles de l’Université Laval