Decades of research on turnover have demonstrated that organizations incur significant costs during the course of their efforts to retain or replace human capital (Allen, Bryant, & Vardaman, 2010). However, recent models have shifted their attention to identifying predictors of retention rather than turnover, resulting in the introduction of new constructs and proposed relationships. This dissertation draws on three frameworks - embeddedness (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001), relational job design (Grant, 2007), and commitment bond formation (Klein, Molloy, & Brinsfield, 2012) - to present an integrated theoretical model for predicting retention and performance. The study proposed examines how direct contact with beneficiaries results in employees' decisions to form commitment bonds, and polynomial regression analyses shed light on how the distribution of these commitment bonds result in varying levels of desired outcomes.
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