Workforce movement from one employer to another creates dynamic labor market, which in turn contributes to building an efficient employment. On the other hand, excessive workforce mobility may lead to negative consequences due to the loss of human capital1 . According to the results of Eurofound study, in the pre-crisis period (2002-2007) Latvia had the lowest average continuous length of service or continuous employment with the same employer among the European Union member states – 7 years and 4 months2 . However, in the crisis period (2008- 2012) the average length of continuous employment in Latvia has increased significantly. In 2014 employees with a continuous length of service with the same employer for 10 years or more accounted for 30% of the total number of workers3 . This is slightly lower than the total level in the member states of the OECD (32%), but lags far behind the respective levels in the Continental Europe. For example, number of long-term employees in Italy was 50%, in France – 46%, in Belgium – 43%, in Germany – 42%, in Spain and in the Czech Republic – 41%. The development of long-term employment in Latvia creates favorable conditions for the companies regarding maximization in the return on investment in human capital as well as provides new challenges for maintaining high motivation in the existing workforce as well as attracting new workforce. According to the research results of experts from the Latvian banking sector on the changes in the Latvian labor market in 2008-2013, since 2010 it has been more difficult for the local employers to adjust the salaries of the existing workforce than it has been during the years of crisis4 . At the same time many companies experience lack of skilled workers, which, according to the medium- and long-term demographic forecasts, is growing5 , and it will be more difficult to find suitable workers. Even with the improvement of financial situation of the companies and therefore more ambitious investments in human capital, the negative demographic trends, in particular decrease of the number of the working age population, will lead to higher competition among companies in attracting and retaining the workforce. In the theoretical models of employee turnover the labor market situation6,7,8 and socio-demographic characteristics of employees6,9,10 are viewed as a separate set of factors. The objective conditions, such as the job growth rate and unemployment rate in the domestic and professional labor market11, number of visible companies12 and specific job offers13 may influence the employee’s views on how easy it is to change job and to encourage him/her to stay in the current workplace or leave it.