Between the dockyard and the deep blue sea—Retention and personnel economics in the Royal Navy

This paper tackles various issues in personnel economics using the career profiles of British naval officers during late 19th and early 20th centuries. Specifically we ask how pay, promotions, positions, peers affect worker retention. Random variation task assignments job promotions allows us to explore factors that causally impact retention personnel. We develop a number key insights: (i) increases pay raises retention; (ii) influence more than money alone; (iii) many experiences Navy involve “firm-specific” human capital; (iv) modern/technical positions can threaten (v) exits be contagious. These results collectively indicate rigid but technologically progressive organizations may face higher losses capital. Unless they enhance promotion opportunities reorganize certain tasks, skilled will leave.