A model for measuring the employee lifetime value
This study presents the development and validation of a comprehensive model to measure Employee Lifetime Value (ELV), a metric that captures the total worth of an employee to an organization, encompassing both tangible and intangible contributions. Drawing inspiration from the Customer Lifetime Valu...
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| Format: | Article |
| Language: | English |
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Taylor & Francis Group
2025-12-01
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| Series: | Cogent Business & Management |
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| Online Access: | https://www.tandfonline.com/doi/10.1080/23311975.2025.2475985 |
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| author | Parisa Fallahzadeh Neda Abdolvand Saeedeh Rajaei Harandi Mahmood Shah |
| author_facet | Parisa Fallahzadeh Neda Abdolvand Saeedeh Rajaei Harandi Mahmood Shah |
| author_sort | Parisa Fallahzadeh |
| collection | DOAJ |
| description | This study presents the development and validation of a comprehensive model to measure Employee Lifetime Value (ELV), a metric that captures the total worth of an employee to an organization, encompassing both tangible and intangible contributions. Drawing inspiration from the Customer Lifetime Value (CLV) framework, this research adapts its variables to an employee-centric context and grounds the model in Human Capital Theory, Social Exchange Theory, and the Job Demand-Resource Model. Using the mixed-method approach, the model was developed through theoretical analysis and expert validation, and subsequently tested as a case study within a private commercial bank. Data from a 360-degree feedback system and Analytics Hierarchy Process (AHP), with variable weights determined using the Saaty Scale, were used for empirical validation. The findings reveal significant disparities in ELV among employees, with most scoring low and only a few exhibiting high lifetime values, which underscores the need for tailored human resource management strategies. This research provides actionable insights for workforce segmentation, resource allocation, and retention planning. By offering a novel and practical tool, this study not only fills a gap in HRM literature, but also empowers organizations to develop value-driven approaches for optimizing workforce management, fostering engagement, and achieving long-term success. |
| format | Article |
| id | doaj-art-ae7d66d5e322476696ea94025b5468a7 |
| institution | DOAJ |
| issn | 2331-1975 |
| language | English |
| publishDate | 2025-12-01 |
| publisher | Taylor & Francis Group |
| record_format | Article |
| series | Cogent Business & Management |
| spelling | doaj-art-ae7d66d5e322476696ea94025b5468a72025-08-20T03:22:00ZengTaylor & Francis GroupCogent Business & Management2331-19752025-12-0112110.1080/23311975.2025.2475985A model for measuring the employee lifetime valueParisa Fallahzadeh0Neda Abdolvand1Saeedeh Rajaei Harandi2Mahmood Shah3Department of Management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, IranDepartment of Management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, IranDepartment of Management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, IranInformation Management, Departmental Head of EDI, Newcastle Business School, Northumbria University, Newcastle-upon-Tyne, UKThis study presents the development and validation of a comprehensive model to measure Employee Lifetime Value (ELV), a metric that captures the total worth of an employee to an organization, encompassing both tangible and intangible contributions. Drawing inspiration from the Customer Lifetime Value (CLV) framework, this research adapts its variables to an employee-centric context and grounds the model in Human Capital Theory, Social Exchange Theory, and the Job Demand-Resource Model. Using the mixed-method approach, the model was developed through theoretical analysis and expert validation, and subsequently tested as a case study within a private commercial bank. Data from a 360-degree feedback system and Analytics Hierarchy Process (AHP), with variable weights determined using the Saaty Scale, were used for empirical validation. The findings reveal significant disparities in ELV among employees, with most scoring low and only a few exhibiting high lifetime values, which underscores the need for tailored human resource management strategies. This research provides actionable insights for workforce segmentation, resource allocation, and retention planning. By offering a novel and practical tool, this study not only fills a gap in HRM literature, but also empowers organizations to develop value-driven approaches for optimizing workforce management, fostering engagement, and achieving long-term success.https://www.tandfonline.com/doi/10.1080/23311975.2025.2475985Employee lifetime value (ELV)human resources managementemployee relationship managementcustomer lifetime value (CLV)internal customersHuman Resource Management |
| spellingShingle | Parisa Fallahzadeh Neda Abdolvand Saeedeh Rajaei Harandi Mahmood Shah A model for measuring the employee lifetime value Cogent Business & Management Employee lifetime value (ELV) human resources management employee relationship management customer lifetime value (CLV) internal customers Human Resource Management |
| title | A model for measuring the employee lifetime value |
| title_full | A model for measuring the employee lifetime value |
| title_fullStr | A model for measuring the employee lifetime value |
| title_full_unstemmed | A model for measuring the employee lifetime value |
| title_short | A model for measuring the employee lifetime value |
| title_sort | model for measuring the employee lifetime value |
| topic | Employee lifetime value (ELV) human resources management employee relationship management customer lifetime value (CLV) internal customers Human Resource Management |
| url | https://www.tandfonline.com/doi/10.1080/23311975.2025.2475985 |
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