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Dissertations / Theses on the topic 'Employee Retention for Human Resources'
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1
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.
10
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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Cuthbertson, Laura C. "[Human resource development through action intervention] comprehensive paper presented in partial fulfillment of the requirements for the degree Master of Science in Management /." [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/LCuthbertson2005.pdf.
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Fitzpatrick, Tess B. B. "Jumping Ship: Exploring Ways to Prevent Millennial Employees from Deserting Their Entry-level Corporate Employer." Scholarship @ Claremont, 2015. http://scholarship.claremont.edu/scripps_theses/696.
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Organizations are facing a distinctive new challenge: the ever-increasing presence of Millennials in the workplace. The Millennial generation, comprised of those born arguably between 1980 and 1998, possess unique attitudes, behaviors, and desires within the workplace, therefore prompting numerous studies on Millennial engagement and retention. This paper contributes to current literature by investigating engagement and retention of Millennial employees specifically within their entry-level experience. By focusing on the unique experiences and needs during this entry-level phase, organizations will have the knowledge necessary to retain their young employees from the start of their career. This qualitative study utilizes interviews with 11 Millennial professionals to give voice to a generation that is predominantly understood through quantitative statistics. This paper outlines the discovered needs and desires of entry-level Millennial employees, how this compares to the current understanding of engagement of the Millennial generation as a whole, and opportunities for organizational improvement within the entry-level experience.
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Terera, Sharon Ruvimbo. "The impact of human resource practices on employee commitment and retention among nurses in Amathole district, South Africa." Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/d1017905.
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This study explored the impact of human resource practices on employee commitment and retention among nurses in Amathole District, South Africa. The objectives of this study were to determine the influence of human resources practices (HR) on nurse retention in public hospitals; investigate the influence of HR practices on organizational commitment of nurses, and retention and to make recommendations to the hospitals on possible ways to improve the organisational commitment and employee retention of nurses based on the research findings. The study utilized a quantitative research design and questionnaires were used to collect data. The sample comprised of 150 nurses and the data was analysed through descriptive and inferential statistics. Research findings revealed that the effective use of sound human resources practices reduces nurse turnover whilst nurse organisational commitment and retention improves.
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Hagberg, Magnus, and Simon Kullgren. "Retention of Employees in Swedish SMEs : The Effects of Non-monetary Factors." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-31649.
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Retention is an important aspect of human resource activities, especially for small and medium-sizedenterprises since they lack resources and face unique challenges when compared to larger and more established firms. Retaining key employees will allow firms to preserve their resources, sustain theireffectiveness and productivity, and thereby maintaining a competitive advantage. Despite this importance,it is a research area that is not yet fully understood, and therefore warrants further research.Taking into account the lack of resources in smaller firms, the purpose of this study was therefore toconstruct a theoretical model that can be used to research non-monetary factors and their effect onemployee retention. This was done to further elaborate on the research area. To achieve this, a quantitativestudy was performed, where data was collected from 96 Swedish small and medium-sizedenterprises,which was then used for a linear multiple regression analysis. The result was used to answerthe research question: “To what extent do firm-level, non-monetary factors affect the retention ratio inSwedish SMEs?”The result of this study shows that firm age and autonomy are the two factors which affect retention themost in Swedish SMEs. Older firms benefit from a higher retention rate than younger firms, with thepractical implication that younger firms would benefit from adapting the retention practices and policiesof older firms. The result regarding autonomy contradicts previous research, since the firms in this studywith higher degrees of autonomy face lower retention levels. This could be due to the fact that theoccupational group working at these firms often possesses specific knowledge, skills and abilities, whichmakes them attractive on the external labor market. An increased awareness of this relationship will allowfirms employing these occupational groups to implement preventative measures, in order to retain theiremployees.The effects of work-life balance, training, internal career opportunity, and pay on employee retention werenot statistically significant, indicating that previous research is not applicable to a Swedish context. Inaddition to researching a new context, a new research model based on previous research was developed toexplain to what extent firm-level factors affect employee retention, which can support further researchrelated to the research area.Att bibehålla personal är en betydelsefull del av ett företags personalaktiviteter. De företag som lyckasbibehålla viktig personal kommer att kunna upprätthålla en konkurrensfördel genom att bevara sinaresurser, sin effektivitet och sin produktivitet. Detta gäller särskilt för små och medelstora företag då destår inför unika utmaningar, samt ofta har en brist på resurser jämfört med större och mer etableradeföretag. Trots denna betydelse är detta ett forskningsområde som inte är utforskat till fullo, varför vidareforskning är berättigad.Med mindre företags brist på resurser i åtanke, var syftet med denna studie att utforma en teoretisk modellsom kan användas för att undersöka icke-monetära faktorer och deras effekt på bibehållandet av personal.Detta för att belysa och utforska forskningsområdet ytterligare. För att uppnå syftet genomfördes enkvantitativ studie, där data samlades in från 96 svenska små och medelstora företag, vilken däreftersammanställdes för att utföra en linjär multipel regressionsanalys. Resultatet användes för att besvaraforskningsfrågan: “I vilken utsträckning påverkar icke-monetära faktorer på företagsnivå bibehållandetav personal i svenska små och medelstora företag?”Resultatet av denna studie visar att företagets ålder samt graden av autonomi är de två faktorer sompåverkar bibehållandet av personal i högst utsträckning i svenska små och medelstora företag. Äldreföretag lyckas bibehålla sin personal i högre utsträckning än yngre företag. De praktiska implikationernaav detta är att yngre firmor skulle gynnas av att tillämpa det agerande och de principer relaterade tillbibehållandet av personal som återfinns hos äldre företag. Studiens resultat visar även att företag med enhögre grad av autonomi bibehåller sin personal i lägre utsträckning, vilket motsäger tidigare forskning.Detta resultat kan bero på att den yrkesgrupp som är anställd hos dessa företag ofta innehar specifikkunskap, kompetens och förmågor, vilket gör dem attraktiva på den externa arbetsmarknaden. En ökadmedvetenhet gällande detta samband gör att företag vars anställda tillhör denna yrkesgrupp kanimplementera förebyggande åtgärder i syfte att bibehålla denna personal.Effekterna av balansen mellan arbets- och privatliv, utbildning, interna karriärmöjligheter och lön var intestatistiskt signifikanta, vilket antyder att tidigare forskning ej är applicerbar på den svenska kontexten.Utöver utforskandet av en ny kontext, utvecklades även en ny forskningsmodell baserad på tidigareforskning, med målsättningen att förtydliga i vilken utsträckning faktorer på företagsnivå påverkarbibehållandet av personal. Denna modell kan understödja vidare forskning relaterad tillforskningsområdet.
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Lütke, Kleimann Mechthild. "Occupational Pension Schemes and their Relevance for the Employment Relationship in Germany. A Case Study Approach in the German Financial Services Sector." Thesis, University of Bradford, 2018. http://hdl.handle.net/10454/17180.
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Due to employees’ reduced entitlements to the German statutory state pension on
the one hand, and the challenge to employers of a skilled worker shortage on the
other, employers’ contributions towards occupational pension schemes (OPS)
might be an effective human-resources management tool. Thus, the overarching
research question is: What is the relevance of OPS for the employment
relationship in Germany? Five sub-research questions address the role of OPS in
recruitment and retention management, organisational commitment, the potential
differences between women and men and between young and old employees and
the employees’ psychological contract. The empirical study is a single case study
in the financial-services sector.
Key findings: OPS are of more relevance for retaining employees than for
recruiting them. Their role differs significantly between employees with different
generations of the OPS and, therefore, different pension entitlements. Only minor
differences can be found between women and men and between younger and
older employees. Satisfaction with the occupational pension scheme has no
significant impact on organisational commitment. The majority of employees
perceived psychological contract fulfilment with respect to the OPS.
The contribution to theory is the closure of five research gaps. As far as is
known, this is the first study in Germany that analyses the role of OPS in a
specified context and from multifaceted viewpoints (recruitment/retention,
quantitative/qualitative, men/women, age groups).
The contribution to practice comprises the provision of a transferable analysis
blueprint of the role of OPS in the employment relationship and the provision of
recommendations that relate, among others, to communication and information
aspects, cost-benefit calculations and the usage of additional employer
contributions as a possible selective reward element.
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Adolfsson, Ida, and Matilda Broberg. "It Takes Two to Tango : En studie om organisationer i finans och försäkringsbranschen och deras syn på att behålla medarbetare." Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9652.
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"Hur arbetar organisationers ledning med att behålla sina medarbetare? -Vad har motivationsfaktorer för betydelse?" Idag har många organisationer hög personalomsättning vilket oftast ses som ett problem. När en organisation har lagt ner tid och resurser på rekrytering så krävs det fortfarande arbete kring personalfrågor. För att behålla medarbetare inom organisationer, för att inte bli av med dem, så krävs ytterligare arbete vilket organisationer bör vara medvetna om. Syftet med den här studien är att ta reda på ledningens arbete kring motivation för att behålla befintliga medarbetare. Studien ämnar till att ta reda på hur de motiverar medarbetare för att ge en ökad arbetstillfredsställelse och därmed få medarbetare att inte vilja lämna organisationen. För att kunna uppnå syftet med studien har vi med en kvalitativ metod genomfört fem djupgående intervjuer. Dessa intervjuer har gjorts på personer med en ledningsposition inom finans och försäkringsbranschen. Empirin visar de olika ledarnas arbetssätt gällande rekrytering och hur de själva motivera individer. Alla respondenter har fått möjligheten att med egna ord själva berätta vad som är motivation för dom. Empirin visar även vilka belöningssystem dessa organisationer har och vad ledningen anser dessa har för effekt. Bland annat resonerar tidigare forskning kring personalomsättningskostnader samt vad som krävs för att behålla befintliga medarbetare inom organisationen. Tidigare forskning visar även att det råder delade meningar om vad motivation är, hur det uppfylls och vem som bär ansvaret för att upprätthålla motivation. Resultatet visar att det finns specifika motivationsfaktorer som kan vara avgörande för om medarbetare stannar eller väljer att avsluta sin tjänst. Rekrytering visar sig också spela roll vid arbetet kring att behålla medarbetare."How does organizational management keep their employees?" -Of what significance are motivational factors? Today, many organizations have high employee turnover which is often seen as a problem. When an organization has invested time and resources in recruitment, it still requires work on personnel matters. In order to retain employees within organizations further work is needed which organizations should be aware of. The purpose of this study is to find out how the management work with motivation as a factor to keep existing employees. The study aims to find out how they motivate employees to give greater job satisfaction and thus get people not wanting to leave the organization. In order to achieve the purpose of the study, we have with a qualitative approach conducted five in-depth interviews. The respondents of these interviews did all have a leadership position in the financial or insurance business. The empirical data shows how the various leaders complete their recruitments and how they motivate individuals. All respondents got the opportunity to, with their own words, describe what motivation is for them. The empirical data also shows which reward systems these organizations use and what kind of effect it has. Earlier research shows what kind of employee costs there are and what it takes to retain existing employees within the organization. Previous research also shows that there is a disagreement between authors about what motivation is, how it is fulfilled and whom that is responsible for maintaining motivation. The result shows that there are specific motivational factors that can determine whether employees stay or choose to give their notice. Recruitment is also shown to be significant in the work on retaining employees.
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Abu, Keir Mohammed Youssif. "Staff perceptions of how human resource management practices influence organisational performance : mediating roles of organisational culture, employees' commitment and employee retention in Bahrain private universities." Thesis, Cardiff Metropolitan University, 2016. http://hdl.handle.net/10369/8003.
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Recently in Bahraini private universities there has been an increased focus on the importance of HR practices. This research examined the link between HR practices and staff perceptions of organisational performance. The research explored staff perceptions of the link directly and also examined the effect of mediating variables – organisational culture, employee commitment and employee retention. The researcher developed a model, based on an extensive review of the literature and using the resource-based view and contingency theory. Within the model a set of HRM practices and mediators including organisational culture were suggested as determinants of organisational performance. A set of research hypotheses concerning the links between variables were formulated. Data was gathered using a set of questionnaires to measure staff perceptions. The questionnaires were designed to take cultural considerations into account and the survey was conducted ethically and objectively. The questionnaire survey was targeted at 300 academic and administrative staff employed by five Bahraini private universities. Stratified sampling was used and two hundred and eighty usable responses were received. The results were analysed to determine the relationship between variables in the model using PLS (Partial Least Squares). SPSS (Statistical Package for Social Sciences) was used for statistical analysis of the responses to the questionnaire which gave further insights into the use of specific HR practices. The research findings indicated that there was a direct relationship between HR practices and staff perceptions of organisational performance and this was also mediated by organisational culture, employee retention and employee commitment. This study contributes to the body of knowledge of HRM by providing new insights into the interplay between adoption of SHRM practices and organisational performance of private universities in a developing country. This contributes to the literature on the effects of HRM on organisational performance, which are currently drawn mainly from a Western context.
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Nilsson, Alida, and Amanda Falk. "Kunskapsföretags arbete med att behålla personal." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-17147.
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Bakgrund: På dagens arbetsmarknad är det vanligt förekommande att ofta byta jobb. Att medarbetare själva väljer att lämna ett arbete är kostsamt ur ett organisatoriskt perspektiv och företag som definieras som kunskapsföretag är extra sårbara när personal väljer att lämna företaget. Därmed är företagens arbete med Employee Retention betydelsefullt. En studie gjord av Randstad (2018) undersökte de främsta orsakerna till att svenska medarbetare väljer att avsluta sin anställning. Dessa tre orsaker har i denna studie definierats som lön, arbetsengagemang och kompetensutveckling. Problemformulering: Hur arbetar kunskapsföretag för att behålla sin personal utifrån lön, arbetsengagemang och kompetensutveckling? Syfte: Syftet med studien är att få en djupare förståelse för hur kunskapsföretag arbetar med att behålla personal utifrån de tre främsta orsakerna till att svenska medarbetare säger upp sig, enligt Randstads Employer Brand Research 2018. Metod: En kvalitativ studie av sex stycken kunskapsföretag. Teori: Den teoretiska referensramen innefattar litteratur och vetenskapliga artiklar som används i syfte för att besvara studiens syfte och frågeställning. Den teoretiska referensramen har sammanställts i en analysmodell. Empiri: Insamlingen av empiriska data har skett genom kvalitativa och semistrukturerade intervjuer med personalansvariga på respektive företag. Analys: Det empiriska materialet har analyserats med hjälp av en analysmodell samt med stöd av vetenskaplig litteratur om respektive orsak. Slutsats: Studiens resultat påvisar att ingen av företagen arbetar efter uttalade och väl integrerade strategier av Employee retention. Dock uppges diverse Human Resource Management-metoder i syfte att behålla företagens personal. Samtliga företag arbetar för att behålla sin personal utifrån orsakerna lön, arbetsengagemang och kompetensutveckling på liknande tillvägagångssätt, dock förekommer vissa skillnader. I slutsatsen besvaras den ställda frågeställningen samt studiens syfte.Background: In today's labor market it is common to often change jobs. The fact that employees choose to leave a job is costly from an organization's perspective, and companies defined as knowledge companies are particularly vulnerable when employees choose to leave the company. Thus, corporate work with Employee retention is important. A study conducted by Randstad (2018) examined the main reasons why Swedish employees choose to terminate their employment. These have been defined in this study as salary, work engagement and skills development. Problem: How do knowledge companies work to keep their staff based on salary, work engagement and competence development? Purpose: The aim of the study is to gain a deeper understanding of how knowledge companies work to retain staff based on the three main reasons why Swedish employees quit their jobs, according to Randstad Employer Brand Research 2018. Method: A qualitative study of six knowledge companies. Theory: The theoretical frame of reference includes literature and scientific articles used for the purpose of answering the study's purpose and problem. The theoretical frame of reference has been compiled in an analysis model. Empiricism: The collection of empirical data has been done through qualitative and semistructured interviews with the personal manager of the respective companies. Analysis: The empirical material has been analysed using an analysis model and with the support of scientific literature on the respective cause. Conclusion: The study's findings show that none of the companies are working according to pronounced and well-integrated strategies of Employee retention. However, various Human Resource Management methods are reported in order to retain the company's personnel. All case companies work to maintain their staff based on the reasons salary, work engagement and competence development on similar approaches, however, there are some differences. The study's conclusion answers the problem and the purpose of the study.
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Kane-Sellers, Marjorie Laura. "Predictive models of employee voluntary turnover in a North American professional sales force using data-mining analysis." [College Station, Tex. : Texas A&M University, 2007. http://hdl.handle.net/1969.1/ETD-TAMU-1486.
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Morgan, David B. "Management Strategies for Reducing Voluntary Employee Turnover in Small Professional Service Firms." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6627.
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Replacing an employee can cost a firm as much as 200% of that employee's annual salary, and small business owners may be especially sensitive to voluntary employee turnover due to their limited resources. The purpose of this multiple case study was to explore the strategies that some owners of small professional services businesses in the midwestern region of the United States used to reduce voluntary employee turnover in their firms. The conceptual framework for this doctoral study was Barney's resource-based theory. Data were collected from 4 participants whose firms were at least 5 years old and had experienced lower turnover than the average as reported by the Bureau of Labor Statistics, using semistructured interviews and a review of company policies and procedures found in employee handbooks, as well as publicly available information on company websites. Data were analyzed by compiling all the data, using coding to organize the data, identifying themes that emerged, and then making observations about those themes as they pertained to the research. Member checking, along with the review of company documents, served as methodological triangulation for reliability and validity of the research. The 3 major themes that surfaced were how voluntary employee turnover impacts small professional services firms, how hiring reduced voluntary employee turnover, and how corporate culture and employee engagement reduced voluntary employee turnover. Data about strategies for reducing voluntary employee turnover may bring about positive social change in local economies by helping to ensure stability in local commerce and national economies by supporting the success of small businesses that account for many businesses in the United States.
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Ruiz, Candace A. "Strategies to Retain Millennial Employees at Full-Service Restaurants." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3470.
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Some supervisors lack effective strategies to retain millennial generation employees. The purpose of this multicase study was to explore effective strategies supervisors use to retain culinary-educated millennial employees in full-service restaurants. Nine millennials and 3 supervisors from 3 full-service restaurants in Denver, Colorado consented to face-to-face semistructured interviews with open-ended interview questions concerning retention strategies. The conceptual framework of Herzberg's two-factor theory served to guide the scope and the data analysis for the multicase study. The interview transcripts were coded and grouped into themes. Explanation building for the data analysis assisted in finding causal links between cases and the unit of analysis, and in assembling a broad explanation to fit each case. Ten subcategories emerged from the 3 themes that aligned with Herzberg's motivation factors, hygiene factors, and millennial values and attitudes. The 10 subcategories were developed, and indicated that effective strategies differ by supervisor. Among the ten subcategories, the most prominent were (a) growth and advancement, (b) positive working conditions, and (c) quality and influence of the supervisor. This study may contribute to social change by providing restaurant supervisors with strategies for millennial retention and keeping young workers in the community to share in the responsibility of social progress and to reach their full potential.
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Elm, Dana, and Rebecca Grindeland. "Strategic Human Resource Management : en kvalitativ studie om organisationens förmåga att behålla nyckelmedarbetare." Thesis, Högskolan Väst, Avd för företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-11146.
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Under de senaste decennierna har HRs roll förändrats inom organisationerna. Från att vara enlägre administrativ funktion har HR ökat i betydelse och anses idag vara en strategisk resurs,vilket har lett till att begreppet SHRM myntats. Inom SHRM återfinns rekrytering, hanteringav humankapitalet och bevarande aktiviteter. Fokus bör ligga på bevarandet av nyckelmedarbetaresom är viktiga för organisationens konkurrenskraft på arbetsmarknaden när det idag tillstor del är arbetstagarens marknad. Syftet med vår studie är att undersöka hur organisationeranvänder HR-funktionen för att locka nyckelmedarbetare att stanna kvar, med fokus på framgångsfaktorer för ett lyckat strategiskt HR-arbete, samt dess påverkan på det psykologiska kontraktet. Vi har använt oss utav kvalitativa intervjuer med tre informanter som ingår i en organisations ledningsgrupp. Materialet har sammanställts och analyserats genom en tolkande ansats där vi med stöd av tidigare forskning identifierat relevanta begrepp som undersökts empiriskt. De slutsatser som vi kan dra om SHRM som arbetssätt är att det krävs kunskap och insikt hos ledningen om vad för potential HR-funktionen har att bidra med till organisationen för att kunna implementera SHRM som arbetssätt. Angående bevarande åtgärder för att behålla nyckelmedarbetare bör organisationer först och främst tillkännage att nyckelmedarbetare finns för att de ska kunna motiveras till att vilja arbeta med bevarande aktiviteter för att behålla dessa. Vi kan även dra slutsatsen att det psykologiska kontraktet bortprioriteras när personalomsättning har blivit en naturlig del av organisationens vardag.Great changes have occurred in HR over the last few decades. From being a lower, administrativefunction, HR has developed to a strategic resource in, operating in the higher levels of the organization, which has lead to the development of SHRM. Within the field of SHRM we can find recruitment, management of human capital and activities to decrease turnover. Attention should be paid to retain key employees whom are of great importance for creating a competitive advantage for the organization on the labor market. The purpose of this study is to investigate how organizations use the HR-function to increase retention among key employees; focusing on success factors for a strategic HR-work and its effect on the psychological contract. We've used qualitative interviews containing three informants that represent an organizations operational management team. The material has been assembled and analyzed through an interpreting approach where we, supported by theories and previous research, have identified relevant terms that have been investigated empirically. A conclusion regarding SHRM, as a practice, is that it demands a high level of knowledge and insight within the operational management team regarding the diversity of HR and how it can contribute to the organization in order to be implemented within the organization. Regarding activities to decrease turnover to keep key employees, organizations primarily need to signify the existence of key employees to even consider wanting to work with these kinds of activities. Furthermore, we have identified the lack of priority that the psychological contract gets if turnover has become a natural part of the everyday life within the organization.
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Dahlborg, Josefine, and Johanna Pettersson. "Employee Retention Management genom det psykologiska kontraktet : En komparativ studie om vad lärare i fristående och kommunala skolor värderar högst i sin anställning." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-19792.
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Bakgrund: Det är av stor vikt för organisationer att arbeta med employee retention management för att maximera sina chanser att behålla sin personal. Att förlora medarbetare leder till höga kostnader för bland annat nyrekrytering och upplärning. Dessutom uppstår en kompetensförlust. Idag råder en stor lärarbrist i Sverige vilken förväntas öka ytterligare de kommande åren. Det är alltså inte enbart kostsamt för skolor att förlora sina lärare; det är också riskfyllt då det riskeras att den kompetens som krävs inte finns att tillgå på arbetsmarknaden.Syfte: Studien avser att förklara vilken faktor i psykologiska kontraktet som anses vara viktigast när lärare väljer att kvarvara i sin anställning samt i vilken ordning de undersökta faktorerna föredras av de medverkande lärarna. Därtill ämnas att studera vilka skillnader och/eller likheter som finns i vad lärare på kommunala respektive fristående skolor värderar.Teoretisk referensram: Denna studie utgår från teorier om employee retention management och studiens huvudteori är det psykologiska kontraktet som har sin grund i social exchange-teorin. De faktorer i det psykologiska kontraktet som studeras är möjligheter till karriärutveckling, stöd från och kommunikation med chefer, lön och finansiella belöningar, möjligheter till lärande och utbildning, social atmosfär och relation till kollegor, balans mellan arbetsliv och privatliv samt arbetsinnehåll.Metod: Studien är genomförd med kvantitativ metod bestående av enkätundersökning. Därtill används en komparativ design för att söka finna eventuella likheter och/eller skillnader mellan vad lärare på fristående och kommunala skolor värderar i sin anställning.Slutsats: Social atmosfär och relation till kollegor är den faktor i det psykologiska kontraktet som av de svarande lärarna anses vara den viktigaste till att de väljer att kvarvara i sin anställning – både vad gäller rangordning av faktorernas medelvärden och vid val av den allra viktigaste faktorn samt för lärare i både fristående och kommunala skolor. På samma sätt är möjligheter till karriärutveckling den faktorn som anses minst viktig i alla dessa avseenden, vilket skulle kunna förklaras av det faktum att läraryrket inte är karriärfokuserat. Den största skillnaden som återfinns i studien är att faktorn stöd från och kommunikation med chefer värderas högre av lärarna på de fristående skolorna än lärarna på de kommunala skolorna.Background: It is of great importance for organizations to focus on employee retention management in order to maximize their chances to retain their employees. Losing employees results in high costs for recruitment and training etcetera. In addition, there will be a loss of competence. Today there is a shortage of teachers in Sweden which is expected to grow larger in the coming years. Not only is the loss of employees expensive; it is also critical because of the risk of not being able to find the right competence on the labormarket.Purpose: Present study aims to examine which factor in the psychological contract teachers consider being the most important when choosing to stay in their present employment and in which order the examined factors are preferred by the participating teachers. Moreover, the purpose of this study is also to investigate whether there are similarities and/or differences between what teachers in public and private schools value.Theory: This study originates from theories about employee retention management and the main theory is the psychological contract which in turn originates from the social exchange theory. The studied factors in the psychological contract are career opportunities, support from and communication with supervisors, salary and financial rewards, training and development opportunities, social atmosphere and relationship with co-workers, worklife balance, and job content. Method: This study was conducted through a quantitative method using a questionnaire. In addition, a comparative design was used in order to find which similarities and/or differences that exist between what teachers in private and public schools value in their employment.Conclusion: Social atmosphere and relationship with co-workers is the factor in the psychological contract that the teachers in this study consider to be the most important when they choose to remain in their employment – both when ranking the factors’ means and when choosing the single most important factor and also for teachers in both public and private schools. Similarly, the factor career opportunities is the least important factor in all these regards, which could be explained by the fact that the teaching profession is not career focused. The greatest difference between the two sectors is found in the factor support from and communication with supervisors where the teachers in the private schools find this factor more important than the teachers in the public schools do.
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Davis, Odetha Antonnett. "Strategies for Low Employee Turnover in the Hotel Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5069.
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Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.
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Rombley-Browne, Delma. "Leadership Strategies for Improving Supervisors' Performance." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4886.
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Poor employee performance has a negative effect on business profitability. Some telecommunications executives lack strategies to improve supervisors' performance. The purpose of this single case study was to explore the leadership strategies telecommunications executives use to improve supervisors' performance. Utilizing the behavior engineering model, data consisted of semistructured interviews with 10 purposefully selected telecommunications executives in the Dutch Caribbean island of St. Maarten who have successfully improved supervisors' performance. Five themes emerged from the thematic analysis of interview data and business archived performance reports: need for implementing communication and team activities; need for providing bonuses, incentives, and rewards; adopting goal setting and performance appraisals; promoting training; and the required autonomy to work. All the telecommunications executives used communication, meetings, team activities and bonuses, incentives, and rewards as strategies for improving supervisors' performance. Eighty percent of the participants used goal setting and performance appraisal and training while 60% of the respondents used autonomy to do work as strategies for improving supervisors' performance. The findings from this study might contribute to social change by providing telecommunications executives with more knowledge to achieve business sustainability. With improved business performance, telecommunications executives will provide job opportunities to the people in the local community and support community leaders with provision of social amenities. The local community will adopt technology to enhance their quality of life.
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Koláčková, Jana. "Fluktuace a retence zaměstnanců ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-416808.
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The diploma thesis is focused on employee turnover and retention in a selected company. The theoretical part defines terms that are related to this issue. This part focuses on the causes and consequences of employee turnover, on people resourcing and retention of current employees. This theoretical knowledge is used in the analytical part during analyzing and evaluating the current state of the company. Based on the findings, recommendations that would support effective recruitment and selection process of suitable employees, support retention and reduce employee turnover in the company are provided.
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Mello, Daniel Andere de. "Análise dos fatores de retenção de empregados em organizações que atuam no Brasil." Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-17122014-174549/.
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O ambiente globalizado e em constantes mudanças, previsto por pesquisadores nas últimas décadas, passou a fazer parte do dia a dia das organizações. Nesse cenário de desenvolvimento tecnológico e surgimento da era da informação, a competividade se acirrou no ambiente corporativo. As organizações encontram-se diante do desafio de, com os recursos disponíveis, garantirem a vantagem competitiva diante de seus competidores, e as áreas de Recursos Humanos passam a ocupar uma posição estratégica para garantir a implementação de estratégias de negócios das organizações. Essas estratégias, normalmente, abrangem a utilização de empregados com qualidades diferenciadas em posições chave na organização, aqueles que podem ser chamados de \'talentos\'. Pesquisas de institutos e consultorias de renome apontam que uma das principais prioridades para os profissionais de RH é a Gestão de Talentos, com ênfase no desenvolvimento de políticas e práticas que visem à manutenção do empregado na organização, a sua retenção. Considerando esses aspectos, além dos altos custos envolvidos na saída e substituição de um empregado e questões como a escassez de mão de obra vivenciada no cenário nacional, esta dissertação buscou investigar a relação dos motivos que levam os empregados a permanecerem na organização, ou seja, seus fatores de retenção, e as características pessoais, profissionais e organizacionais destes empregados. A pesquisa contou com 121.532 respondentes, atuando em 407 organizações participantes de pesquisa pública que analisa a qualidade do ambiente de trabalho. No aspecto metodológico, foram desenvolvidas análises qualitativas e quantitativas para obter os fatores de retenção e verificar suas relações com as características dos empregados. Utilizou-se a técnica de Análise de Correspondência Múltipla para visualização do mapa perceptual das variáveis em estudo. Foram encontrados 13 fatores de retenção dos empregados, sendo que doze foram identificados anteriormente em estudo norte americano - Comprometimento Organizacional, Falta de Alternativas, Flexibilidade no Trabalho, Influências Não Relacionadas ao Trabalho, Investimentos, Justiça Organizacional, Localização, Oportunidades de Desenvolvimento, Prestígio Organizacional, Recompensas Extrínsecas, Relacionamentos e Satisfação com o Trabalho - e um fator foi incluído neste estudo - Estabilidade e Segurança. Os resultados mostraram associações entre os fatores de retenção e as variáveis das características dos empregados, sendo que algumas variáveis discriminam mais, como Escolaridade, Cargo e Faixa Etária, enquanto outras apresentam menor influência, como Gênero e Avaliação de Desempenho.The globalized and rapidly changing environment, predicted by researchers in recent decades, has become part of everyday life of organizations. In this technological development scenario and rise of the information age, the competitiveness intensified in the corporate environment. Organizations are facing the challenge of, with the available resources, ensure the competitive advantage over its competitors and the Human Resources come to occupy a strategic position to ensure the implementation of business strategies of organizations. These strategies typically include the use of employees with unique qualities in key positions in the organization, those who can be called \'talent\'. Researches from renowned institutes and consultancies indicate that a top priority for HR professionals is Talent Management, with emphasis on the development of policies and practices aimed at maintaining the employee in the organization, their retention. Considering these aspects, in addition to high costs involved in releasing and replacing an employee and issues such as the shortage of labor force experienced in the national scenario, this dissertation investigates the relationship of the reasons that lead employees to remain in the organization, that is their retention factors, and personal, professional and organizational characteristics of these employees. The survey involved a sample of 121532 respondents, working in 407 organizations participating in public research that analyzes the quality of the work environment. Considering the methodological aspect, qualitative and quantitative analyzes were performed to obtain the retention factors and verify its relations with the characteristics of employees. It was used the technique of Multiple Correspondence Analysis to display the perceptual map of the study variables. 13 employee retention factors were found, twelve were identified previously in North American study - Organizational Commitment, Lack of Alternatives, Flexibility at Work, Nonwork Influences, Investments, Organizational Justice, Location, Development Opportunities, Organizational Prestige , Extrinsic Rewards, Relationships and Job Satisfaction - and a factor was included in this study - Stability and Security. The results showed associations between retention factors and variables of the characteristics of employees, some of which variables discriminate more like Education, Job and Age, while others have less influence, as Gender and Performance Evaluation.
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Gomes, Fany Catherine Dias. "Retaining MBAs, from employees' point of view." Master's thesis, NSBE - UNL, 2009. http://hdl.handle.net/10362/9502.
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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and EconomicsThe purpose of this study is to discuss retention strategies used by Human Resource Management to retain knowledge workers, particularly MBAs. This Work Project is a qualitative analysis taking into consideration MBAs point of view through semi-structured interviews. This document takes their opinions in order to discuss the possible gaps between the current HRM strategies used and the ones considered as effective by MBAs. The interviews were conducted with a sample of 24 participants all of them with a MBA Degree which gave to the analysis heterogeneity because of their different backgrounds. The interviews were recorded and then transcribed. A master table with the results was then elaborated. Concerning the findings, some of them confirmed the literature review. But new results arose from the interviews, which may be interesting for future research.
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au, Janet Chew@cbs curtin edu, and Janet Cheng Lian Chew. "The Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study." Murdoch University, 2004. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20041201.150257.
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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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Syce, Chantal. "Predicting employee voluntary turnover using human resources data." Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/11711.
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Includes bibliographical references.The current research attempted to answer the following question: Can voluntary employee turnover be predicted? The study made use of regression analyses to examine the relationship between employee turnover and a range of worker demographics. Data covering 2 592 employees in a South African general insurer formed the basis for the analysis. Several demographic variables (available in the HR management information system), were identified and investigated with the aim to develop a voluntary turnover prediction model. Fourteen variables were identified in the human resources information system to be included for analysis. From 14 potential predictors, the procedure selected only five variables, i.e. cost centre, years of service, performance, age and tenure - family size interaction for inclusion in the regression equation.
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Ng, Kwai-kuen Eric. "Human resources strategies for China operations /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14040268.
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Greene, Jr James Irvine. "Acquisition and Retention of Skilled Employees for Industries in Giles County, Tennessee." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3680.
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The U.S. manufacturing industry produces products that ship all over the world. Because of the shortage of skilled labor, some manufacturing human resource professionals lack the strategies and processes necessary to acquire and retain skilled employees. Guided by Maslow's hierarchy of needs theory and Herzberg's motivation-hygiene theory, the purpose of this qualitative multiple-case study was to explore the strategies and processes that manufacturing human resource professionals use to acquire and retain skilled employees. Data were gathered from a population of manufacturing human resource professionals in Giles County, Tennessee from individual interviews; focus group; and participants' internal documents, public documents, and websites. Transcribed interview data and focus group data, along triangulated data from other gathered documents, were inductively coded following Yin's approach to analysis. Six themes emerged as key strategies to acquire and retain skilled employees: company culture, succession, benefits, finding new employees, incentives, and employee attraction and retention. These findings may contribute to improving business practices in manufacturing industries or human resource management. The implications for positive social change include the potential for the community to become more attractive for other industries and improve the quality of life for individuals who reside in the community.
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Nguyen, Tommy, and David Rasmussen. "Analyzing motivational factors which may influence seasonal retention : A case study on Kolmården Zoo Park & Leksand Resort." Thesis, Högskolan Dalarna, Turismvetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:du-28386.
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Unveiling the factors which drive the seasonal workforce in a family-park tourism destination setting through interviews with previous workers of those destinations, and to understand the challenges of working seasonally opposed to working full-time.
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吳貴權 and Kwai-kuen Eric Ng. "Human resources strategies for China operations." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266769.
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Pinet-Eve, Alexander. "Employee-share-ownership : Human Resources Management and employees behavioural outcomes." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-182865.
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Employee share ownership (ESO) is widely defended as a competitive organisational structure to increase organisational productivity through higher labour performance. Research on the relationship between ESO and labour performance produced mixed results when looking at the commitment and labour turnover. With more than 50% of all companies in Europe providing ownership to their employee, this research studies how ESO influence the labour performance building from previous research on Human Resource Management and employees’ behavioural outcomes. This study uses a quantitative design to analyse French workers' labour performance and compare the results between employees' owners and non-owners. Extrinsic and instrumental satisfaction resulting from HRM policies were considered to influence employees’behavioural outcomes. Finally, these satisfaction indicators were tested for moderation between ESO and the behavioural outcomes.This research finds a significant relationship between ESO and commitment. Moreover, extrinsic, and instrumental satisfaction predicted commitment. Only extrinsic satisfaction resulted in a decrease in employee's intention to turnover. Results show that instrumental satisfaction moderates the relationship between ESO and commitment, such as employees in an organisation with ESOwill exhibit more significant commitment as their employers increase their ability to be autonomous and participate in decision-making. However, the results defend that extrinsic satisfaction is a more significant predictor for turnover and instrumental satisfaction for commitment than ESO. These results suggest that ESO cannot systematically explain increased commitment and lower intention to turnover, as the behavioural outcomes change depending on how the organisation supports their employee’s satisfaction and that the employees' values and beliefs are different in ESO compared to employees in traditional organisations.
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Benson, Victoria L. "Improving Employee Engagement through Strategic Planning by Human Resources Professionals." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4501.
Full textAbstract:
Turnover rates are climbing every year, with a lack of engagement cited as a top reason, costing employers money in lost productivity. Slightly over one-third of workers worldwide consider themselves engaged. Employers are at risk of losing top talent due to a lack of engagement. Business leaders need to adapt to changing engagement practices invoking human resources (HR) as a strategic business partner. This study focused on strategic planning tools HR leaders in used to increase employee engagement. Interviews with leaders in a small-sized cloud-based data storage company in the Southeast region of the United States, were analyzed to identify themes. The inclusion of Bandura's social cognitive theory to increase self-efficacy was evident in the research as an important technique to increase success. Face-to-face interviews were conducted with the top 2 leaders from a small-sized cloud-based data management company in Orlando, Florida. Data collected from interviews were transcribed and coded to analyze emerging themes. Three themes discovered as strategic planning tools were feedback, timeframe, and leadership. The results of this study could contribute to social change by assisting employers in understanding the value of a successful strategic plan for employee engagement in lowering turnover. Lowering turnover in the immediate Orlando, FL area leads to lowering unemployment throughout and outside of the state. When employers understand the relationship between engagement, leadership, and human capital can shift employee self-efficacy and increase job satisfaction. Involving HR at the ground floor of an organization can provide much-needed balance and personnel management to increase overall engagement, reduce turnover, and impact municipal and regional businesses.
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Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.
Full textAbstract:
Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.
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George, Joe Webb. "Re up? You're crazy! retention versus mobility in today's army /." Thesis, Montana State University, 2009. http://etd.lib.montana.edu/etd/2009/george/GeorgeJ0509.pdf.
Full textAbstract:
Retention practices in the U.S. Army face an incentive problem. The amount of work that officers undertake to retain a soldier should be based in part on those officers' expectations of accruing benefits. In this paper, I analyze Army National Guard retention rates to see if the possible mobility of a soldier (which affects his leadership's expected benefits) is systematically related to the probability he will be retained. A soldier's mobility translates into competition among military units for that soldier's service. There are two possible and contradictory effects of this competition. The first is the standard microeconomic effect of increasing competition in a monopsonistic environment. This would be expected to increase quantity (in this case, the quantity of soldiers retained). The second, less intuitive effect is that competition among battalions reduces a soldier's ability to effectively commit to long-term service with any battalion. This causes a reduction in quantity. I have found that the second effect dominates. This paper contributes to economic literature by improving the understanding of incentives in large organizations.
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Ibragimova, Yuliya. "New Methods in Human Resources Management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193004.
Full textAbstract:
This diploma thesis concentrates on relationship between employee satisfaction and usage of new methods in Human Resources Management, particularly coaching and talent management. As employee satisfaction becomes one of the most important sources of influence on company's performance, it is also discussed in the theoretical background the relationship between employee satisfaction and company performance. The goal of the thesis is to find relationship between usage of new HRM methods (coaching and talent management) and employee satisfaction. The thesis has four chapters. First two chapters "Measurement Systems in an Organization" and "Methods in HR Management" set a theoretical background for the research. The third chapter concentrates on the research itself: employees of five Russian companies both with and without coaching and talent management, are tested. In the last chapter are compared research outcomes and theoretical approach, as well as, recommendations are given.
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Echols, Amber Huffman. "Retention Factors for Assistant Retail Managers." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2812.
Full textAbstract:
The cost of losing a manager in the retail sector is 2 to 3 times their yearly salary. The purpose of this exploratory single case study was to explore strategies general managers in large retail organizations can use to improve assistant manager retention. Building upon Ramlall's adaptation of motivation theory, research was conducted to determine factors that contributed to retention of assistant managers in a general merchandise retail store operating in Virginia and North Carolina. Data were collected through semistructured interviews with 20 general managers of stores in the same organization located in Virginia and North Carolina, reflective journals, and researcher observations and were then coded by themes and analyzed using Moustaka's method of thematic analysis. Seven themes emerged from the study including needs for a supportive work environment, training and communication, pay, and appreciation and feedback. Implications for positive social change include increased wages through higher retention, which can affect the economy of the communities in which the company operates. The company operates nationally, so the potential insight on in increased wages could have a wide impact on the economy if applied to all stores. Assistant managers will also benefit from consistency and growth within the company and in turn be able to provide more stability to employees that work for them. If applied to other companies, this study could also have a positive impact on a wider scale. General managers from different companies in different areas may use the results of this study as a starting point to assess and improve assistant manager retention within their stores. This improved retention could lead to more stability in their team and better knowledge retention for the organization.
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Harachová, Kristína. "Návrh změn motivačního systému ve vybraném podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-442987.
Full textAbstract:
The thesis focuses on the proposal of changes in a motivation system in the chosen company. The theoretical part explains basic terms, definitions and procedures that are connected to the analyzed topic. Second part of the paper introduces the company and analyzes the current state of a motivation system via company’s documents and a questionnaire. The last part includes the writer’s own suggestions of solutions resulting from the second part’s analysis.
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Martin, Michael Joseph. "Influlence of Human Resource Practices on Employee Intention to Quit." Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/28424.
Full textAbstract:
Reducing employee turnover through retention practices is an area of great interest to employers who depend on a highly skilled workforce. In recent years, Cooperative Extension has experienced the loss of many local agents/educators due to resignation and also retirement incentives offered as a cost saving measure to manage reduced funding. Due to the type of work, the training needed, and the small pool of qualified applicants, it is important to pay attention to the retention of newly hired Extension workers. Prior research suggests a linkage of factors that can predict the likelihood of new employeesâ intention to quit. Human resource practices including recruitment & hiring, compensation & benefits, training & development, and supervision & evaluation are items that can directly influence the level of job satisfaction of new employees as well as their level of commitment to the organization. The level of job satisfaction and organizational commitment can, subsequently, predict an employeeâ s level of intention to quit. This paper will share findings of research conducted in the fall of 2010, which included 480 Extension agents/educators, representing 12 states in the Southern United States. The study targeted employees with less than six years of employment and investigated human resource practices that influence intention to quit. Findings indicate a significant relationship between perceptions of human resource practices and intention to quit, mediated by organizational commitment and job satisfaction. Accordingly, the research has important implications for the management of Cooperative Extension and anyone working in or preparing to work in related fields.Ph. D.
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Quichocho, Davina, Mallory Lucier-Greer, Lucy R. Nichols, Nicky Frye, Catherine Walker O'Neal, and Allie Krumm. "What Human Services and Helping Professionals Need to Know about Employee Retention and Work-Life Balance." Digital Commons @ East Tennessee State University, 2020. https://dc.etsu.edu/secfr-conf/2020/schedule/55.
Full textAbstract:
The Work-Family Enrichment theory highlights the interrelatedness of professional and personal life and notes that positive work and family experiences can have additive effects on individuals and their families (Greenhaus & Powell, 2006). Through this lens, work satisfaction has implications for family and individual wellbeing. When workplace organizations implement practices that encourage employee retention, they systematically create an environment that fosters employee satisfaction (Griffin et al., 2010; Wells, 2015). Retention, and the relationships between work, family, and individual wellbeing, are particularly salient for certain types of work that are connected to human development and family science because many of these careers are high-demand/lower-pay “labors of love” (e.g., child care providers, social work, child-life specialists). Equipping current and future helping/human service professionals with an understanding of effective retention practices will help them identify satisfying work opportunities for themselves and enhance their ability to advocate for and implement retention practices across the field.
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Lopez-Martinez, Jose A. "Relation between Employee Learning, Emotional Intelligence, and Organizational Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7485.
Full textAbstract:
Many managers of Puerto Rican corporations have not been able to assist employees in their recovery from the devastation left by Hurricane Maria. This lack of assistance has resulted in high employee attrition rates, low productivity, anxiety, isolation, anguish, despair, panic attacks, and depression. Scholarly literature lacks research on emotional intelligence and learning in corporate, postdisaster contexts; both capacities may mitigate employee stress due to the uncertainty inherent in postdisaster conditions and motivate employees to persevere in the face of adversity. The purpose of this quantitative study was to assess the relationship between employee learning, emotional intelligence, and organizational performance. The theoretical framework applied was human capital theory. The research questions focused on how employee learning and emotional intelligence are related to organizational performance. The sample was 90 full-time employees of multinational corporations in Puerto Rico. Data were collected through SurveyMonkey using the Workplace Learning Scale, the Trait Meta-Mood Scale, and the Organizational Performance Scale. Regression analysis was used to analyze the data, and both employee learning and emotional intelligence were found to have a statistically significant positive relationship with organizational performance (β = .563, p = .000; β = .348, p = .000). To more fully capture participants' thoughts and feelings, a mixed methodology is recommended for future research. The results of this study could assist human resources managers in their selection of training that enables employees to gain the skills needed to support business continuity and personal welfare in postdisaster environments.
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Gunasegaran, A. "Employee relationship planning (ERPII)." Thesis, Coventry University, 2009. http://curve.coventry.ac.uk/open/items/b2f96d06-6463-b900-a09b-693f3e988b09/1.
Full textAbstract:
By triangulation of three longitudinal case studies with change leader practitioner survey, this research identified the following seven generative Employee Relationship Planning (ERPII) management strategies: 1. People Strategy 2. Capital Strategy 3. Information Strategy 4. Experience Strategy 5. Opportunity Strategy 6. Crisis Strategy 7. Result/Reward Strategy ERPII management strategies may facilitate development of organisational cultures where management enables employees to become aware of relevant capital, information, experience, opportunity and crisis situations to attain the result/reward of their collaboration and participation in business process reengineering activities for continuous improvements. These ERPI management strategies may facilitate practical application of current approaches in positive leadership, Emotional Intelligence, Spiritual Intelligence, Appreciative Inquiry and Kaizen.
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Crawford, Madeline G. "Employee Engagement: Restoring Viability to a Corporate Cliché." Scholarship @ Claremont, 2015. http://scholarship.claremont.edu/cmc_theses/1039.
Full textAbstract:
Employee engagement has taken over the corporate world. Whether it is the media, consulting firms, business leaders or human resources, everyone is talking about it. Despite the buzz in the corporate world and millions of dollars pumped into the industry, employee engagement has remained relatively unchanged and our comprehension of it is hazy. Examining the concept of employee engagement from conceptualization to present day helps provide a solid understanding of its foundation and where major evolutionary failings occurred. Prompted by Gallup’s takeover of the concept – from packaging, selling, measuring and intervening – the essence of employee engagement has been lost in overdrive and is now focused on statistics rather than people. The purpose of this paper is to identify the major flaws in the current state of employee engagement using its past as a basis of restoring viability to the concept.
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Derenia, Colleen Marie. "The relationship between recruitment source and employee performance." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/757.
Full textAbstract:
Relationships between recruitment referral sources and performance, work skills, inter-personal skills, attendance, retention, gender, ethnicity, age, etc. -- Formal recruiting (radio, tv, newspaper, employment/placement office) -- Informal recruiting (employee referrals, walk-ins, etc.).
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Alshamasi, Areej Abdulrahman. "Effectiveness of leader-member exchange (LMX) in the Saudi workplace context during times of organisational change : an investigation of LMX roles and their potential to enhance employee outcomes." Thesis, University of Portsmouth, 2012. https://researchportal.port.ac.uk/portal/en/theses/effectiveness-of-leadermember-exchange-lmx-in-the-saudi-workplace-context-during-times-of-organisational-change(0020ce3c-f383-4efa-ab08-996acd22d35a).html.
Full textAbstract:
Successful adaptation to organisational changes may start with individuals’ successful adaptation to change at the task level. This study suggests that the success of employees’ adaptation to task change may depend on the quality of the relationships between them and their managers. Within the broad area of organisational leadership, leader-member exchange (LMX) theory has evolved into one of the more interesting and useful approaches for studying hypothesised linkages between the exchange relationships between employees and their managers, and employee outcomes. The current research adopts an integrative model which is based on a review of the body of literature relevant to LMX, leadership behaviour, and employees’ work-related behaviour and attitudes. The literature review revealed a dearth of rigorous academic research using the leader-member exchange (LMX) approach in the Saudi organisational context, and the need to validate a model of the exchange relationships based on this approach in this context, specifically during times of organisational change. The research contributes to the current body of knowledge by bridging this gap in the previous literature, conducting the research in King Abdul Aziz University (KAU) using the LMX approach. The research design was largely derived from the Methodological Fit Concept for Mature Theory (Edmondson & McManus, 2007). For the purpose of testing the mediation hypotheses, the employees’ data was analysed at descriptive and explanatory levels using the macro introduced by Preacher and Hayes (2008a) for Multiple Mediation Analysis. The most exciting results of the current research are regarding the employees’ evaluation of LMX overall, and that the values for LMX dimensions were high. Interestingly this has been supported by the employees’ views about the significant effect of multidimensional LMX, firstly as mediator and then regarding the independent influence of its dimensions in predicting task change-supportive behaviours and attitudes in the Saudi organisational change context. Based on these results, the research suggests areas and tools for development related to the criteria and mediator variables that need more attention from KAU management.
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Traveler, Shagranda M. "Retention Strategies to Prepare and Maintain Talent for Future Leadership Roles." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7514.
Full textAbstract:
Retaining qualified talent is essential to organizational leaders' ability to maintain a
competitive advantage. The purpose of this multiple case study was to explore the
retention strategies that financial managers used to prepare and maintain talent to assume
future leadership roles. The conceptual framework that grounded this study was the
transformational leadership theory. The research participants were financial managers
from 5 financial services businesses located in the southern region of the United States
with a minimum of 5 years of management experience and at least 3 direct reports. Data
were collected from semistructured interviews, observations, and review of annual
reports, websites, and talent-development strategies. To ensure data saturation,
methodological triangulation was used. Data analysis using the modified van Kaam
method enabled the identification of 4 themes: preparing, partnering, mentoring, and
investing. The implications of this study for positive social change include the potential
for leaders of financial businesses to increase awareness of the value of talent retention
efforts across organizations, thereby improving profit margins.
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Shuck, Michael B. "Employee Engagement: An Examination of Antecedent and Outcome Variables." FIU Digital Commons, 2010. http://digitalcommons.fiu.edu/etd/235.
Full textAbstract:
This nonexperimental, correlational study (N = 283) examined the relation among job fit, affective commitment, psychological climate, discretionary effort, intention to turnover, and employee engagement. An internet-based self-report survey battery of six scales were administered to a heterogeneous sampling of organizations from the fields of service, technology, healthcare, retail, banking, nonprofit, and hospitality. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement and employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results indicated that affective commitment and employee engagement predicted lower levels of an employee’s intention to turnover. The regression beta weights ranged from to .43 to .78, supporting the theoretical, empirical, and practical relevance of understanding the impact of employee engagement on organizational outcomes. Implications for HRD theory, research, and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance.