Relevant bibliographies by topics / Employee Retention for Human Resources

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

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 (April 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 (September 30, 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 population of this study consists of 8 major banks of Pakistan including public, private, Islamic and foreign banks. The mixed-method was employed to get the data through interviews and questionnaires. Simple random sampling and stratified random were used for interviews and questionnaires respectively. Findings: Findings of the study indicate that compensation; job security, training & development, working environment and leadership practices have a significant association with employee retention. These variables also play a very imperative role in employee retention except job security. The culture & policies have no significant association and role on employee retention. Value: The research findings may help the policymakers to prioritize the areas of instant concerns and invest resources as per the local requirement of staff for their retention in the banking sector of Pakistan.
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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 (November 22, 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 embraced and determine the influence of work-environment practices on retention of employees in Machakos County. The study looked into four major HRM practice on employee retention that is work life balance, remuneration, career advancement and work-environment practices and their effects on retention of employees. Motivational strategies like better pay and allowances, a work life balance for employees like shift working schedules, career advancement in scholarships, training and development, have been associated with allowing employees to have freedom to be creative and innovative, and being involved in decision-making processes thus feeling part of the organization, owning the organizational processes, and thus being highly likely to remain at their employer. The research design used was descriptive survey research. Data was collected using questionnaires with both open and closed ended questions. The study looked into 464 respondents, from workers within the eleven departments forming the entire Machakos County Government, from where samples of 94 respondents were collected. The study achieved a 98% of the response rate. The reliability of the data collected was assured as the Cronbach’s alpha was above 0.6, meaning the data was acceptable. The males made the most of the respondents at 56.5% while the majorities were aged 26-35 years (at 51.1%). On remuneration matters, allowances and salaries greatly influenced employee retention with an average mean of above 4.0. Career advancement practices including training and development, available opportunities and study leave, were felt to influence employee retention. The regression results show that the model was considered significant as some of the independent variables influenced the dependent variable (employee retention) as their p-value (significance value) was of 0.002. The four variables contributed to 13.7% of the factors that contributed to employee retention at the county government of Machakos. Recommendations include improving the working environment conditions, offering better remuneration packages, providing work-life balance, and providing career advancement opportunities.
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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 (March 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 positive and significant effect on employee retention. The results prove that compensation has a positive and significant effect on employee retention by mediating job satisfaction. Based on the results of the study it is recommended that organizations pay more attention to the provision of compensation and job satisfaction felt by employees, so that contract employees prefer to stay. Keywords: Employee Retention, Compensation, Job Satisfaction
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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 (July 27, 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 survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
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Yadav, Archana. "Human Resource Management Practices and Employee Retention." Asian Journal of Managerial Science 9, no. 1 (May 5, 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 company maintains a dedicated Knowledge sharing centre located in Noida, known as the ‘Power Management Institute’ (PMI) which is a world-class learning centre, has collaborated with best institutes in the world and train employees at all levels from entry level to top executive level with ‘planned intervention ‘. Data was obtained from NTPC’s publications maintained in the form of annual reports and ‘Power Management Institute ’annual calendars for the previous five years. A survey was conducted across various plants of NTPC on Middle- Level Executive on human resource practices which are followed in NTPC. HRM practices examined in this study are Security, training and development, quality of work life, compensation, career advancement, Promotion, award and rewards, and work-life balance. Findings indicate that Training and Development and Compensation are the most significant human resource practices in retaining employees and Promotion is the least significant HRM Practice in retaining employees at NTPC Ltd.
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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 (February 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 findings indicate that organizations have implemented a range of ‘good’ employment practices, while dealing with concerns about skills shortages, employee turnover, an aging workforce and changes in legislation. We identify a need for employers to give greater attention to diversity and work—life balance issues. Further, there is a need for strategies to increase the attractiveness of work in remote locations.
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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 (January 5, 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 relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance
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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 results of the multiple linear regression were statistically significant, with F(3, 251) = .602, p > .001, R2 = .007. Although the model is significant, length of residency/internship/fellowship, length of new employee training, and total number of direct resident care RN positions frozen does not add significant predictive value to turnover. The results of the multiple linear regression produced correlation of the independent variables with the dependent variable of nurse turnover. Length of residency/internship/fellowship was positively correlated with RN turnover rate at .025, length of new employee training was negatively correlated at .072, and total number of direct resident care RN positions frozen was negatively correlated at .012. The findings of this study might influence positive social change by providing insights into length and content of programs and the effect of understaffing on retention of RNs. An increase in retention of RNs might contribute to improved hospital reputation, financial capability, and organizational balance leading to a positive effect on the economy, sustainability, and quality of life of the surrounding community.
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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 northern region of St. Lucia. Data analysis included using Yin's 5-step method, coding the transcribed interviews to identify relevant themes, member checking to strengthen the reliability and validity of the interpretations of participants' responses, and review of company documents. The 5 main themes revealed were strategies of employee retention, human capital development, culture of engagement, succession planning, and leader-member exchange, which affects employees' commitment and organizational profitability. Human resources leaders in organizations may use the findings of this study to develop effective strategies to retain employees, which could lead to individual achievement. Social change implications include the importance of investing in human capital that may lead to succession planning to promote business sustainability and economic growth in St. Lucia and other countries.
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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 increase employee retention. Organizational leaders volunteered to participate and the first 3 organizations meeting the criteria were selected. Data collection included semistructured telephone interviews with organizational leaders, in addition to a review of company policies and turnover data. The interviews were transcribed and participants were asked to member check the draft findings. Constant comparison analysis occurred to analyze collected data. The findings included that the human capital theory alone did not inform retention strategies. Reoccurring themes included retention strategies that focused on developing the organization's intellectual capital through development of human capital, structural capital, and relational capital. Organizational leaders could develop intellectual capital to reduce employee turnover costs, increase employee productivity, create a stable life for the individuals in need of support, and develop relationships with the community where integration occurs. The implications for positive social change include the potential to reduce employee turnover to organizational leaders from Pennsylvania agencies supporting individuals with intellectual disabilities.
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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 books, journals and the web. The research is designed as a case study and the approach to analyzing data is qualitative. Conclusion: From the findings the authors conclude that by using selection methods with high predictive validity such as structured interviews, cognitive and personality tests, work samples and assessment centres, while at the same time considering how these methods affect the candidates attitudes and how well they allow for the candidate and employer to exchange views, values and goals, is the way firms can utilize selection methods in order to find staff that will add value to the organisation. LFB is using all these methods, except for work samples. Of the others remaining, structured interviews is the most common in LFB. On the perspective of retention, Länsförsäkringar Bergslagen has developed a performance-based system which takes an essential role on employee motivation, where recognition by offering growth opportunities is most significant in retaining key employees but is also most difficult to be conducted in LFB as growth opportunities are limited.
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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 codes, organizing the data into themes, interpreting the meaning, and reporting the themes. Four themes emerged from the data: employee retention, leadership characteristics, effective retention strategies, and ineffective retention strategies. The implications of this study for positive social change include the potential to decrease voluntary employee turnover in the hospitality industry. Positive results of decreasing voluntary employee turnover may include increased success within the hospitality industry, which might positively influence productivity, raise customer satisfaction, and increase organizational profits.
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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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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 significant for the retention of key employees in these companies. Interestingly, pay and the relationship between R&D managers and employees indicated to be of also crucial relevance in the process of retaining key employees. Furthermore, there are indications that the Swedish management style signalled to be a facilitator element for the efficiency of such practices in generating job satisfaction for retaining employees. However, the surfaced data from this study indicated that employees of these companies are affectively committed to their managers and to their work rather than to the organization as a whole.

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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 investigation, utilising the Delphi Technique to obtain the opinions of an expert panel of thirteen, (2) in-depth interviews, involving twelve human resource managers of Australian organisations and (3) a quantitative survey of 800 employees from nine Australian organisations. The findings revealed greater insights into the HRM-retention relationship and provided empirical validation of the relationship. More specifically, the research identified eight retention factors that influence the decision of core employees to stay. These specific factors consisted of two bundles of practices: HR factors (e.g., person organisational fit, remuneration, reward and recognition, training and career development, challenging job opportunities) and Organisational factors (e.g., leadership behaviour, company culture and policies, teamwork relationship and satisfactory work environment). The outcome of the HRM-retention relationship was examined through organisational commitment and turnover intention using multiple regression analysis. The findings of this study revealed positive significant co-relationships between the eight factors and organisational commitment. Moreover, it was highlighted that commitment acted as a partial mediator of remuneration, recognition and reward, training and career development and work environment on intent to stay. Commitment fully mediated the relationship person organisational fit, teamwork relationship, culture and policies and intention to stay. The study produced a model suitable for use by human resource practitioners as a guide in determining what initiatives an organisation should adopt to retain their critical employees. This research has also made a contribution by illuminating the current employment relationships in Australian organisations and providing relevant empirical evidence to support the theoretical model of Human Resource Architecture, developed by Lepak and Snell (1999) and, as a result, creating a configuration for an Australian Human Resource Architecture model.
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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 referrals, and completed the Turnover Intention Scale. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict turnover intentions, F(2, 89) = 5.462, p = .006, R2 = .109. Within the final model, employee wages was a statistically significant predictor (t=-2.769, p=.007) and the number of employee referrals was not a statistically significant predictor (t=-1.712, p=.090). The knowledge gained from the findings in this study could have implications for social change among employees and consumers in society. Satisfied employees in low turnover work environments can provide the foundation for a more enjoyable customer experience. Both non-profit and for-profit organizations can implement business practices that will reduce turnover and increase job satisfaction among employees.
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Books on the topic "Employee Retention for Human Resources"

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

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

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Manning, Paula. Recruiting & retaining employees for dummies. New York, NY: 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. London: Kogan Page, 2006.

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1946-, Jordan-Evans Sharon, ed. Love 'em or lose 'em: Getting good people to stay. San Francisco, Calif: 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. Washington: U.S. G.P.O., 1990.

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

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

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

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Wagar, Terry H. Employee involvement, strategic management & human resources: Exploring the linkages. Kingston, Ont: 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, 56–71. London: 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, 1–32. Berlin, Heidelberg: 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, 1–28. Berlin, Heidelberg: 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, 1–28. Berlin, Heidelberg: 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, 629–59. Berlin, Heidelberg: 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, 699–726. Berlin, Heidelberg: 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, 59–78. London: 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, 129–55. First Edition. | New York : Routledge, 2018. | Series: Routledge maritime masters ; 4: 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, 1–22. Berlin, Heidelberg: 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, 773–94. Berlin, Heidelberg: 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. València: 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 workplace coaches in terms of needed skills sets and strategies to be utilized by them to help enhance, motivate, monitor, and evaluate the human capital working for today’s organization. Next, the development and design of a coaching program can be instrumental in moving today’s managerial workforce from general coaches to more specialized coaches to help develop and today’s workforce, as well as help strengthen their own skills sets and knowledge in order to help obtain better results of organizational goals, as well as develop stronger working relationships and bonding with the workers. Equally important, today’s workers need to exert an equal amount of effort and participation in a coaching environment in order to gain better outcomes in terms of performance and efficiency. This presentation will focus on the creation of better coaching programs and evaluation of coaching relationships and outcomes.
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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). Paris, France: 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 unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.
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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). Paris, France: 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). Paris, France: 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). Paris, France: 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). Paris, France: 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 efficiencies can be gained, enabling more time and energy to be devoted to strategic business issues. The relative quick gains with low associated risk have prompted many Australian companies to realise what can be achieved through the implementation of a business to employee (B2E) model. Employee Self Service (ESS), a solution based on the B2E model enables employees to access the corporate human resource information system 24x7. This paper adopts a case study approach with a view to investigating the benefits and associated issues obtained from an implementation of an ESS in an Australian public sector organisation.Keywords: Employee Self Service, e-Human Resources, B2E, HRMIS, ERP Systems, Australian Case Study
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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. Cambridge, MA: National Bureau of Economic Research, July 1989. http://dx.doi.org/10.3386/w3026.

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Dirisu, Osasuyi, Akinwumi Akinola, Ekechi Okereke, Godwin Unumeri, Ibrahim Suleiman, Aisha Jibril, and George Eluwa. 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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