Motivators and employee turnover in the context of Employee Value Proposition in Slovak companies
Motivators and employee turnover in the context of Employee Value Proposition in Slovak companies

Summary/Abstract: Research background: Currently, companies are facing a growing need not only to recruit but, above all, to retain qualified employees. In this context, employer branding has a significant role in building an attractive employer image. An important part of this strategy is the Employee Value Proposition, i.e., the elements and working conditions that serve as motivation for employees. As a result, more attention is being focused on the overall picture of the relationship between the Employee Value Proposition, motivation, and turnover. Purpose of the article: The research aimed to analyse which elements of the Employee Value Proposition are emphasised by companies in Slovakia in their communication with employees, which motivators are perceived as the most important, and what specific measures companies use to reduce staff turnover. The intention was also to compare the approaches of small and medium-sized enterprises with large companies and to identify their common features or differences. Methods: The secondary data obtained were analysed using qualitative analysis, specifically thematic analysis, which consisted of several steps: data collection, sorting, file creation, axial coding, and evaluation. Findings & Value added: Research has shown that small and medium-sized enterprises emphasise flexibility, freedom, and cultural engagement, while large enterprises prefer stability, innovation, and systematic benefits. In terms of motivators, small and medium-sized enterprises rely on non-financial values, while large companies rely on stability, benefits, and international opportunities. The key retention tools are work flexibility and employee development. The study contributes to the identification of different approaches of companies to EVP, motivation, and possible measures against employee turnover.

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