Purpose: This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes. Design/methodology/approach: The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit. Findings: Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation. Research limitations/implications: As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees. Practical implications: The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors. Social implications: The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success. Originality/value: The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

Gender composition in tourism management plays a critical role in shaping operational efficiency, decision-making processes, and industry growth—particularly in geosites and tourist-dependent regions. This study investigates global geospatial patterns in women’s involvement in tourism leadership, analyzing how gender dynamics influence managerial trends across various tourism sectors.Employing geospatial mapping and statistical techniques, the research draws on a comprehensive dataset that spans multiple countries and tourism contexts. It examines the regional variation in gender representation in managerial roles and its correlation with tourism performance, with a special focus on geosites—natural and cultural landmarks that attract high tourist traffic.The results reveal a marked geospatial disparity in the inclusion of women in tourism management. Regions with higher gender diversity in leadership demonstrate stronger tourism outcomes, including increased visitor engagement at geosites, more adaptive decision-making structures, and improved organizational performance. In contrast, regions with low female representation often lag in tourism growth and service quality. The study identifies cultural norms, institutional frameworks, and policy environments as key drivers of these regional differences. It underscores the importance of inclusive leadership in fostering innovation, resilience, and sustainable tourism development.The findings advocate for targeted policy measures and institutional reforms to promote gender-inclusive management structures. Ultimately, the study concludes that empowering women in tourism leadership not only addresses equity goals but also enhances sectoral dynamism, especially in geosite-rich regions—offering a strategic path toward more sustainable and resilient tourism industries.

Young employees have to make many trade-offs in their job search and are often confronted with a need for more skills and abilities. In our survey, we investigated the expectations of young employees towards employers about their level of education and the factors that influence/inhibit their job placement. The results confirmed that remuneration, motivation, an inspiring work environment, and career opportunities offered by employers play a significant role in job choice. The young employees' responses showed that they feel underprepared for the challenges of the labor market and see the solution to this problem in increasing the number of practical training hours. The study highlights the differences in the expectations of students at different levels of education and could be a starting point for further research.

This paper explores the holistic context of workforce retention. The global labour shortages in developed countries have made employers realise that in a world of scarce resources, employee wellbeing and retention are key factors in competitiveness. The aim of the research is to create a model to identify the key determinants of employee well-being and workforce retention. A quantitative research methodology was applied, using a questionnaire with 58 validated statements, completed online by the research participants (n = 406). The PLS-SEM method was used for data analysis and inner and outer modelling. The measurement model was tested for internal consistency reliability and convergent and discriminant validity. Cronbach’s α and CR values were above the 0.7 threshold for all constructions, indicating high internal consistency of measurements. In our model, there are a total of 36 significant relationships between latent variables. Based on the research results, the effect of organizational commitment on the intention to quit was determined. If the organizational commitment within an organization changes, the intention to resign changes. Thus, critical variables affecting workforce retention (benefits, promotion, communication, nature of work, coworkers, and normative commitment) have been identified, the changing of which will affect organizational commitment. The results support that if employees perceive these factors negatively, their commitment will drastically decrease.