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A comparative qualitative case study design uses 15 semi-structured interviews with managers and employees. Thematic analysis and cross-case coding contrast managerial assumptions with employee experiences within each firm, then compare patterns across contexts. Results highlight strong managerial focus on intrinsic motivators, while employees report inconsistencies in career progression and task clarity, plus critical roles for manager interaction, team cohesion, and communication practices.",{"@graph":69,"@context":121},[70,84,104],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/employee-retention-comparing-managerial-versus-employee-perspectives/640458/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":98,"encodingFormat":97,"isAccessibleForFree":99,"interactionStatistic":100},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/employee-retention-comparing-managerial-versus-employee-perspectives/640458.png","ImageObject",300,407,{"name":92,"@type":93},"SANS","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-10-22",true,{"@type":101,"interactionType":102,"userInteractionCount":4},"InteractionCounter",{"@type":103},"ViewAction",{"@type":105,"mainEntity":106},"FAQPage",[107,113,117],{"name":108,"@type":109,"acceptedAnswer":110},"What research design and data sources are used in the study?","Question",{"text":111,"@type":112},"The study applies a comparative qualitative case study design. 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A comparative qualitative case study design was applied. Data was collected through 15 semi-structured interviews with managers and employees. A thematic analysis and cross-case coding were used to contrast managerial assumptions with employee experiences within each company, after which patterns were compared across the two contexts.  \nThe results showed that a strong emphasis was placed by management on intrinsic motivators, such as meaningful work and professional development. However, employees reported inconsistencies in the practical implementation of these values, particularly in career progression and task clarity. Most notably, the quality of interaction between employees and their immediate managers, along with a sense of team cohesion, emerged as critical factors in shaping retention decisions, regardless of national context. Communication practices also revealed a misalignment: while transparency and openness were promoted at a strategic level, employees often experienced a lack of timely or clear information about organizational changes and individual performance expectations.  \nThe findings suggest that similar motivational mechanisms operate in both companies but produce different effects depending on contextual factors. The study contributes to the understanding of how strategic retention efforts can be more effectively grounded in employees’ experiences within distinct national environments.  \nKey words: employees, employee retention, IT industry, managers, motivation, Sweden, Ukraine  \nThank you  \nWe would like to first and foremost thank all of those who participated in this study for having provided the foundation for our work. Thank you for your participation, insights, and for sharing your perspectives.  \nWe also want to thank our supervisor, Rikard Larsson, for his guidance along the way.  \nAdditionally, we want to acknowledge the support of the Swedish Institute, whose scholarship funding made it possible for one of the authors to pursue studies at Lund University and write this thesis.  \nWe are especially thankful to our families for their encouragement and support, and to our university friends for the shared laughs, thoughtful discussions, and the motivation to constantly improve. Your presence made this journey the most memorable.  \nJenny & Valeriia  \nAbbreviations  \nHQ Headquarters  \nHR Human Resources  \nIT Information Technology RQ Research Question  \nTable of Contents  \n1. Introduction............................................................................................................................ 7  \n1.1 Problem Statement.............................................................................................................. 8  \n1.2 Purpose................................................................................................................................ 9  \n1.3 Research Questions............................................................................................................. 9  \n1.4 Demarcations..................................................................................................................... 10  \n1.5 Thesis Outline.................................................................................................................... 11  \n2. Theoretical Framework........................................................................................................ 12  \n2.1 Definitions of Turnover and Retention..........................................................","cbCaivGQy4VhPdYD","https://ap.wps.com/l/cbCaivGQy4VhPdYD","pdf",1483949,79,"English","# Introduction\n## Problem Statement\n## Purpose\n## Research Questions\n## Demarcations\n## Thesis Outline\n# Theoretical Framework\n## Definitions of Turnover and Retention\n## Historical Perspective on Employee Retention\n## Rubenstein et al.’s Meta-analysis on Employee Retention\n## Alvesson and Sveningsson’s Motivation Triangle\n## Managerial Approaches to Employee Retention\n## Alignment and Misalignment in Strategic HR Management\n## Summary of the Theoretical Framework\n# Methodology\n## Research Design\n## Case Selection\n## Sampling\n## Data Collection\n## Ethical Considerations\n## Data Analysis\n## Methodological Discussion\n## Limitations\n## AI Contributions","[{\"question\":\"What research design and data sources are used in the study?\",\"answer\":\"The study applies a comparative qualitative case study design. It draws on 15 semi-structured interviews with managers and employees in the two IT companies.\"},{\"question\":\"Which managerial priorities are emphasized, and how do employees respond?\",\"answer\":\"Management strongly emphasizes intrinsic motivators such as meaningful work and professional development. Employees, however, report inconsistencies in implementation, especially regarding career progression and task clarity.\"},{\"question\":\"What factors are found to be critical for employee retention decisions?\",\"answer\":\"The study identifies the quality of interaction with immediate managers and a sense of team cohesion as critical factors. Communication misalignment also affects how employees experience organizational changes and performance expectations.\"}]","Employee retention - Comparing managerial versus employee perspectives | PDF",199]