The vast bulk of contemporary survey research is unable to give an indication of what employees will do, as opposed to what they might feel, in the event of any subsequent change to the work environment, for either the 'better' or the 'worse'. From a practical point of view, this is a major impediment to developing a business case for any organisational intervention that might be considered. Recent collaboration between researchers involved in the fields of marketing and HR has produced a hybrid methodology called 'employee choice modelling' that simulates, models and quantifies employees' decisions about employment issues. This paper describes employee choice modelling and its possible use by HR policy-makers.
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