Improving Employee Retention through Flexible Work Arrangements: A Quasi-Experimental Study of the Self-Scheduling Model and Rotational Shift Selection at Qingting Coffee Chain Stores in Nanping, China

Abstract

Small service enterprises face a persistent "high mobility, low barriers" employment problem. This study examines whether flexible work arrangements improve employee retention in this setting. A quasi-experimental study was conducted in two chain stores of Qingting Coffee in Nanping, China: the experimental store (n = 12) implemented a combined "Self-Scheduling Model + Rotational Shift Selection" intervention for six months, while the control store (n = 14) kept fixed scheduling. Retention was measured with a 15-item scale (organizational commitment, work engagement, and reverse-scored turnover intention) at baseline, three months, and six months, together with the observed retention rate at six months. The two groups were nearly equal at baseline (42.71 vs. 41.67 on a 15-75 point scale). After six months, the experimental group scored 50.67 versus 44.07, and the retention intention difference was statistically significant (t(24) = -2.68, p = .013, Cohen's d = -1.06), while the observed retention rate was 91.67% versus 64.29%, in the expected direction but not statistically significant at this sample size (Fisher's exact test, p = .170). Scheduling autonomy for frontline service employees is therefore associated with higher retention intention, with observed retention moving in the same direction. The findings offer a reference for small chain service enterprises seeking to reduce turnover through flexible work arrangements.