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Relevant bibliographies by topics / Employee Retention for Human Resources

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Academic literature on the topic 'Employee Retention for Human Resources'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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Journal articles on the topic "Employee Retention for Human Resources"

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Arnold, Edwin. "Managing Human Resources to Improve Employee Retention." Health Care Manager 24, no. 2 (2005): 132–40. http://dx.doi.org/10.1097/00126450-200504000-00006.

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Muhammad Aleem and Zulfiqar Ahmad Bowra. "HR Practices and Employee Retention in the Banking Sector of Pakistan." Journal of Accounting and Finance in Emerging Economies 6, no. 3 (2020): 787–98. http://dx.doi.org/10.26710/jafee.v6i3.1356.

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Purpose: Human Resource is one of the most valuable resources in any organization and its contribution is massive everywhere in the world. Human Resources (HR) practices can be helpful to retain valued employees. This study examines the role and association between HR practices and employee retention. HR practices include training & development, compensation, job security, working environment, leadership and culture & policies. Major objective of this study is indentfiy the roele and effect of HR practices on employee retention in banking sector of Pakistan.  Design: The populati

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Ndonye, Alice Atalya, and Phelgonah A. Genga. "Human Resource Management Practices and Retention of Employees in Machakos County, Kenya." International Journal of Current Aspects 3, no. VI (2019): 235–50. http://dx.doi.org/10.35942/ijcab.v3ivi.87.

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Employees form the critical resources an organization or an institution has for actualizing its mandate. Creating conducive environment for the employees has been associated with improved productivity, as well as reduced turnover of employees. This study found out the role of HRM practices on retention of employees, with a focus on Machakos County. In the study it sought to determine the influence of career advancement practices on employee retention among the workers, evaluate the effects of remuneration practices on employees’ retention, determine the influence of work-life balance practices

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Sukmadewi, Ayu Wayssa, and A. A. Sagung Kartika Dewi. "KEPUASAN KERJA MEMEDIASI HUBUNGAN KOMPENSASI TERHADAP RETENSI KARYAWAN." E-Jurnal Manajemen Universitas Udayana 9, no. 3 (2020): 1089. http://dx.doi.org/10.24843/ejmunud.2020.v09.i03.p14.

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Human resources are the most important assets owned by the company. Company goals can be realized if they have competent and skilled human resources, therefore the company must maintaining employee retention. The study was conducted at the Badan Pendapatan Daerah Provinsi Bal with 37 employees as respondents. Data analysis technique used is path analysis and multiple test. Compensation has a positive and significant effect on employee retention. compensation has a positive and significant effect on employee job satisfaction. In addition, this study also proves that job satisfaction has a posit

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Booth LeDoux, Suzanne M., Louis Champagne, and Jared A. LeDoux. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.10026049.

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LeDoux, Suzanne M. Booth, Jared A. LeDoux, and Louis Champagne. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.104289.

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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.

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In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a

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Yadav, Archana. "Human Resource Management Practices and Employee Retention." Asian Journal of Managerial Science 9, no. 1 (2020): 30–35. http://dx.doi.org/10.51983/ajms-2020.9.1.1633.

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The study aims to assess the predicting role of human resource management (HRM) practices in retaining employees in NTPC Ltd. The company has been successful not only in attracting the best talent in the market, but also in retaining them, according to NTPC’s annual reports from 2013 -17, attrition rate was between .93% to 1% of the Middle Executive. NTPC is a leader not only in the power industry, but also in the market due to its robust HRM practices. Training and development emerged as the most prominent HRM practice during the study, which is also considered the backbone of NTPC Ltd. The c

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Hutchings, Kate, Helen De Cieri, and Tracey Shea. "Employee Attraction and Retention in the Australian Resources Sector." Journal of Industrial Relations 53, no. 1 (2011): 83–101. http://dx.doi.org/10.1177/0022185610390299.

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This article presents findings from a survey conducted in the Australian resources sector in 2009 exploring human resource (HR) managers’ perceptions of how their organizational practices and external contextual changes in industrial relations legislation present challenges for the sector and influence attraction and retention of highly skilled employees. The research makes an important contribution to the literature on good employment/high involvement work practices by investigating organizational practices within the politico-legislative context of this economically significant sector. Our f

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Aldamoe, Fathi Mohamed Abduljlil, Mohamd Yazam, and Kamal Bin Ahmid. "The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance." International Journal of Human Resource Studies 2, no. 1 (2012): 75. http://dx.doi.org/10.5296/ijhrs.v2i1.1252.

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The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the

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Dissertations / Theses on the topic "Employee Retention for Human Resources"

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Thompson, Nicholas W. "Managing the Millennials: Employee Retention Strategies for Generation Y." Scholarship @ Claremont, 2011. http://scholarship.claremont.edu/cmc_theses/240.

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This paper provides a comprehensive analysis of Millennials' beliefs and attitudes and how that will affect their conception of the employer-employee psychological contract. This analysis should provide a greater understanding of how the childhoods of Millennials have affected their attitudes for life and career aspirations. Further, it explores retention strategies for workplace culture, management style, and growth and advancement.

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Edwards, Tiffany. "Relationship Between Self-Determination and Employee Retention." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7136.

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Retention of registered nurses (RNs) is essential to the sustainability of quality health care services. More than 55% of hospitals in the United States have not translated retention initiatives into a formal retention strategy. The purpose of this study was to examine the relationship between training programs, new hire onboarding processes, frozen positions, and nurse retention. The self-determination theory was the theoretical framework for this study. Secondary data were collected from the 2016 Texas Hospital Nurse Staffing Survey. Data were analyzed using multiple linear regression. The r

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Schouten, Theresa Lynn. "The impact recognition has on employees in the Human Resource Department at Bemis Company, Inc." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006schoutent.pdf.

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Fitz-Lewis, Thecla. "Human Resources Strategies for Retaining Employees in St. Lucian Banks." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5703.

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Retention issues have been a challenge for human resources (HR) leaders for years. Organization HR leaders face employee retention challenges that lead to the loss of talented employees and a decline in the organization's quality of service, which negatively affects profitability. Based on Schultz's human capital theory, the purpose of this multiple case study was to explore strategies HR leaders used to retain employees. Data collection included company archival documentation review and face-to-face semistructured interviews with 11 purposefully selected HR leaders from 3 banks in the norther

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Opalka-Bentler, Melanie. "Retention of Direct Care Professionals Supporting Intellectually Disabled Individuals." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2567.

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In the health and human service industry, employee turnover affects business practices and causes disruption of the lives of vulnerable individuals with intellectual disabilities receiving support. Using a human capital conceptual framework perspective, the purpose of this multiple case study was to explore strategies used to increase employee retention. The criteria for participation included organizational leaders from 3 Pennsylvania human service agencies that supported individuals with intellectual disabilities, tracked employee turnover for at least 2 years, and developed strategies to in

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Quader, Kazi, and Sisi Jin. "Managing Selection and Retention of Employees : A Case Study on Länsförsäkringar Bergslagen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12939.

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Research Question: How can a firm such as Länsförsäkringar Bergslagen utilize selection and retention methods to find and keep employees that add value to the organisation? Purpose: The purpose of this thesis is to describe and analyse the process of selection and retention and how it can affect organisations’ ability to select and retain staff that perform well and are an asset to the organisation. Method: Primary information was gathered from a face-to-face interview with the chief of personnel at LFB, as well as from a follow-up e-mail interview. Secondary information was gathered from book

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Anderson, Andrew. "Decreasing Voluntary Employee Turnover in the Hospitality Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6508.

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The purpose of this qualitative multiple case study was to explore the strategies general managers of full-service hotels used to reduce voluntary frontline employee turnover. The conceptual framework for this study was Herzberg's motivation-hygiene theory. The 3 participants were hotel general managers in the midwestern region of the United States. Data were collected through semistructured interviews with 3 purposefully selected hotel general managers and by reviewing company documents. Data analysis consisted of gathering the data, coding for emergent themes, compiling the data into common

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Patriota, Deisi. "Employee Retention : An integrative view of supportive human resource practices and perceived organizational support." Thesis, Uppsala University, Department of Business Studies, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-106509.

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<p>With the intention to investigate the role of HR practices and the Perceived Organization Support (POS) in the process of key employee retention, this study developed a model that was empirically explored through the case studies of Secoroc and ABBCR in order to have such process examined in the managerial context of Swedish organizations. Results indicate that in these companies the employees' perceptions of support from the selected HR practices contribute to the development of POS and job satisfaction. The practices of growth opportunity and challenging work were indicated to be more sig

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Chew, Janet Cheng Lian. "The influence of human resource management practices on the retention of core employees of Australian organisations : an empirical study." Chew, Janet Cheng Lian (2004) The influence of human resource management practices on the retention of core employees of Australian organisations : an empirical study. PhD thesis, Murdoch University, 2004. http://researchrepository.murdoch.edu.au/656/.

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Employee retention is one of the challenges facing many business organisations today. For many organisations, strategic staffing has become a concern because the ability to hold on to highly talented core employees can be crucial to future survival. This empirical study examined the current human resource management (HRM) practices of Australian organisations in the retention of their core employees. In particular, the research identified the core elements of HRM practices, which strongly influence the decision for core employees to stay. The study comprise three phases: (1) a preliminary i

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Brown, Robert. "Relationship Between Employee Wages, Number of Employee Referrals, and Employee Turnover Intention." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6178.

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Employee turnover is a significant contributor to the overall loss of hundreds of billions of dollars in profitability for many business organizations in the United States and abroad combined. Grounded in Maslow's theory of human motivation, the purpose of this correlational study was to examine the relationship between employee wages, number of employee referrals, and employee turnover intentions. The population was composed of employees working in the Southeastern region of the United States. A convenience sample of 92 participants answered questions regarding their wages, number of employee

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Books on the topic "Employee Retention for Human Resources"

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Leech, Corinne. Positive recruitment and retention. Elsevier, 2005.

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Recruitment, retention, and restructuring: Human resources in academic libraries. Association of College and Research Libraries, 2002.

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Manning, Paula. Recruiting & retaining employees for dummies. Hungry Minds, 2001.

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Andy, Pellant, ed. The essential guide to managing talent: How top companies recruit, train, and retain the best. Kogan Page, 2006.

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1946-, Jordan-Evans Sharon, ed. Love 'em or lose 'em: Getting good people to stay. Berrett-Koehler Publishers, 1999.

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Resources, United States Congress House Committee on Post Office and Civil Service Subcommittee on Human. Effects of federal ethics restrictions on recruitment and retention of employees: Hearing before the Subcommittee on Human Resources of the Committee on Post Office and Civil Service, House of Representatives, One Hundred First Congress, first session, June 13, 1989. U.S. G.P.O., 1990.

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Gennard, John. Employee relations. Institute of Personnel and Development, 1997.

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Asquith, Nancy. WG & L human resources checklists: With commentary. Warren, Gorham & Lamont, 1991.

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Helfgott, Roy B. Computerized manufacturing and human resources: Innovation through employee involvement. Lexington Books, 1988.

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Wagar, Terry H. Employee involvement, strategic management & human resources: Exploring the linkages. IRC Press, Industrial Relations Centre, Queen's University, 1996.

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Book chapters on the topic "Employee Retention for Human Resources"

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Darcy, Colette. "Employee Induction, Turnover and Retention." In Human Resource Management. Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-00938-8_4.

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Schönebeck, Janina, and Manfred Schönebeck. "Engagement and Retention: Essentials of Employee Surveys." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_52-1.

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Peisert, Jens. "Engagement and Retention: Essentials of Employee Care." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_54-1.

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Peisert, Jens. "Engagement and Retention: Essentials of Employee Care." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_54-2.

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Schönebeck, Janina, and Manfred Schönebeck. "Engagement and Retention: Essentials of Employee Surveys." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-44152-7_52.

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Peisert, Jens. "Engagement and Retention: Essentials of Employee Care." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-44152-7_54.

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Darcy, Colette, Ashley O’Donoghue, and Yanqiao Liu. "Employee Engagement, Induction, Turnover and Retention." In Human Resource Management. Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-352-00403-8_4.

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Fei, Jiangang, and Livingstone Divine Caesar. "Workforce mobility, career pathways, and employee retention." In Managing Human Resources in the Shipping Industry. Routledge, 2018. http://dx.doi.org/10.4324/9781315740027-8.

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Ocampo, Cherie Lou P. "Engagement and Retention: Essentials of Employee and Labor Relations." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_58-1.

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Ocampo, Cherie Lou P. "Engagement and Retention: Essentials of Employee and Labor Relations." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-44152-7_58.

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Conference papers on the topic "Employee Retention for Human Resources"

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Barrett, Bob. "A Coaching Skills and Strategies Managers Utilize for Employee Improvement and Retention." In INNODOCT 2018. Editorial Universitat Politècnica de València, 2018. http://dx.doi.org/10.4995/inn2018.2018.8912.

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While managers and supervisors may be hired for certain variety of skills sets, abilities, and knowledge, not all of these workers may be educated or trained to be workplace coaches or mentors may or may not have the tolerance and patience for such a role. However, Human Resource Management professionals in the workplace need to realize that there may be a need for coaching training and skills enhancement workshops to prepare today’s workforce managers. The key for success in this area is to conduct a need assessment for the workers and managerial staff to determine what is needed from today’s

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Zhang, Yujing. "Study on Motivation to Protect Existing Valued Resources in Employee Retention." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5305813.

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An, Na, Jinlan Liu, Liang Wang, and Yin Bai. "Employee Satisfaction as an Important Tool in Human Resources Management." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1677.

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Djajasinga, Nico D., Lilis Sulastri, Acai Sudirman, Avid Leonardo Sari, and Eko Lianto Rihardi. "Practices in Human Resources and Employee Turnover in the Hospitality Industry." In 2nd Annual Conference on blended learning, educational technology and Innovation (ACBLETI 2020). Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210615.023.

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Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.

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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The un

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Kadri, Muhamad, and Syamsir. "The Influence of Leadership Behavior of Employee Service Quality in the Employee Office and Human Resources Development in South Pesisir District." In International Conference on Public Administration, Policy and Governance (ICPAPG 2019). Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200305.175.

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Yudho Baskoro, Bayu, Cut Zahri Harun, and Sakdiah Ibrahim. "Strategy for Increasing Human Resources and Employee Productivity Services in Scientific Education and Training Center Service Malahayati Aceh." In 3rd International Conference on Educational Management and Administration (CoEMA 2018). Atlantis Press, 2018. http://dx.doi.org/10.2991/coema-18.2018.14.

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Sabuhari, Rahmat, and Dodi W. Irawanto. "The Importance of Flexibility of Human Resources and Employee Performance on Logistic Industry in the Eastern part of Indonesian Region: A Literature Review." In 23rd Asian Forum of Business Education(AFBE 2019). Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200606.034.

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Putra, Rizki Eka, R. Madhakomala, and Hamidah. "The Influence of Empowerment of Human Resources, Good Governance, Monitoring and Evaluation of the Quality of Employee Services in Public Hospital of Fatimah Embung Area in Batam City." In International Conference on Strategic Issues of Economics, Business and, Education (ICoSIEBE 2020). Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210220.036.

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Hawking, Paul, Andrew Stein, and Susan Foster. "e-HR and Employee Self Service: A Case Study of a Victorian Public Sector Organisation." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2757.

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The application of the internet to the Human Resource function (e-HR) combines two elements: one is the use of electronic media whilst the other is the active participation of employees in the process. These two elements drive the technology that helps organisations lower administration costs, improve employee communication and satisfaction, provide real time access to information while at the same time reducing processing time. This technology holds out the promise of challenging the past role of HR as one of payroll processing and manual administrative processes to one where cost efficiencie

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Reports on the topic "Employee Retention for Human Resources"

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Bartel, Ann. Formal Employee Training Programs and Their Impact on Labor Produc- tivity: Evidence from a Human Resources Survey. National Bureau of Economic Research, 1989. http://dx.doi.org/10.3386/w3026.

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Dirisu, Osasuyi, Akinwumi Akinola, Ekechi Okereke, et al. An assessment of human resources for health hiring, deployment and retention, procedures and practices in Cross river and Bauchi states, Nigeria. Population Council, 2019. http://dx.doi.org/10.31899/rh6.1000.

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