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This article sets forth the Organizational Model of Employee Persistence, influenced by traditional turnover models and a student attrition model. The model was developed to clarify the impact of organizational practices on employee turnover from a human resource development (HRD) perspective and provide a theoretical foundation for research on that topic. What is unique about this unified longitudinal model in which organizational factors that impact human resources are the focal point is that these organizational factors are hypothesized to be symbiotically and reciprocally linked to key individual variables-intention, goals, commitment, and satisfaction. Implications include evaluating HRD practices on the basis of reduced costs of turnover, thus enhancing the strategic role of HRD in organizations.Employee turnover is a concern to human resource development (HRD) professionals whose goal it is to develop human expertise. The purpose of this article in presenting a theoretical model of employee turnover is to clarify the impact of organizational practices on employee turnover and provide a foundation for research and theory development on employee turnover from an HRD perspective. Such a model could offer HRD professionals further rationale for evaluating their practices on the basis of reduced costs of turnover, thus enhancing their strategic role in the organization while fostering developmental goals at the individual level.The introduction establishes the rationale for developing the emergent model by identifying shortcomings of existing turnover models. Foundational turnover models are then reviewed in greater detail. The educational attrition model so instrumental in developing the emergent model is presented, and the Organizational Model of Employee Persistence is introduced. The article concludes with a brief discussion and implications for HRD practice, research, and theory development.

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Given the growth of the literature addressing the issue of the research-practice gap in human resource development (HRD) and related applied fields, the study provides an integrative review of the literature in the management, applied psychology, and HRD fields. We synthesize the targeted literature across the three fields into seven major themes. Informed by the review, we suggest a comprehensive model of key components of knowledge production in applied fields affecting the interplay between research and practice. We close with discussing the potential actions for HRD scholars and practitioners to facilitate the convergence between research and practice.