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Arnold, Edwin. "Managing Human Resources to Improve Employee Retention." Health Care Manager 24, no. 2 (April 2005): 132–40. http://dx.doi.org/10.1097/00126450-200504000-00006.
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Muhammad Aleem and Zulfiqar Ahmad Bowra. "HR Practices and Employee Retention in the Banking Sector of Pakistan." Journal of Accounting and Finance in Emerging Economies 6, no. 3 (September 30, 2020): 787–98. http://dx.doi.org/10.26710/jafee.v6i3.1356.
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Purpose: Human Resource is one of the most valuable resources in any organization and its contribution is massive everywhere in the world. Human Resources (HR) practices can be helpful to retain valued employees. This study examines the role and association between HR practices and employee retention. HR practices include training & development, compensation, job security, working environment, leadership and culture & policies. Major objective of this study is indentfiy the roele and effect of HR practices on employee retention in banking sector of Pakistan.
Design: The population of this study consists of 8 major banks of Pakistan including public, private, Islamic and foreign banks. The mixed-method was employed to get the data through interviews and questionnaires. Simple random sampling and stratified random were used for interviews and questionnaires respectively.
Findings: Findings of the study indicate that compensation; job security, training & development, working environment and leadership practices have a significant association with employee retention. These variables also play a very imperative role in employee retention except job security. The culture & policies have no significant association and role on employee retention.
Value: The research findings may help the policymakers to prioritize the areas of instant concerns and invest resources as per the local requirement of staff for their retention in the banking sector of Pakistan.
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Ndonye, Alice Atalya, and Phelgonah A. Genga. "Human Resource Management Practices and Retention of Employees in Machakos County, Kenya." International Journal of Current Aspects 3, no. VI (November 22, 2019): 235–50. http://dx.doi.org/10.35942/ijcab.v3ivi.87.
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Employees form the critical resources an organization or an institution has for actualizing its mandate. Creating conducive environment for the employees has been associated with improved productivity, as well as reduced turnover of employees. This study found out the role of HRM practices on retention of employees, with a focus on Machakos County. In the study it sought to determine the influence of career advancement practices on employee retention among the workers, evaluate the effects of remuneration practices on employees’ retention, determine the influence of work-life balance practices embraced and determine the influence of work-environment practices on retention of employees in Machakos County. The study looked into four major HRM practice on employee retention that is work life balance, remuneration, career advancement and work-environment practices and their effects on retention of employees. Motivational strategies like better pay and allowances, a work life balance for employees like shift working schedules, career advancement in scholarships, training and development, have been associated with allowing employees to have freedom to be creative and innovative, and being involved in decision-making processes thus feeling part of the organization, owning the organizational processes, and thus being highly likely to remain at their employer. The research design used was descriptive survey research. Data was collected using questionnaires with both open and closed ended questions. The study looked into 464 respondents, from workers within the eleven departments forming the entire Machakos County Government, from where samples of 94 respondents were collected. The study achieved a 98% of the response rate. The reliability of the data collected was assured as the Cronbach’s alpha was above 0.6, meaning the data was acceptable. The males made the most of the respondents at 56.5% while the majorities were aged 26-35 years (at 51.1%). On remuneration matters, allowances and salaries greatly influenced employee retention with an average mean of above 4.0. Career advancement practices including training and development, available opportunities and study leave, were felt to influence employee retention. The regression results show that the model was considered significant as some of the independent variables influenced the dependent variable (employee retention) as their p-value (significance value) was of 0.002. The four variables contributed to 13.7% of the factors that contributed to employee retention at the county government of Machakos. Recommendations include improving the working environment conditions, offering better remuneration packages, providing work-life balance, and providing career advancement opportunities.
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Sukmadewi, Ayu Wayssa, and A. A. Sagung Kartika Dewi. "KEPUASAN KERJA MEMEDIASI HUBUNGAN KOMPENSASI TERHADAP RETENSI KARYAWAN." E-Jurnal Manajemen Universitas Udayana 9, no. 3 (March 3, 2020): 1089. http://dx.doi.org/10.24843/ejmunud.2020.v09.i03.p14.
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Human resources are the most important assets owned by the company. Company goals can be realized if they have competent and skilled human resources, therefore the company must maintaining employee retention. The study was conducted at the Badan Pendapatan Daerah Provinsi Bal with 37 employees as respondents. Data analysis technique used is path analysis and multiple test. Compensation has a positive and significant effect on employee retention. compensation has a positive and significant effect on employee job satisfaction. In addition, this study also proves that job satisfaction has a positive and significant effect on employee retention. The results prove that compensation has a positive and significant effect on employee retention by mediating job satisfaction. Based on the results of the study it is recommended that organizations pay more attention to the provision of compensation and job satisfaction felt by employees, so that contract employees prefer to stay.
Keywords: Employee Retention, Compensation, Job Satisfaction
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Booth LeDoux, Suzanne M., Louis Champagne, and Jared A. LeDoux. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.10026049.
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LeDoux, Suzanne M. Booth, Jared A. LeDoux, and Louis Champagne. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.104289.
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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.
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In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
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Yadav, Archana. "Human Resource Management Practices and Employee Retention." Asian Journal of Managerial Science 9, no. 1 (May 5, 2020): 30–35. http://dx.doi.org/10.51983/ajms-2020.9.1.1633.
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The study aims to assess the predicting role of human resource management (HRM) practices in retaining employees in NTPC Ltd. The company has been successful not only in attracting the best talent in the market, but also in retaining them, according to NTPC’s annual reports from 2013 -17, attrition rate was between .93% to 1% of the Middle Executive. NTPC is a leader not only in the power industry, but also in the market due to its robust HRM practices. Training and development emerged as the most prominent HRM practice during the study, which is also considered the backbone of NTPC Ltd. The company maintains a dedicated Knowledge sharing centre located in Noida, known as the ‘Power Management Institute’ (PMI) which is a world-class learning centre, has collaborated with best institutes in the world and train employees at all levels from entry level to top executive level with ‘planned intervention ‘. Data was obtained from NTPC’s publications maintained in the form of annual reports and ‘Power Management Institute ’annual calendars for the previous five years. A survey was conducted across various plants of NTPC on Middle- Level Executive on human resource practices which are followed in NTPC. HRM practices examined in this study are Security, training and development, quality of work life, compensation, career advancement, Promotion, award and rewards, and work-life balance. Findings indicate that Training and Development and Compensation are the most significant human resource practices in retaining employees and Promotion is the least significant HRM Practice in retaining employees at NTPC Ltd.
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Hutchings, Kate, Helen De Cieri, and Tracey Shea. "Employee Attraction and Retention in the Australian Resources Sector." Journal of Industrial Relations 53, no. 1 (February 2011): 83–101. http://dx.doi.org/10.1177/0022185610390299.
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This article presents findings from a survey conducted in the Australian resources sector in 2009 exploring human resource (HR) managers’ perceptions of how their organizational practices and external contextual changes in industrial relations legislation present challenges for the sector and influence attraction and retention of highly skilled employees. The research makes an important contribution to the literature on good employment/high involvement work practices by investigating organizational practices within the politico-legislative context of this economically significant sector. Our findings indicate that organizations have implemented a range of ‘good’ employment practices, while dealing with concerns about skills shortages, employee turnover, an aging workforce and changes in legislation. We identify a need for employers to give greater attention to diversity and work—life balance issues. Further, there is a need for strategies to increase the attractiveness of work in remote locations.
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Aldamoe, Fathi Mohamed Abduljlil, Mohamd Yazam, and Kamal Bin Ahmid. "The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance." International Journal of Human Resource Studies 2, no. 1 (January 5, 2012): 75. http://dx.doi.org/10.5296/ijhrs.v2i1.1252.
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The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance
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Fahim, Marwa Gaber Ahmed. "Strategic human resource management and public employee retention." Review of Economics and Political Science 3, no. 2 (July 31, 2018): 20–39. http://dx.doi.org/10.1108/reps-07-2018-002.
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Purpose The purpose of this research is to explore the dynamics of using strategic human resource management (SHRM) practices in the public sector. More specifically, this paper tries to point out some main aspects of SHRM, which strongly influence the decision of employees to stay. The empirical study here tends to reveal greater insights into the SHRM-retention relationship and its validation at the National Bank of Egypt (NBE). Design/methodology/approach This research is co-relational in nature with cause and effect approach. The design of the study is both descriptive in the theoretical part and quantitative in the applied one. Theoretically, this paper adopted the analytical approach to define the main concepts, aside from an empirical study to investigate correlations in practice. Findings This paper concludes that the employment of best HRM practices is deemed a remarkable strategic tool in the retention of core public employees. Also, the results of analysis provide evidence that SHRM contributes to employee retention at NBE. Practical implications The findings and recommendations of this research can practically guide management to devise effective policies to improve employee retention using appropriate SHRM activities, particularly in the Egyptian public organizations. Originality/value This research has valuable implications for both theory and practice, as it offers several contributions to literature in the field of study, as well as the practical contribution.
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Rombaut, Evy, and Marie-Anne Guerry. "The effectiveness of employee retention through an uplift modeling approach." International Journal of Manpower 41, no. 8 (April 13, 2020): 1199–220. http://dx.doi.org/10.1108/ijm-04-2019-0184.
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PurposeThe main goal of employee retention is to prevent competent employees from leaving the company. When analysing the main reasons why employees leave and determining their turnover probability, the question arises: Which retention strategies have an actual effect on turnover and for which profile of employees do these strategies work?Design/methodology/approachTo determine the effectiveness of different retention strategies, an overview is given of retention strategies that can be found in the literature. Next, the paper presents a procedure to build an uplift model for testing the effectiveness of the different strategies on HR data. The uplift model is based on random forest estimation and applies personal treatment learning estimation.FindingsThrough a data-driven approach, the actual effect of retention strategies on employee turnover is investigated. The retention strategies compensation and recognition are found to have a positive average treatment effect on the entire population, while training and flexibility do not. However, with personalised treatment learning, the treatment effect on the individual level can be estimated. This results in an ability to profile employees with the highest estimated treatment effect.Practical implicationsThe results yield useful information for human resources practitioners. The personalised treatment analysis results in detailed retention information for these practitioners, which allows them to target the right employees with the right strategies.Originality/valueEven though the uplift modelling approach is becoming increasingly popular within marketing, this approach has not been taken within human resources analytics. This research opens the door for further research and for practical implementation.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Samosir, Christopher, Anita Maharani, and Muchlis Burhanuddin. "Measuring Factor Affecting Indonesia’s Seafarers Retention." Journal of Business and Management Review 2, no. 7 (July 25, 2021): 470–82. http://dx.doi.org/10.47153/jbmr27.1842021.
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The purpose of this study was to determine the extent to which human resource management contributes to employee retention. This study refers to concepts related to human resource management and several studies that show the factors influenced by employee retention. This research approach is quantitative, with the research subjects are employees who work in the sea crossing business. Based on the research results on marine employees of the company, the managerial implications intended for companies engaged in sea crossing services are that there is an influence of placement, compensation, and corporate culture variables on employee retention, which has a positive and significant effect. From the research results, corporate culture is not a moderator of placement and compensation variables on retention, so companies need to re-assure other variables that strongly influence the weak relationship between variables that can increase employee retention.
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Taylor, Stephen. "Occupational pensions and employee retention." Employee Relations 22, no. 3 (June 2000): 246–59. http://dx.doi.org/10.1108/01425450010332523.
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Punia, B. K., and Priyanka Sharma. "Employees' Perspective on Human Resource Procurement Practices as a Retention Tool in Indian IT Sector." Vision: The Journal of Business Perspective 12, no. 4 (October 2008): 57–69. http://dx.doi.org/10.1177/097226290801200406.
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Employee Retention is the biggest challenge that Human Resource Management is facing today. The uncertainty of a changing economy, increasing competition and diversity in the workplace have compelled the organisations to hold on to their top performers at whatever cost they have to pay. It is a very difficult task for the recruiters to hire professionals with right skills set all over again. Thus the focus has shifted from ‘numbers' to ‘quality’ and from ‘recruitment’ to ‘retention.’ Many organisational human resource management practices play dominant role in building employee commitment and loyalty. Out of the plentiful practices, the procurement practice facilitates the entry of an employee in an organisation. Hence keeping in view the significance of this function, the researchers have ventured to investigate the influence of procurement practices on employees ‘retention intentions in the Indian IT industry. This paper studies the influence of organisational procurement practices on employee retention intentions on the basis of personal and positional variables of employees. It also examines the variations in the corporate perception on the procurement practices as a retention tool for IT Personnel.
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Kakar, Palwasha, Abdul Raziq, and Faisal Khan. "Impact of Human Resource Management Practices on Employee Retention: A Case of Banking Sector in Quetta Baluchistan." Journal of Management Info 4, no. 3 (October 1, 2017): 5–11. http://dx.doi.org/10.31580/jmi.v5i1.24.
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The main objective of every organization is not only to select the right person for the right job, but also to fascinate and retain them within the organization. Employee retention has considerable importance these days. This research has conducted to investigate how human resource management practices (employee compensation, employee training, appraisal system and employee empowerment) affect retention of banks employees. The data of the research was quantitative survey, where questionnaires were distributed among 180 bank employees of different banks in Quetta city, out of which 150 were returned back. Data was analyzed using SPSS version 18.0. The results of the current examined that there is significant positive relationship exists between human recourse management practices (empowerment, compensation, training and appraisal system) with employee retention. The study also discusses the limitations and recommendation for future research.
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Cascio, Wayne F. "Leveraging employer branding, performance management and human resource development to enhance employee retention." Human Resource Development International 17, no. 2 (March 15, 2014): 121–28. http://dx.doi.org/10.1080/13678868.2014.886443.
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Patro, Chandra Sekhar. "A Study on the Impact of Employee Retention Policies on Organisation Productivity in Private Sector." International Journal of Asian Business and Information Management 5, no. 3 (July 2014): 48–63. http://dx.doi.org/10.4018/ijabim.2014070104.
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During the last decade, employee retention has become a most critical issue for all private sector organisations as a result of the shortage of skilled labor, economic growth and employee turnover. Retention of employees is an important function of the Human Resource Management. Employees are the assets of any organization. The organizations have to strive to retain the talents of the employees by implementing effective retention strategies. These strategies would subsequently have an impact on productivity and sustainability of the organization. Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Organisations use different HR techniques for retention. In this paper a brief overview of literature from various research findings are employed using a descriptive study technique. The present study is an attempt to identify the various retention policies practiced in different private sector organisations and evaluate the effectiveness of these policies on productivity and sustainability of the organisation.
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Stillo, Sonela, and Gentisa Furxhi. "The Retention of the Employees as Long as Possible in the Organization, Through Finding the Right Factors of Motivation. Albania as a Case of Study." European Journal of Economics and Business Studies 5, no. 1 (August 30, 2016): 51. http://dx.doi.org/10.26417/ejes.v5i1.p51-58.
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One of the main objectives of an organization is the achievement of productivity, performance and high standards through the efficient use of the human resources and the application of the right technologies for combining the work force with the quantity of work. The job of the staff is done perfectly if you put the right person in the right position, in the right time. But to retain is more important than to employ. A talented employee will never run out of possibilities. The retention of employees is a process in which the employees are encouraged to stay in the organization for a maximal period of time. Even though the retention of the employees is a hard job for the organization, it is important for the organization as well as for the employee himself. If we assure the fulfillment of this important objective of the management of the human resources, thus the preservation of the human capacities, than we are in the right path of minimizing the turnover in the organization. For this to be possible it must be paid maximal attention to the employees, making them feel comfortable physically as well as psychologically in the workplace. Such thing requires the readiness of the organization to motivate the human resources. Exactly, the motivation of the employees is one of the most important factors that help the employer to improve the organizational and the employee’s performance. The purpose of this study is evidencing the main factors that impact the level of motivation of the employees, their retention in the organization and a valuation of the rate of this impact.The data gathered from both public and private sector were analyzed through the software SPSS using the analyze of t-test, frequency, the pearson correlation, density.
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Lee, Kim Lian, Sarvanan Singram, and Christopher Luke Felix. "The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings." GATR Global Journal of Business Social Sciences Review 1, no. 2 (April 21, 2013): 09–20. http://dx.doi.org/10.35609/gjbssr.2013.1.2(2).
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Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .
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Spencer, Marilyn, Deniz Gevrek, Valrie Chambers, and Randall Bowden. "Labor supply and productivity responses to non-salary benefits." Personnel Review 45, no. 5 (August 1, 2016): 1047–68. http://dx.doi.org/10.1108/pr-02-2015-0050.
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Purpose – The purpose of this paper is to explore the impact of a particular low marginal-cost employee benefit on employees’ intended retention and performance. By utilizing a unique data set constructed by surveying full-time faculty and staff members at a public university in the USA, the authors study the impact of this employee benefit on faculty and staff performance and retention. Design/methodology/approach – The authors focus on the impact of reduction in dependent college tuition at various levels on employees’ intentions to work harder and stay at their current job by using both OLS and ordered probit models. The authors also simulate the direct opportunity cost (reduction in revenue) in dollars and as a percent of total budgeted revenue to facilitate administrative decision making. Findings – The results provide evidence that for institutions where employee retention and productivity are a priority, maximizing or offering dependent college tuition waiver may be a relatively low-cost benefit to increase retention and productivity. In addition, the amount of the tuition waiver, number of dependents and annual salary are statistically significant predictors of intended increased productivity and intent to stay employed at the current institution. Originality/value – Employee retention and productivity is a challenge for all organizations. Although pay, benefits and organizational culture tend to be key indicators of job satisfaction, little attention is given to specific types of benefits. This study is the first comprehensive attempt to explore the relationship between the impact of this low-cost employee benefit and employee performance and retention in a higher education institution in the USA.
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Zeb, Farhan, Nida Zehra, and Aqsa Waqil. "Determining the Contact of Selected Human Resource Practices on Employee Job Retention in Pizza Max, Karachi." Annals of Contemporary Developments in Management & HR 3, no. 2 (May 1, 2021): 51–57. http://dx.doi.org/10.33166/acdmhr.2021.02.005.
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Fast food visage amplified challenges with the retention of employees. A newly established fast-food brand in a very short time since its commencement in 2009, Pizza Max has become the top brand name in Karachi even though facing tough and irresistible competition. Due to its extraordinary standards and exceptional service, Pizza Max already has a loyal customer base, and the brand is expanding each day with 8 branches across Karachi already. It also opened its branches in other cities of Pakistan. This research study is intended to getting an understandable and translucent view about employee job retention in diverse Pizza Max branches of Karachi. The prime intention of this research is to determine the contact and the end result of the selected factors on employee job retention in Pizza Max, Karachi. This research study brings a close-deduced representation of selected factors that align with employee retention. All Pizza max branches are tripped for primary data collection. The data was quantitatively collected with the help of survey questionnaires by using the probability random sampling technique. However, the data were analyzed via SPSS, and the outcomes were significant. The main reason for this research is to clarify the association and the result of the selected factors on employee job retention in Pizza Max. At the same time, findings show that the training has no association with employee retention in Pizza Max. However, pay and promotion have greatest association on employee retention in Pizza Max, Karachi. This research will help fast-food organizations enhance employee commitment with the organization along with helping future analysts and researchers.
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Jayathilake, Hasaranga Dilshan, Dazmin Daud, Hooi Cheng Eaw, and Nursyamilah Annuar. "Employee development and retention of Generation-Z employees in the post-COVID-19 workplace: a conceptual framework." Benchmarking: An International Journal 28, no. 7 (January 29, 2021): 2343–64. http://dx.doi.org/10.1108/bij-06-2020-0311.
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PurposeThe purpose of this article is to demonstrate a conceptual framework on employee development, organizational performances and retention of Generation-Z employees in the new normal environment beyond the COVID-19 pandemic.Design/methodology/approachWith referring to the present literature and utilizing social-exchange and human needs approach, from this study, the authors illustrate a conceptual framework with democratize learning, reverse mentoring and intrepreneurship as key modifications for employee development perspective to retain Generation-Z employees and enhance organizational performance to secure the competitiveness.FindingsDemocratize learning, reverse mentoring and intrapreneurship have a significant potential impact on enhancing Generation-Z employees' development which may effect on attaining better organizational performance and employee retention. In addition, organizational performance may have a moderating effect on employee intention to stay longer.Research limitations/implicationsThe proposed conceptual framework would be empirically validated in future research.Practical implicationsBased on the framework, the authors suggest approaches for Generation-Z specific retention strategies on upgrading the employee development subcategory under human resource function in terms of minimizing the disadvantages that are associated with the work from home concept in a post-COVID-19 pandemic era.Originality/valueOne of the very first studies to propose a holistic framework on employee development that subsequently impact on retaining Generation-Z employees in a pandemic situation. This article enriches the human resource management literature by explaining the novel moderating relationship that articulated from organizational performance to employee retention and focussing on Generation-Z employees (younger generation employees).
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Al-Hajri, Salim Amor. "Employee Retention in light of Green HRM practices through the Intervening role of Work Engagement." Annals of Contemporary Developments in Management & HR 2, no. 4 (November 1, 2020): 10–19. http://dx.doi.org/10.33166/acdmhr.2020.04.002.
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The current research examined the relationship of green human resource management practices with employees’ retention in the pharmaceutical industry of Oman. The study also checked the mediating effect of work engagement in the relationships of Green HRM practices with employee retention. Following the current purpose, the study targeted employees in the pharmaceutical industry as the unit of analyses. Five hundred seventy-six respondents were selected through simple random sampling. Data were collected through a self-administrative questionnaire. Collected data was screened through SPSS23, which concluded with 349 usable questionnaires for data analysis and assessment. Structural equation modeling via Smart PLS 3.2.8 was employed to test the proposed model. The findings of the study show a positive but insignificant association of green HRM practices toward employee retention. However, the study found a significant positive influence of green HRM practices with work engagement and work engagement with employee retention. The study also reported the mediation of work engagement in the green HRM and employee retention relationship. The findings of the study have contributed theoretically and practically.
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Dias, Álvaro, Joana Ferreira, Leandro Pereira, Renato Lopes Da Costa, and Rui Gonçalves. "Implications of organisational factors on employee retention." International Journal of Work Organisation and Emotion 11, no. 4 (2020): 323. http://dx.doi.org/10.1504/ijwoe.2020.113700.
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Ferreira, Joana, Rui Gonçalves, Renato Lopes Da Costa, Álvaro Dias, and Leandro Pereira. "IMPLICATIONS OF ORGANIZATIONAL FACTORS ON EMPLOYEE RETENTION." International Journal of Work Organisation and Emotion 11, no. 4 (2020): 1. http://dx.doi.org/10.1504/ijwoe.2020.10035881.
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B., Abdoulaye. "Research on the Relationship between Human Resource Management Practices and Employee Retention in Chinese Overseas Enterprise Evidence from Huawei in Senegal." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 3, no. 3 (2018): 7–22. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.33.3001.
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The core objective of this study was to investigate on the impact of selected human resource management practices, namely recruitment, and selection, training and development, performance evaluation, remuneration and promotion on employee retention through organizational commitment, trust and inclusion at Huawei in Senegal. For that purpose, data were collected by verified structured questionnaire. The different theories have shown that HRM practices have a positive and significant relationship with employee retention. Besides, there was evidence that found that organizational commitment could act as a mediator between these HRM practices and employee retention. Similarly, different theories and literature have backed up the fact that organizational trust and inclusion will affect positively and enhance employee commitment towards the organization. Data were collected to identify all types of relationships among different constructs. As a result, a well-structured questionnaire was developed on the basis valid and tested reliable instruments from different academic journals in the field of management. The hypotheses that were constructed on the basis of a model that was tested through collected data. This study is purely quantitative, and the source of data was both primary and secondary. Thus, about 400 questionnaires were distributed to different Huawei Company sections in Senegal, but only 318 were considered appropriate for final analysis. To get the expected results and finding, SPSS 20, Excel and AMOS 21 were the main statistical software used to analyze data. Confirmatory factor analysis (CFA) was also performed to check reliability and validity, average variance extracted from the measurement model. Multilinear regression analysis has been used to test the proposed relationships between the independent and dependent variables. Then, Analysis of Variance (ANOVA) has been used according to the perspective objectives of the current study. Pearson correlation analysis was performed to examine the correlation between different variables. Besides, the structural equation modeling (SEM) analysis was also used to find out the simultaneous and continuous relationship between the different variables, while linear regression modeling was applied to test the research hypotheses. The findings of the study revealed that selected human resource management (HRM) practices have a positive and significant relationship with employee retention.
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Alshathry, Sultan, Marilyn Clarke, and Steve Goodman. "The role of employer brand equity in employee attraction and retention: a unified framework." International Journal of Organizational Analysis 25, no. 3 (July 10, 2017): 413–31. http://dx.doi.org/10.1108/ijoa-05-2016-1025.
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Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.
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P. Murupus, Norbert, and Dr Dinah J. Kipkebut. "Effect of employee demographic characteristics and selected Human Resource Management Practices turnover intentions: A case of commercial banks in Eldoret Town, Kenya." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 10, no. 10 (December 30, 2015): 2555–69. http://dx.doi.org/10.24297/ijmit.v10i10.5128.
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Organizational investment in Human Resources is an inevitable measure in pursuit of achievement of organizational goals. Organizations therefore must utilize a considerable amount of finances, materials and time in employee acquisition, maintenance and development. Despite the banking industries investing heavily in the acquisition and maintenance of its human resources, employees still quit their jobs in search of other alternatives. The objective of the present study is to establish the effect of employee demographic characteristics and selected Human Resource Management practices on employees’ intention to turnover in the Banking industry. The study population consisted of Managerial, Clerical and Direct Sales Staff from twenty five (25) commercial banks in Eldoret town, Kenya. The study sampled 387 employees from ten (10) commercial banks. Questionnaire method was used to collect data. The data obtained was processed using the Statistical Package for Social Sciences (SPSS). Both descriptive and inferential statistics were used in data analysis; that is, Frequencies, means, standard deviation and Percentages which were presented in tables and charts. Pearson’s Correlation analysis and Regression analysis were used to test the study hypotheses. The results of the multiple regression analysis showed that pay practices, procedural justice, marital status, education, job tenure and job position were critical factors in determining employee turnover intentions. The study recommends that banks should implement high commitment human resource management practices so as to enhance the retention of its employees.
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Ma, Qing Kathy, Milton Mayfield, and Jacqueline Mayfield. "Keep them on-board! How organizations can develop employee embeddedness to increase employee retention." Development and Learning in Organizations: An International Journal 32, no. 4 (July 2, 2018): 5–9. http://dx.doi.org/10.1108/dlo-11-2017-0094.
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Purpose This paper aims to examine how companies can increase employee retention through job embeddedness. Design/methodology/approach The authors adopted a job embeddedness perspective to explain how different components of job embeddedness-fit, links, and sacrifice can contribute to employee retention. Findings The authors developed a practical model of employee retention by building job embeddedness into employee recruitment, selection, training, and development processes and provided a variety of easy-to-implement organizational practices. Originality/value This paper introduced job embeddedness as a new way to increase employee retention and developed a practical model for managers to develop HR practices for retaining their top talent.
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Almaaitah, Mohammad Fathi, Yoshifumi Harada, M. F. Sakdan, and Ayman Mahmoud Almaaitah. "Integrating Herzberg and Social Exchange Theories to Underpinned Human Resource Practices, Leadership Style and Employee Retention in Health Sector." World Journal of Business and Management 3, no. 1 (April 15, 2017): 16. http://dx.doi.org/10.5296/wjbm.v3i1.10880.
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The focus of this review study compliments the ongoing debate on the significance of employee retention in both private and public organizations. The contributions from scholars in retention study are enormous but there are still areas that need deep attention and further exploration. Most of the past studies on employee retention have mainly focus on its impact on outcomes such organizational commitment and organizational citizenship behavior. Thus, to further reconfirm the importance of employee retention as a critical determinant of organizational effectiveness, it is essential to test its effect on a broader range of outcome variables. In this study, the role of human resources practices and leadership style are examined to see their effect on employee retention. While most of the extant literature used behavioral theories, this study combined Herzberg two factors (satisfier/motivator and dissatisfier/hygiene) and proposed a symbiotic relationship that could benefit both parties through social exchange theory. This study is limited in scope and context but the contribution to frontier of knowledge for both theory and practice is unparalleled. Health sector employee are limited in number due to duration of course of study and academic rigors involved, thus the limited numbers available are in competitive demand thereby encouraging high job mobility in this sector. Jordanian work force generally aspires to move to the West as ditto most developing countries. Using a well-defined HR practices coupled with leadership style will drastically reduce attrition rate and enhanced employee retention as conceptualized in this study. This will contribute to theory and practice through proactive measures that will not only discourage employee turnover but also enhance productivity.
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Elsafty, Ashraf, and Mohammad Ragheb. "The Role of Human Resources Management Towards Healthcare Providers Retention during Covid-19 Pandemic in Egypt." International Business Research 14, no. 8 (July 16, 2021): 67. http://dx.doi.org/10.5539/ibr.v14n8p67.
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HRM has a significant role in motivating the employees and ensuring that every employee is satisfied with the HR practices. Healthcare providers have been facing stress and depression especially in Egypt, due to COVID-19. In this country, the healthcare providers are looking for alternatives to achieve satisfaction as COVID-19 has affected their jobs, salaries, incentives, and bonuses. The past studies have focused on assessing the HRM’s role in employee retention and satisfaction during the COVID-19 pandemic in Egypt. The past research discussed the impact of motivation, incentives, and rewards on the employees’ motivation. This study focused on evaluating the role of HRM towards the healthcare providers' retention during COVID-19 in Egypt. This study relied on the quantitative approach for achieving the findings and conclusion. The sample size of the study involved 120 healthcare providers working in different hospitals. The results revealed that intrinsic motivation, rewards, incentives, monetary benefits, and non-monetary benefits have an essential role in maintaining the healthcare providers during COVID-19. It is concluded that HR can play a significant role in retaining key healthcare providers in COVID-19. The elements including intrinsic motivation, incentives, non-monetary, and monetary benefits can play a significant part in retaining healthcare providers. HR departments should focus on releasing salaries on time, providing specific bonuses, and providing incentives to healthcare providers whenever they perform at their best level.
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Bhattacharyya, Som Sekhar. "Development of a conceptual framework on real options theory for strategic human resource management." Industrial and Commercial Training 50, no. 5 (June 4, 2018): 272–84. http://dx.doi.org/10.1108/ict-07-2017-0061.
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Purpose The purpose of this paper is to propose a conceptual real options theory framework for the firms to use options to mitigate both investment risks and retention of the trained human resources. Design/methodology/approach This conceptual paper is built with logical argumentation. Findings The growth of IT firms has created a demand for quality IT industry employees in substantive quantity in India. IT firms provide training and development (T&D) inputs for developing better skills of employees for better employee and superior firm performance. T&D input requires firm investment. It also creates enhanced market demand for the trained employee. High growth area like IT firms not only competes for market but also for employees. A trained employee might leave the firm that provided the training to join a rival firm which offers relatively better salary, a catch -22 situation. This paper develops a real options-based framework for strategic human resource management (HRM). Research limitations/implications This work integrates the theory of real options and strategic HRM. Originality/value This conceptual work is one of the first attempts to use real options theory on strategic HRM.
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Kashyap, Vaneet, and Santosh Rangnekar. "A Structural Equation Model for Measuring the Impact of Employee Retention Practices on Employee’s Turnover Intentions: An Indian Perspective." South Asian Journal of Human Resources Management 1, no. 2 (November 28, 2014): 221–47. http://dx.doi.org/10.1177/2322093714549109.
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The role of human resource management practices dealing with employee turnover has been widely explored and examined in the existing literature. The majority of human resource management researchers have focused on the role of policies and practices in different sectors related to employee retention. However, less attention has been given to identify the practices and policies common across all industries and sectors. The present study attempts to identify and examine the most important practices of employee retention management and proposes a comprehensive structural equation model to measure the impact of these practices on employee’s turnover intentions. After an extensive review of literature, compensation, job characteristics, training, career opportunities and work–life balance have been identified as five important practices dealing with employee turnover and are common across all industries. These practices constitute the component factors of an employee retention management predicting employee’s turnover intentions. A five-factor scale with a 33-item measurement model has been validated in the study. Theoretical and managerial implications are discussed in the light of the findings.
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Narayanan, Anoopa, S. Rajithakumar, and Manoj Menon. "Talent Management and Employee Retention: An Integrative Research Framework." Human Resource Development Review 18, no. 2 (November 16, 2018): 228–47. http://dx.doi.org/10.1177/1534484318812159.
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The differential value created by talented employees and their contribution to organizations in the hypercompetitive and complex global economy has made talent management a strategic priority for organizations. Talent management has been advocated as an important strategy to retain talented employees, but academic studies exploring their relationship are limited. Building on the Resource-Based View (RBV) theory and Social Exchange Theory (SET), the present article studies the relationship between talent management and employee retention. In addition, a conceptual model explaining the role of talent perception congruence and organizational justice in the relationship between talent management and employee retention is developed by incorporating the Perceived Organizational Justice Theory and Congruence Theory in talent management context. This article may assist in setting the direction for future research in the area of talent management and help managers understand the significant roles of talent perception congruence and organizational justice in determining the talent management outcomes.
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Kadiresan, Vimala, Naail Mohammed Kamil, Mohd Rafiq Mohamad Mazlan, Mohammed Borhandden Musah, and Mohamad Hisyam Selamat. "The Influence of Human Resource Practices on Employee Retention: A Case Study." International Journal of Human Resource Studies 6, no. 3 (October 1, 2016): 122. http://dx.doi.org/10.5296/ijhrs.v6i3.10093.
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Purpose - This exploratory study investigates the human resource practices that influence employee retention, employing the case study of Albukhary International University (AIU). Design/methodology/approach- Using a non-probability sampling technique, particularly, convenience sampling, the researchers conducted six intensive individual depth interviews (IDIs) from the academics of AIU, Kedah, Malaysia.Finding - Employing content analysis of rich qualitative data, the results from the intensive IDIs led to some revelations, that in order to encourage employee retention, six recommendations should be considered; organisational strategy, career development, benefits (indirect and non-financial), convenience, organisational commitment, work experience, and fit with Job. The study also proposes that University should place emphasis on psychological contract which can directly lead to improvement in employee engagement.Implications - Several implications from the research were discussed.Value/originality- . This study is the first of its kind critically investigating the aspects of employee retention, employee engagement and psychological aspects at AIU in particular and the context of the Private Higher Education Institutions (HEIs) in Malaysia at the larger scale. The findings trigger more research interests among the current and future scholars who might be interested in this field.
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Njoroge, Samwel Mwangi, and DR Joyce Nzulwa. "FACTORS AFFECTING EMPLOYEE RETENTION IN NON-GOVERNMENTAL ORGANIZATIONS IN NAIROBI COUNTY, KENYA." Human Resource and Leadership Journal 4, no. 1 (May 21, 2019): 78. http://dx.doi.org/10.47941/hrlj.301.
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Purpose: To establish the factors affecting employee retention in Non-Governmental Organizations in Nairobi County, Kenya.Methodology: The study embraced descriptive research design in order to provide a framework to examine current conditions, trends and status of events. The study targeted the 47 registered Non-Governmental Organizations in Nairobi County, the target population was all the Executive Directors and the Human Resource directors (total=92). A questionnaire was designed to collect information that contain open ended and closed ended questions. Data was analysed using both descriptive and inferential statistics. This is because descriptive statistics helps to describe the data collected and aim to summarize a sample while inferential statistics are used to interpret the meaning of descriptive statistics besides making propositions about populations and so helps in drawing conclusions. The filled in questionnaires were collected, cleaned, coded and fed in the computer for analysis by SPSS V22 for both descriptive and inferential statistics.Results: The findings of this study suggested that a clear Leadership positively influences the employee retention in NGO’s in Kenya. The corresponding change in retention can be explained by a unit change in Leadership clarity with the constant. The research found out that Rewards has a positive influence on employee retention in NGO’s in Kenya. The corresponding change in the employee retention in NGO’s in Kenya can be explained by a unit change in Rewards. Rewards determine the organizational strategy.Contributions to policy and practice: Expansion of Leadership space to facilitate access by staff and other stakeholders through allocation of more resources towards development. Rewards play a key role in motivating employees, hence retention in the NGO sector in Kenya. The study recommends more policies developed around rewarding of employees.
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Azeez, Shaheeb. "Human Resource Management Practices and Employee Retention: A Review of Literature." Journal of Economics, Management and Trade 18, no. 2 (January 10, 2017): 1–10. http://dx.doi.org/10.9734/jemt/2017/32997.
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Mwita, Kelvin M., Eliza Mwakasangula, and Oscar Tefurukwa. "The Influence of Leadership on Employee Retention in Tanzania Commercial Banks." International Journal of Human Resource Studies 8, no. 2 (May 6, 2018): 274. http://dx.doi.org/10.5296/ijhrs.v8i2.12922.
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Leadership is one of important aspects in any form of activity that involves people. Leadership may make employees either stay or leave the organisation hence it becomes one of factors that influence employee retention. Organisations spend and invest a lot in their employees and this starts from recruitment and selection, training and development, compensation and other Human Resource Management functions. This entails that letting an employee leave your organisation is a costly decision one can ever make. Various studies done in Tanzania have been investigating employee retention by associating it with other factors such as salaries, working hours, training and development, working environment and promotion among others. This study examined the link between leadership and employee retention. The study used Akiba Commercial Bank (Buguruni Branch) and Tanzania Postal Bank (Morogoro Branch) as the study cases and data were collected using questionnaires. Linear regression analysis was employed to examine the relationship between the variables. It was found that there is significant linear relationship between leadership and employee retention in Tanzania commercial banks. The study recommends provision of training to bank managers and supervisors on leadership skills since managing and leading go hand in hand. It further reminds managers and supervisors to seek for feedback from their subordinates on how they perceive leadership styles used in respective banks and make improvements before the employees decide to leave.
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Kowo, Solomon Akpoviroro, Olusegun Adeleke ObaAdenuga, and Olalekan owotutu Sabitu. "Efficacy of E-recruitment Practices on Employee Retention in Multinational Corporations." Economics and Culture 16, no. 1 (June 1, 2019): 161–71. http://dx.doi.org/10.2478/jec-2019-0017.
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Abstract Research Purpose. The human resource function of firms is faced with the challenges of identifying recruitment practices that contribute to employee retention as a recruitment outcome. The aim of the study was to examine the relationship between E-recruitment practices and employee retention of multinational corporations (MNCs) in Nigeria. Design/Methodology/Approach. Two research questions were posed for the study and two hypotheses formulated in line with the objectives. Questionnaires were administered to the selected population of the Unilever Nigeria Plc. Corporate websites and commercial websites sites were the E-recruitment practices used to analysed their influence on employee retention. The data were analysed using manual and electronic based methods through the data preparation grid and statistical package for the social science, (SPSS). The study made use of statistical tools such as regression analysis in testing hypothesis and analysis of variance (ANOVA), which helped in the interpretation of results. Findings The research use analysis to estimate trends that corporate websites and commercial websites were significant in explaining employee retention. The results of this study confirm existing literature that argues for a positive relationship between the two variables. The results also portray that human resource managers should have an understanding of the relationship between E-recruitment practices and employee retention. Originality/Value/Practical implications. The study seeks to contribute to existing literature on E-recruitment practices and employee retention. The practical justification would be useful to human resource practitioners by making them aware of the current E-recruitment practices and the impact of its implementation to a firm’s level of employee retention
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Green, Wendy M. "Employee resource groups as learning communities." Equality, Diversity and Inclusion: An International Journal 37, no. 7 (September 18, 2018): 634–48. http://dx.doi.org/10.1108/edi-11-2016-0085.
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Purpose The purpose of this paper is to explore the role of employee resource groups (ERGs) in a multi-national, for-profit corporation. The paper focuses on how ERGs facilitate learning. Design/methodology/approach A qualitative case study approach was used to examine six social identity based ERGs in one multi-national for-profit organization headquartered in the USA. Findings The study found that ERGs facilitate learning and development activities in order to support their membership. ERGs, operating as communities of practice, also engaged in informal learning opportunities that were designed to shift perspectives of non-members and executive-level leaders in the organization. Originality/value There is a growing body of literature on ERGs across organizations and higher education that examine how these groups engage in activism, advocacy, recruitment, retention and education. This study examines the processes by which these groups facilitate learning and development activities and the benefits perceived by the membership. The paper provides value to human resources professionals and others who are interested in how ERGs function as learning communities and outcomes the membership perceive as most important.
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Kariuki, Anne. "Motivation and retention of teachers in private secondary schools in Kenya." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 6 (October 27, 2020): 191–201. http://dx.doi.org/10.20525/ijrbs.v9i6.909.
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Employee retention has become a key focus of the human resource professional agenda. Organizations and schools have come to the conclusion that money could be saved by reducing employee turnover. However, studies have been inconclusive on motivating factors that lower employee retention. The main objective of this study was to determine the influence of motivation on the retention of employees in secondary schools in Kenya. Based on an exhaustive review of literature, three constructs of motivation were taken into consideration namely management. The major hypothesis of the study was that motivation significantly influences the retention of teachers in private secondary schools. To test the hypothesis, three sub-hypotheses were developed; compensation significantly influences employee retention; supervision significantly influences employee retention and psychological contract significantly influences employee retention. A mixed methodology approach was adopted and data was collected using a structured questionnaire and a structured interview guide. Descriptive statistics including frequencies, correlation analysis, and linear regression were applied to test the research hypotheses. The regression results indicate that motivation is causing a 7.0 percent variation in retention, implying a weak relationship. The weak relationship can be explained by poor salaries, authoritarian supervision, and breach of the psychological contract.
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Emmanuel, Adeyefa, Zuriana Mansor, Roziah Binti Rasdi, Abdul Abdullah, and Dalowar Hassan. "Mediating Role of Empowerment on Green Human Resource Management Practices and Employee Retention in the Nigerian Hotel Industry." African Journal of Hospitality, Tourism and Leisure, no. 10(3) (June 30, 2021): 932–54. http://dx.doi.org/10.46222/ajhtl.19770720-141.
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The aim of this paper was to provide a better understanding of the adoption of GHRM mechanisms to improve employee retention in Nigerian hotels. Specifically, to help managers improve employee retention, as this topic has largely been neglected by researchers studying management in the hotel sector in Nigeria. Therefore, the present study assesses HRM strategies based on responses to 430 structured questionnaires. Data were coded in SPSS23 and analysed using PLS-SEM 3.0. The results show that green personal values (GPV), green recruitment and selection, green training and development, and employee empowerment have positive and significant effects on employee retention. Also, employee empowerment mediates the effects of all other aforementioned variables, except GTD, on employee retention. A notable contribution of this study is the introduction of GPV as an imperative variable that can enhance employee retention in the hotel sector. Managers are encouraged to apply the green HRM strategies discussed in this study, which can be achieved through productive organisational and national human resource development programs. This study emphasises the importance of giving clear and helpful information to organisations to promote sustainable practices in hotels. As such, green human resource management (GHRM) strategies have recently attracted considerable attention from academics and practitioners worldwide as potential methods for enhancing employee commitment.
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P. Bandura, Randall, and Paul R. Lyons. "Short-term fixes fall short when it comes to keeping the best employees." Human Resource Management International Digest 22, no. 5 (July 8, 2014): 29–32. http://dx.doi.org/10.1108/hrmid-07-2014-0101.
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Purpose – This paper aims to review information and research concerning the retention of employees; considers the costs of retention, job satisfaction and retention, data and trends; and offers advice on retention policy. Design/methodology/approach – This paper examines a large sample of recent research and opinion. It summarizes information that could help human resource (HR) specialists. Findings – This paper advances the view that much empirical research about employee retention is situation-specific and that this compromises the generalization of research findings. It argues, however, that there are much reported data and statistics that give indications of why employees leave or stay with an organization and that this information may help to guide HR specialists. Practical implications – This paper advises that organizations develop detailed strategies for clearly identifying staffing needs and building a pipeline of job candidates for the short-term and beyond. Clear approaches to keeping employees informed about how their performance contributes to organizational objectives should be developed. Employers should account for turnover costs when considering the cost of compensation adequate for acceptable retention. Social implications – This paper advises HR specialists to think more about future skills and how to meet projected needs. Originality/value – This paper summarizes recent research and opinion on employee retention that is not readily available in other sources and that may help to guide practice and policy development.
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Chong, Alvin, Ibiwani Alisa Hussain, Noraini Ahmad, and Jugindar Singh Kartar Singh. "Organisation Justice Towards’ Employees Voluntary Turnover: A Perspective of SMEs in Malaysia." International Journal of Human Resource Studies 11, no. 2 (March 26, 2021): 58. http://dx.doi.org/10.5296/ijhrs.v11i2.18459.
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Turnover of employees has gained the attention of organisations due to the impact of human resources on organisation performance and competitive advantage. This dilemma leads the management to struggle to find ways and retain employees. To attract, organisations use the "pull factors" to entice employees to perform better in the organisation. This study was conducted to investigate the relationship between the three dimensions of organisational justice: distributive, procedural and interactional justice towards voluntary turnover. This was an explanatory study that used a quantitative research design. Through a survey method, data was collected from a total of 115 respondents. The findings revealed that there was a significant relationship between employee turnover, distributive justice, procedural justice, and interactional justice. However, interactional justice had the strongest impact. This study also unearthed that attractive compensation is not the only method for the management to retain talent in organisations. Organisational justice plays an essential role in the retention of employees. These results will provide a better understanding of supervisors and human resource professionals with additional insights into the impact of organisational justice on employees' turnover. This study indicates that organisations' interactional justice practised is considered a central factor for employee retention. Although prior research has investigated a number of these issues, this study was the first to focus on employees in Small and Medium Enterprises in Malaysia.
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Budriene, Daiva, and Danuta Diskiene. "EMPLOYEE ENGAGEMENT: TYPES, LEVELS AND RELATIONSHIP WITH PRACTICE OF HRM." Malaysian E Commerce Journal 4, no. 2 (June 3, 2020): 42–47. http://dx.doi.org/10.26480/mecj.02.2020.42.47.
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Human resources are important assets of every organization. Recruitment and selection play an effective role in improving the organizational performance, because recruitment directly is relating with employee engagement. Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement, strangely enough, has been a crucial priority of HR since before the term was using. It has become one of the leading priorities of human resource practitioners and senior managers in the organization today, so employee engagement has generated great deal of attention among many human resource practitioners. In present day, where is large-scale competition in the market, it is necessary for the organization to have engaged workforce for the survival and smooth functioning of the organization. Every organization wants to make the best utilization of its human resources in order to achieve competitive advantage in the market. When employees are engaged in their work, they have good relationships with their co-workers and working environment becomes better, are not only happy in their job, but also translate that satisfaction into higher productivity and profitability of the organization. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. The paper discusses theoretical approaches to the significant concept and phenomenon of today – employee engagement and the factors behind it. In addition, the paper examined the type of employee engagement, problematic of individual and organizational engagement that affects organizational decisions. The aim of article is to identify the distinctive features of two types of engagement in the scientific literature employee engagement and organizational engagement, also connections reflecting the possible role of human resource management practices in the process of management of employee engagement. The purpose implies tasks: to reveal the essence of engagement and the factors that determine it ; also is presented a theoretical model of interfaces. The research methodology is the theoretical modeling of the phenomenon employee engagement from a human resource management perspective. The article is presenting in different sections such as meaning and concept of employee engagement, importance and factors influencing employee engagement and impact of employee engagement on organizational performance. The article consists of three logically interconnected parts. The introduction justifies relevance topics. The main part provides a review of literary sources, in which the authors examine the typology of engagement, distinguish types such as job engagement and organizational engagement. This section analyzes the relationship between characteristics and the influence of their design on employee engagement. This section also analyzes the conditions of formation and the results of the manifestation of employee engagement at the individual organizational levels, describes the connection of various aspects of this state with the practice of human resources management. In the final part, is given a theoretical model developed by the author – the main result of the article. It is a hypothetical model of the structure of employee engagement and how various human resources management practices shape employee engagement and how individual engagement of an employee transforms into a competitive advantage of organization. Data sources for the theoretical study described in this article are publications on the topic of engagement of such highly rated publications like Journal of Applied Psychology, Journal of Occupational and Organizational Psychology and The International Journal of Human Resource Management. The value of the results. This paper may serve as the basis for further research in the field of employee engagement generally and individual additional variable components. Research conclusions may have be used to build the organizational policy of the company in relation to the system human resource management.
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Nayak, Sunanda, Debasish Jena, and Srikanta Patnaik. "Mediation framework connecting knowledge contract, psychological contract, employee retention, and employee satisfaction: An empirical study." International Journal of Engineering Business Management 13 (January 1, 2021): 184797902110040. http://dx.doi.org/10.1177/18479790211004007.
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The present research is inclined to study the relationship between two important forms of “Contract” in employment relations, psychological contract and knowledge contract, and job outcomes, i.e. employee retention and employee satisfaction. For this purpose, the data were collected from 268 employees working in the IT sector from North India. The results suggest the mediating impact of the psychological contract in the relationship between knowledge contract and job outcomes. Besides, this study develops a theoretical model that establishes the relationship between knowledge sharing and knowledge integration that plays a major role in employee satisfaction as well as retention of employees in the organization.
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Chordiya, Rashmi. "Are Federal Child Care Programs Sufficient for Employee Retention? Critical Examination From a Gendered Perspective." American Review of Public Administration 49, no. 3 (October 10, 2018): 338–52. http://dx.doi.org/10.1177/0275074018804662.
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The federal government utilizes diversity management and inclusive organizational practices as principal strategies to achieve higher retention of diverse employees. Child care programs are one of the most important diversity management initiatives to enhance employees’ work–life balance and achieve higher retention. However, existing literature suggests that due to gender norms, child care responsibilities and child care programs have different implications for mothers-in-workforce as compared with fathers-in-workforce. Therefore, using 2010 to 2015 federal agency-level longitudinal panel analysis, this study, focuses on a gender-based examination of the effect of satisfaction with child care programs on the retention of male and female federal employees. Also examined is the moderating effect of organizational inclusion on the relationship between satisfaction with child care programs and employee retention. Findings suggest that structural provisions such as satisfactory child care programs are not adequate in enhancing retention of either male or female employees. Satisfaction with child care programs is less likely to increase retention of female employees than male employees. However, as compared with male employees, female employees are more likely to be retained when satisfactory child care programs are combined with inclusive organizational practices. The article discusses implications of these findings for public strategic human resources management, diversity management and inclusion practices, and gender equity.
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Plaskoff, Josh. "Employee experience: the new human resource management approach." Strategic HR Review 16, no. 3 (June 12, 2017): 136–41. http://dx.doi.org/10.1108/shr-12-2016-0108.
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Purpose Organizations must reframe their approach to how they relate to their employees. The new multi-generational workplace demands a new way of thinking about human resource management. Putting the employee’s total experience at the center produces a very different approach, beyond increasing perks or “funifying” the workplace, to engaging the employee in the workplace. The purpose of this study is to reframe the traditional approach to human resource management that better fits that modern workplace and enables the empowerment and engagement that organizations so desperately seek. Design/methodology/approach Design thinking is applied to employee experience in an organization. By viewing employee experience as a set of holistic perceptions of that relationship, human resource management transforms into a more strategic process for engaging the employee through meaning and providing value. Six principles for employing this methodology are specified in this paper. Findings Perks are not the answer to employee engagement. An organization must understand each employee more deeply and co-design experiences with them that demonstrate care. It must embrace expansive and holistic thinking, face the intangible aspects of organizational life and use tools to help make them tangible, experiment and iterate, building solutions organically, while recognizing that the process is just as important, if not more important, than the product. Originality/value Organizations recognize a need for change and struggle with engaging employees. Most modern approaches to engagement and retention foundationally stem from old ways of thinking that will not work in today’s workplace. Design thinking has been applied successfully for customer experience and user experience; it is just beginning to be recognized as an approach for employee experience.