2026年全面奖酬现状报告（英文版）

2026STATEOFREWARDSHowRewardsandEmployees,

Beliefs

About

Their

WorkDrive

Workforce

OutcomesExecutiveReport&

AnalysisDespitethesesubstantialinvestments,employeeengagementhasfallento31%,its

lowest

levelina

decade,with

8

million

fewerengagedworkerssince2020,4

andvoluntaryquitsholdsteadyat

roughly3.2

million

per

month.5

Thisincurssignificant

costs,

asunengagedemployeesaccountforapproximately$1.9trillioninlost

productivity

nationally,6-7

withthecostofreplacinganindividualemployeerangingfromastaggering0.5x-

2xtheemployee

ssalary.8-9Takentogether,these

patterns

highlightasignificantopportunityto

rethink

rewardsthrougha

moreintentional,human-centeredapproachonethatelevatestheemployeevaluepropositionacrossthecareerlifecycleandrecognizesthatthe

beliefsthatindividuals

haveabouttheirwork(forexample,whethertheyfindit

meaningful,feelthey

matter,andseegrowthopportunities;seeFigure1)determinewhetherthose

rewardstranslateintooptimal

businessoutcomes.Conductedin

partnershipwiththe

Human

ResourcesCertification

Institute(HRCI)andthe

International

Thought

Leader

Network(ITLN),thisstudysoughttoexplorethreecore

researchquestions:

(1)whichrewardsemployeesvalue

mostacrosstheemployee

lifecycle,(2)

howemployeescorebeliefs

about

theirwork(whethertheyfindit

meaningful,feelthey

matter,andseegrowthopportunities)

shapethose

preferencesandpredictworkforceoutcomes,(3)wheregaps

mayexist

between

employeesreported

valuesandthe

potentialassumptions

held

by

managers/leaders.ThisstudyisanchoredintheWorldatWork

Rewardsframework,encompassingwell-being,

recognition,

careergrowth,compensation,and

benefits,treatingthesefive

pillars

notasisolated

elements

but

asaninterconnectedecosystemwhosecombinedeffectdeliversthe

highestvaluefororganizations.

Our

researchsurfacesanunderlyingmisalignmentatthe

core

ofthisemployeevalue

proposition,

operating

acrossthree

key

mechanisms:THEREWARDSLANDSCAPEIN2026:ASYSTEMUNDERPRESSUREWhenorganizationsinvestinpeoplewith

intention,theydon

t

just

drive

performance;they

help

people

thrivethisunderlyingprincipleiscoretoworkplace

rewards.

Employerstoday

spend

an

average

of$37

per

hourworked,or

roughly$77,000oncompensationper

employee

peryear,

making

personnel

oneofthe

largest

lineitemsoncompany

budgets.1

Beyond

base

pay,organizationsalso

invest

heavily

inother

rewardsofferings.

Nearlyalloffervariable

pay(96%)

and

merit

pay

(93%),2

while42%

offerbenefitssuchas

health

reimbursementarrangements.

Investmentin

professionaldevelopment

issimilarlywidespread,with84%offeringformal

learningopportunitiesand78%

providingcoaching

and

mentoring,3

reflectingthevastscopeandscaleofrewardsportfoliostoday.Employeesatisfaction

hasfallento31%The

lowestit’s

been

in

a

decade

/research•Thefirstisthe

rewards–

lifecyclegap.The

rewardsthat

initially

attract

candidatesto

a

job

are

often

notthesamerewardsthatdrivetheirengagementordecisionto

stay

inthe

job

asthey

advanceacrosstheircareersand

lifestages,yet

manyorganizationstreattheseasstatic

offerings.•Thesecondisanemployee

preference/manager

perception

gap.

Managers’

perceptions

ofwhat

employeesactuallyvalueintheworkplacemaynot

always

alignwith

employees’

preferences,especiallyastheyevolveacrossdifferentcareer

and

lifestages.•Finally,wefindthatemployees’

beliefsabouttheirwork

(whethertheyfind

it

meaningful,feeltheymatter,andseegrowthopportunities),arecritical

driversfor

longerterm

retention,

engagement,

and

satisfaction.Whilecompensationand

benefits

remainimportantforattractingtalent,theirabilitytosustaintheseoutcomesdependsin

partonwhetherthisbelief

layer

is

intact.The2026StateofRewardsaimstoclosetheseenduringgaps.

Bycapturing

employee

experiencesand

preferencesacrossthefulllifecycle,comparingthemwithleader

perceptions,and

how

core

beliefs

aboutwork(Figure1)shapetheeffectivenessoftheentire

rewards

portfolio,thisstudyoffers

leaderstheevidence-basedclarityandactionableinsightstostrategically

structure

a

rewards

portfoliothat

enablesthemtofullyrealizethepotentialoftheirevolvingworkforceneeds.Figure1.BeliefsthatShapehowEmployeesInterprettheirWorkBeliefswemeasuredThequestionemployees

areansweringWhatitlooks

like

intheworkplace

MeaningfulworkDoestheworkthat

Idohere

matter?Connectsdailytaskstoabroader

purpose

ConnectionDo

I

belong

here?Feels

partofateamandwillinglycollaborates

MatteringDoesthisorganizationvalue

me?Feelstheircontributionsarenoticed

andvaluedbeyondtheiroutput

ImpactDo

myactions

actuallychangeanything

here?Candrawa

linefromtheirworkto

a

result

theycare

about

GratitudeIstheresomething

here

worthappreciating?Noticesandvalueswhattheorganization

provides

ContributionsDo

I

havesomethingvaluabletooffer?Feelstheireffortsand

perspectivesare

neededandvalued

GrowthCan

I

become

more

here?Seesaclear

pathtocultivatingtheir

skills

or

advancing©2026WorldatWork.Allrightsreserved.Nopartofthisdocument

may

be

used

or

reproduced

in

any

mannerforthe

purposeoftrainingartificialintelligencetechnologiesorsystemswithoutthepriorwrittenpermissionofWorldatWork.Employeesatisfactionwithfoundational

rewardsis

reasonablystrong:benefits(77%),well-being(73%),compensation(69%),yetonly

44%

of

employeesreport

beingextremelylikelytostaywiththeiremployerinthe

nextyear.Jobexplorationiswidespread:Amongemployeesconsideringleaving,three-fourthshavesearchedforexternal

jobs,about

halfhave

applied,and38%haveinterviewed

elsewhere.Employeesarerelativelysatisfiedwiththecompensationandbenefitsthey

receive,yet

manyareactively

preparingto

leave,suggestingthatsatisfactionwiththesefactorsaloneisnotsufficientforlongerterm

retention.WhatAttractsEmployeesIsNotWhatRetains

ThemForemployees,competitivepayistablestakesacross

the

lifecycle—importantforattraction(88%),engagement

(87%),

and

retention(93%)—

butitdoes

notexplainvariation

inwhostays

and

wholeaves.Whenforcedto

prioritize,employees

rank

pay(70%),flexibility(60%),benefits(40%),and

meaningfulwork(36%)asthetopfactors

intheirdecisiontostay;meaningfulworkemergesasthedifferentiatoroncebaselineexpectationsfor

payandflexibilityaremet.TheEmployee–Manager

PerceptionGapManagerscorrectlyidentifycompetitivepayasthetop

retention

driverfortheiremployeesbutmisjudgetherewards

components.They

overestimatecareeradvancement

by15

percentage

pointsand

underestimateflexibility(–14

pp),

benefits(–8

pp),and

PTO(–6

pp).Whileemployees

prioritizeflexibility,benefits,andtimeoff,

managersthinktheiremployeeswantcareeradvancement.Despitethis

misalignment,almost7in10managersreport

being

extremelyorveryconfidentintheir

understandingofwhatemployeesvalue.ManagersreportthelowesteNPSofany

role

level

(23.2%

promoters)andweakersatisfactionacrosscareerdevelopment,recognition,andcompensation.Theworkforcesegmentmostresponsiblefordeliveringthe

rewardsexperienceisitselfthe

leastsatisfiedand

least

likelytoadvocatefortheorganization.

KEYINSIGHTSTheRewards

ParadoxThe2026State

of

Rewards

Report5ACTIONABLERECOMMENDATIONS

FORLEADERSMaprewardsinvestmentagainstretention

risk–thepillarswhereorganizationsinvestthe

most

resources

may

not

betheoneswhereretention

risk

lives.Designtheemployeevaluepropositionasadynamicofferingthatshiftsacrosstheemployeelifecycle.Buildfeedbackloopsonrewards

preferencestoequip

managers–thesegmentresponsiblefordeliveringthe

rewardstotheiremployees--theinsightsonwhattheiremployeesactuallyvalue.Investinthemanagerexperience–when

managersare

dissatisfiedandunderresourced,

evenwell-designedrewardsportfolioscanlosefidelity

before

reaching

employees.Measurethebeliefsthatemployeeshavewiththeirwork

(e.g.,whethertheyfindit

meaningful,feelthey

matter,andseegrowthopportunities),tounderstandthe

holistic

employeeexperienceandsurfaceanycultural

gaps.The

rewardscomponentswiththe

highestsatisfactionscores–compensationandbenefits–aretheweakestpredictorsofretention,whereasthe

rewardswiththe

lowestsatisfaction–

careerdevelopmentandrecognition–arethestrongest.Thesame

pattern

holdsforeNPS–well-being,careerdevelopment,and

recognitionarethe

strongestdriversofeNPS.Employees’core

beliefsabouttheirwork(e.g.,whethertheyfindit

meaningful,feelthey

matter,

andseeopportunitiestogrow)shape

howemployeesevaluate

rewards.

High-beliefemployees

rankmeaningfulworkabovepayasa

retentionfactor;

low-beliefemployees

flipthis

order.©2026WorldatWork.Allrightsreserved.Nopartofthisdocument

may

be

used

or

reproduced

in

any

mannerforthe

purposeoftrainingartificialintelligencetechnologiesorsystemswithoutthepriorwrittenpermissionofWorldatWork.HowRewardsandBeliefsImpactthe

Bottom

Line

/researchThe2026State

of

Rewards

ReportMETHODSDatawerecollectedviaanonlinesurveydistributedacrossWorldatWork,

International

Thought

Leader

Network(ITLN),andThe

Human

ResourceCertification

Institute(HRCI)

databasesfromJanuary

19,

2026

through

February25,2026.Atotalof1316fullresponseswerereceived.The

marginoferrorforthecompletedsampleis±2.7%atthe95%confidence

level.

Becausethesurvey

allowed

respondents

to

select

multipleitemsoncertainquestions,

reportedsamplesizesfor

individual

items

may

exceedthe

total

numberoffull

responses.

Datawasanalyzedthrough

univariate,crosstabulation,and

multivariate

analyses.RESPONDENTPROFILEAtotalof1,316full

responseswere

received.Thesampleis

predominantlydrawnfrom

HumanResourcesand

PeopleOperations(83%),withthe

mostcommonspecializations

beingCompensation

andSalaryAdministration(27%),

HRGeneralist(20%),

and

Total

Rewards

Strategy

(12%).ORGANIZATIONALOVERVIEWThesample

representsa

broadcross-sectionoforganizationtypes.Thereis

a

relatively

evendistributionoforganizationsizes,with

mostfallinginthe

mid-sizeto

large

range(23%employ1,000–4,999workers)andonly9%

representingthesmallestorganizations(1–49

employees).

Forty

percent

are

privately

held,22%are

publiclytraded,and

morethanathird(33%)

operate

in

public

and

social

services

industries,includingeducation,government,andhealthcare.When

asked

abouttheir

organization’sfinancial

performancein2025,

responsesfollowedaroughly

normaldistribution

—

athird

saidtheydid

prettywell,while21%saidthey

justgot

byandanother

21%

saidthey

didvery

well.

On

the

HR

front,

31%

reportedsuccessfully

launchinga

major

HRinitiativeinthe

pastyear,25%

improved

employeeengagementorsatisfactionscores,and24%

received

positive

recognitionfrom

leadershipfor

HR

performance.7Individualcontributorsconstitutethelargest

rolegroup(n=500),followedclosely

bySenior

Leadership(n=492)and

Mid-level

Management(n=324).Most

respondentsare

middle-aged(45–64),

female,andwhite,witha

post-secondary

education.Workarrangementsare

distributedacrosson-site

(32%),

hybrid(25%),

and

fully

remote(21%).Nearlythree-quarters

(72%)

have

beenintheir

rolefor2-5yearsor

more.Nearly

allrespondentsarefull-timeemployees(96%).▲Butacloser

looktellsadeeper

pattern.Whiletop-linesatisfactionis

strong,there

is

considerablevariationacross

pillars.Careerdevelopmentandrecognition

stand

out,with

almost

athird

ofemployees

(30%)

report

neutralsatisfactionwithcareerdevelopment,and28%are

neutral

on

recognition.

Whileneutral

ratingsare

notdissatisfaction,theyare

notendorsementeither,andthey

suggest

a

gap

between

headlinesatisfactionscoresandhowemployeesactually

experiencethese

rewards

dayto

day.Thatgap

becomessharperwhensatisfactionisexaminedalongside

retention

intent.

Only

44%

ofemployeesreportbeingextremelylikelytostaywiththeir

employer

inthe

nextyear,

despite

reporting

strongsatisfactionwith

most

rewardscategories.

Employeeswithweaker

retentionintentalsoreporthigherdissatisfactionacrossthe

board.Theconnectionbetween

rewardssatisfaction

and

commitmentKEYFINDINGSRewardsParadox:Employeesarerelativelysatisfiedwithbenefits

and

compensation,yet

many

are

consideringleaving.Across

rolesandresponsibilities,employeesreportgenerally

strong

satisfactionwiththeir

rewards

—

rangingfrom

51%satisfiedwithcareerdevelopment

upto77%for

benefits.Onthe

surface,these

numberssuggestthatmostorganizationsaredelivering

rewards

packagesthat

meetemployeeexpectations.©2026WorldatWork.Allrightsreserved.Nopartofthisdocument

may

be

used

or

reproduced

in

any

mannerforthe

purposeoftrainingartificialintelligencetechnologiesorsystemswithoutthepriorwrittenpermissionofWorldatWork.

/researchThesesatisfactionpatternstakeonaddedweightwhenpairedwith

employees’

reported

experiencesofcareer

progression.Almost

half(46%)saytheirorganizationdoes

notinvest

intheirgrowth

as

aprofessional,andanother55%reportthattheskill

development

opportunities

availabletothem

are

not

relevanttotheworktheydo.Together,thesefindingsconnectlowsatisfactionwithcareer

development

toabroaderpatternoflimited

organizational

investment

in

employee

growth,with

direct

implicationsfor

retention.tostayisexpected,

butthefactthatstrongsatisfactioncoexistswithsoft

retention

intent

pointsto

somethingthatsatisfactionscoresalonearenot

capturing.The2026State

of

Rewards

Report9Employees’ownwordsadd

nuancetothisdynamic.Whenaskedwhat

makesa

greatworkplace

orwhat

matters

mostatwork,respondentspointedtobothfoundational

elements

—

competitive

compensation

andwell-structured

rewards—andtothe

lesstangible

butequallyimportantfactors:

meaningfulconnections,opportunitiesforgrowth,andasensethatstaying

isworth

morethan

just

a

paycheck

(see

Figure2).Figure2InTheirOwnWords“What

mattersto

meisincentive

pay,competitivesalary,beingabletotravelsomeforwork,careeradvancementopportunities,recognitionand

professionalgrowthopportunities.I

alsovaluecommunity.”“Senior

management

mustcreateaculturethatdemands

usingassessmenttoolstohirepeoplethat

legallyfittherequirementsforeverypositionthatincludeseducation,experience,personalitytype,andstrengths.Thenthey

must

haveaformaldevelopmentplanwithtrainingtiedintoallemployees’performance

appraisals.Rewardsforteamsandindividualsshould

becelebratedthroughouttheorganization.”Givenstrongoverallsatisfactionscores,onemight

expect

employeesto

also

bestrong

advocatesfor

theirorganization,

buttheyare

not.

Promoters(36%),

passives(35%),and

detractors

(28%)

are

nearly

evenlysplit,witha

meaneNPSscoreof2.1,

suggestingthat

satisfactionwith

rewards

is

nottranslating

intoenthusiasmfortheorganization.This

lukewarmadvocacyisconsistentwithemployeebehaviors;

job

exploration

iswidespread,with

75%

ofthoseconsidering

leaving

havingsearchedforexternal

jobs,52%

havingapplied,and38%

havinginterviewedelsewhere.Thesefindings

reinforceaconsistent

pattern:organizationsareinvesting

heavily

in

rewards,yet

workforcestability

remainsfragile,adynamicwell-documentedinbroader

researchfindings.10-11Whatattractsemployeesarenotwhatretainsthem:Compensationattracts;flexibilitysustains;

meaningfulworkdifferentiates.©2026WorldatWork.Allrightsreserved.Nopartofthisdocument

may

be

used

or

reproduced

in

any

mannerforthe

purposeoftrainingartificialintelligencetechnologiesorsystemswithoutthepriorwrittenpermissionofWorldatWork.

/researchThe2026State

of

Rewards

ReportAcommonassumption,andonethis

study

set

outtotest,isthatwhatattractsemployeestoan

organization

is

not

necessarilywhat

keepsthemovertime.Toexplorethis,thesurveyexaminedhowtheimportance

ofdifferent

rewardsfactorsshiftsacrossthreestages

oftheemployeelifecycle:attraction,engagement,andretention.Competitive

base

pay

remainsconsistentlyimportant

throughout—

rated

highlyfor

joining(87.6%),staying

engaged(87%),and

long-term

retention(92.8%).Beyond

pay,

however,the

patternshifts.Workflexibility

growssharplyacrossthe

lifecycle,

risingfrom68%atattractionto85%forengagement

and

88%forretention,

makingitoneofthefastest-accelerating

driversinthefindings.Meaningfulworkfollowsadifferentpattern—itemergesasatopfactor

only

after

baselineexpectationsfor

payandflexibilityaremet,suggesting

thatoncefoundationalneedsaresecured,

employeesbeginweighingwhethertheworkitselfgivesthemareasontostay.Whenforcedtochoosetheirtopthree

factorsforstaying

long-term,employees

rankthemas

follows:

pay(70%),flexibility(60%),

benefits(40%),

and

meaningfulwork(36%).PeopleleadersmisdiagnosewhattheiremployeesvalueManagersandemployeesarecloselyalignedonthetoptwo

rewardsthat

drive

retention(competitive

payandflexibility),

buttheir

prioritiesdivergeonthe

remaining

rewards.Whenaskedtoidentifythetop

rewardsthatdrivelongtermretentionfortheiremployees,

managers

rankcompetitive

pay

asthetop

factor(77%),consistentwithwhatemployeesalso

report(70%).

But

perception

gaps

emergewhen

itcomestocareeradvancement,flexibility,

benefits,and

paidtimeoff.11Figure3InTheirOwnWords“Thereshouldbeacommunication

channel

betweenmeand

upper

managementtoachieve

better

results

andprovidefasterfeedback.”“Havingadifferentmanagerwho

is

supportive

andprovidesopportunitiesfor

professionalWhileemployeesvaluesustainabilitywhendeliveredthroughrewardsincludingworkflexibility(60%),

benefits(40%),and

paidtimeoff(31%),

managersemphasize

careertrajectory,with

almost

4

in

10reportingcareeradvancementisatopdriverfor

employees,

comparedto

just1

in

5

employees

actuallyprioritizingthis

reward.This15

percentagepointdiscrepancyisthesingle

largest

gap

inthefindings.Managersalso

underestimatetheimportanceofflexibility(-14

pp),

benefits(-8pp),and

paidtimeoff(-6pp),suggestingthat

managersemphasizetherewardcomponentsthatemployeesshouldvalue–professionaldevelopment,mobility,andgrowth,

ratherthantheonesthatactually

matterforthem.Despitethesegaps,

most

managersareconfidentin

understandingwhattheiremployeesvalue.

Nearly

7in10(68%)

report

beingextremelyorveryconfident

intheir

understanding

ofwhatemployeesvalue,

andonly2.5%acknowledge

lowconfidence.Theimplication

isthat

managers

are

not

uncertain,

butthattheyareconfidentlymiscalibrated.Thefeedbackloopsthatwould

allowthemtoseethe

gap

and

correctcourseareeitherabsentor

producing

misleadingsignals.

This

matters

because

managers

are

theprimarychannelthroughwhichrewardsstrategy

reachesemployees.

developmentandcareeradvancement.”“All

levelsofmanagementtrusting

HRtodotheir

jobinsteadof

managementthinkingthey

know

HR

better.”“Haveamorecohesivemanagementteam-each

knowingtheirrolesandperformingatthetopoftheirabilitieswhile

using

allavailable

resources.”©2026WorldatWork.Allrightsreserved.Nopartofthisdocument

may

be

used

or

reproduced

in

any

mannerforthe

purposeoftrainingartificialintelligencetechnologiesorsystemswithoutthepriorwrittenpermissionofWorldatWork.

/researchEmployees’own

responses

reinforcethis

pattern.Whenaskedwhatsinglechangewouldhavethegreatestimpactontheir

jobsatisfaction,aconsistentthemeemerged:the

desirefor

management

built

ontrust,communication,andsupport(see

Figure3).Thechallenge

runsdeeperthan

perception.Consistentwithexisting

research,12-15

managers

reportweakersatisfactionacrosscompensation,

recognition,andcareerdevelopment,

and

arethe

least

likely

to

be

NPS

promoters,comparedtoindividualcontributors,directors,andVP

level

respondents.This

may

presentachallengefororganizations,asthegroup

responsibleforimplementing

organizational

rewards

strategyintodailyemployeeexperiencesarethemselvesamongthe

least

satisfied

and

least

likelyto

recommendtheir

respectiveorganizations.Whenthisimplementation

layerisstrained,evenwell-

designedrewardsstrategieslosefidelitybeforethey

reachtheemployeesthey

are

intendedto

serve.Closingtheperceptiongapthereforerequiresbuildingthestructuralfeedback

mechanismsthat

allow

managersto

haveclarityintowhattheiremployeesactuallyvalue,whilesimultaneously

investing

inthe

managerexperienceitselfsothattheyarepositionedtoeffectivelysupport

and

deliverthe

rewardsportfolio.Therewardsthatpredictretention/employeeadvocacyandhow

beliefsshapethese

outcomesWhen

lookingatsatisfaction

ratingsacrossthefive

rewards

pillars,employees

report

highsatisfaction

withfoundational

rewardssuchas

benefits(77%),well-being(73%),and

compensation

(69%),

butlower

levelsofsatisfactionfor

recognition(58%)andcareerdevelopment(50%).

A

regression

analysis

demonstratesthatthesesatisfactionrankingsinvertwhenitcomesto

predicting

retention.The

pillarswiththe

highestsatisfactionscores–compensationandbenefits–

aretheweakestpredictorsofwhetheremployeesintendtostay,andthepillarswiththe

lowest

satisfaction

scores–recognitionandcareerdevelopment–arethestrongestpredictors.

Employees

dissatisfied

with

career

developmentare~1.9xtimes

more

likelytosaytheyareextremely

unlikelytostay,those

dissatisfiedwithwell-beingare~1.7x

more

likelyto

report

low

retentionintent,andthosewith

lowsatisfactionwith

recognitionare~1.5x

more

likelyto

report

low

retentionintent.Andwhileit’s

broadly

knownintheresearchlandscapethatorganizationswhoofferrobustcareer

development

opportunities

have

higher

ratesofengaged

learnersand

jobpromotions,managersupport

lagsthese

aspirations.The2026State

of

Rewards

Report13©2026WorldatWork.Allrightsreserved.Nopartofthisdocument

may

be

used

or

reproduced

in

any

mannerforthe

purposeoftrainingartificialintelligencetechnologiesorsystemswithoutthepriorwrittenpermissionofWorldatWork.“Currently

mycolleaguesand

Iarestrugglingwith

a

disconnectbetweenourvaluesandthecompany’s.Although

Iamabletodogoodwork

and

make

adifferenceinsmallways

I

remainconflictedaboutwhetheritis

worth

it

overall.”“...atsome

pointoncethe

money

matchestheamountneededtolivecomfortablyandalignedwith

jobexpectationsand

responsibilities,itbecomes

more

abouthowconnectedyouaretotheworkandyour

coworkers.Theearlierthat

money

becomes

lessofanissue,the

morethatthe

realfactorspertainingdirecltytotheworkcomeinto

playandpushorganizationsto

movefromgoodForinstance,

recent

research

hasshownthatonly15%ofemployeessaytheir

manager

helpedthembuildacareer

plan,whilealmost

halfsaya

lackofgood

career

advice

has

hurttheir

job

trajectory.16-17

Yet

evenascareerdevelopmentemergesasthestrongest

retention

predictor,the

rewards

pillarsthat

have

historically

receivedthe

mostinvestmenttelladifferentstory.Compensationand

benefits

appeartofunctionastablestakes;theirabsencecreatesdissatisfaction,buttheir

presence

does

not

differentiate

employeeswhoarecommittedfromthosewantingtoleave.Thesametrendsarereflectedforemployeeadvocacy,withwell-being,career

development,

an