Journal articles: 'Employee retention – Zimbabwe – Management'

1

Kwenda, Farai. "Corporate financing strategies employed by Zimbabwean listed firms in the multiple currency era." Risk Governance and Control: Financial Markets and Institutions 5, no. 3 (2015): 161–66. http://dx.doi.org/10.22495/rgcv5i3c2art1.

Full text

Abstract:

The aim of this study is to review the corporate financing strategies employed by Zimbabwean listed firms since the adoption of the multiple currency system which set the country on a recovery path after the decade-long political, social and economic crises. The adoption of the multiple currency system necessitated recapitalization and retooling because most firms’ balance sheets were wiped away during the hyperinflation era. The study is based on secondary data of 80 firms listed on the Zimbabwe Stock Exchange. The study found that rights issues and high retention ratios were the main strategies used by firms to recapitalize their operations. The recapitalization efforts have been by liquidity challenges that have characterised the multiple currency era

APA, Harvard, Vancouver, ISO, and other styles

2

Chiguvi, Douglas, Elvis Madondo, and Zenzo Dube. "The Importance of Customer Relationship Management in the Local Government Authorities in Zimbabwe." Applied Economics and Finance 6, no. 6 (September 24, 2019): 15. http://dx.doi.org/10.11114/aef.v6i6.4051.

Full text

Abstract:

The aim of the study was to to ascertain the respondent’s familiarity with the knowledge and importance of customer relationship management in the local government authorities, as well as to ascertain the extent of the relationship they have with citizens from acquisition, development, retention and termination of the relationship. Explanatory research approach and judgemental sampling were employed. Questionnaire was used to collect data from twenty one local government authorities in Zimbabwe. The findings of the study revealed that customer relationship management forms a powerful strategy that local government authorities should apply to manage long-term relationships with their key stakeholders. The researchers concluded that the local government authorities should establish and maintain long lasting relationships with their stakeholders, in order to be competitive and attract investment.

APA, Harvard, Vancouver, ISO, and other styles

3

Chaterera, Forget, Patrick Ngulube, and Antonio Rodrigues. "Records surveys in support of a framework for managing public records in Zimbabwe." Information Development 30, no. 4 (August 5, 2013): 366–77. http://dx.doi.org/10.1177/0266666913497611.

Full text

Abstract:

The purpose of this study is to demonstrate that records surveys are a critical function that supports a framework for managing public records. The study was motivated by the recognition that the key step in ensuring that records are properly managed on a continuing basis at each stage of the life cycle is to examine all records created and maintained by an office through, among other activities, conducting a records and information management survey. The study employed a quantitative methodology to gather data using self-administered questionnaires completed by registry supervisors working in government ministries, face-to-face interviews held with former and current National Archives of Zimbabwe archivists and records management assistants as well as content analysis of records survey reports. The findings revealed that records surveys are a strong pillar supporting the framework for managing public records in Zimbabwe. However, most public registries have not yet realized the benefits of records surveys due to the difficulties that hinder them from implementing the recommendations. The study recommends that key records management activities such as records appraisal, developing a vital records management programme and creating retention and disposal schedules may be effectively managed if the recommendations of records surveys are implemented by public registries in Zimbabwe.

APA, Harvard, Vancouver, ISO, and other styles

4

Z. Mukonoweshuro, Jeskinus, Cleopas Sanangura, and Elias Munapo. "The role of servant leadership and emotional intelligence in managerial performance in a commercial banking sector in Zimbabwe." Banks and Bank Systems 11, no. 3 (October 12, 2016): 94–108. http://dx.doi.org/10.21511/bbs.11(3).2016.10.

Full text

Abstract:

The constructs of servant leadership (SL) and emotional intelligence (EI) have gained considerable interest in the discipline of managerial leadership, both within academic discourse and in the human capital management and development arena. However, empirical evidence showed the need for further research on both constructs using the mixed methods approach. The purpose of this research was to explore the role of an integrated servant leadership and emotional intelligence leadership skills program in enhancing leadership performance in Zimbabwe’s commercial banking sector. A mixed methods research triangulation concurrent design was adopted for the research study conducted from 2014 to 2015. A survey questionnaire was used to collect quantitative data from 211 middle, senior and executive managerial staff in the commercial banking sector. SPSS version 22.0 was used to analyze the quantitative data. Qualitative data were collected from a purposive sample of eight senior to executive managers using a structured interview guide and multimedia recording equipment. The qualitative data were analyzed using NVIVO version 10 software package to create themes. The findings showed that servant leadership and emotional intelligence characteristics complement each other and both constructs can be integrated into a managerial leadership program used to develop leadership soft skills or competencies. The findings also showed that both SL and EI skills had a positive influence in enhancing the managers’ effectiveness in undertaking leadership responsibilities and on leadership qualitative performance measures such as articulating vision and strategy, building and sustaining productive organizational culture, development and retention of talent, enhancing employee engagement, improving stakeholder relationship management, retaining bank customers, promotion of diversity, value creation and community involvement. The study led to the development of an integrated SL and EI soft skills leadership program and model which, if implemented, could lead to leadership skills development and performance enhancement. Keywords: leadership, competencies, servant leadership and emotional intelligence. JEL Classification: E58, G21, M12

APA, Harvard, Vancouver, ISO, and other styles

5

Bernard Nkala, Charles Mudimu, and Angelbert Mbengwa Mbengwa. "Human resources for health talent management contribution: A case for health systems strengthening in the public health sector." World Journal of Advanced Research and Reviews 9, no. 2 (February 28, 2021): 192–201. http://dx.doi.org/10.30574/wjarr.2021.9.2.0062.

Full text

Abstract:

Talent Management is an essential component in transforming health systems if carefully implemented for the public sector especially in low income countries. In Zimbabwe public health sector, talent retention and engagement are viewed as amongst the challenges affecting the realisation of effective performance and productivity from the existing Health workforce. Largely, modern health care systems lack robust strategies to identify and utilize employee talent essential to help attain organisational citizenship. The study reviewed the relevancy and effectiveness of talent management practices in the public health sector using a case study of Parirenyatwa Group of Hospitals, one of the major referral hospitals in Zimbabwe. The study aimed at closing the talent pipe-line gaps as part of the Health Systems Strengthening initiative towards bringing about talent retention and engagement amongst the health workforce in public sector settings. The study assessed the impact of the existing talent management initiatives focusing on variables; recruitment and attraction perspective, compensation and rewarding component, health workforce succession management and implemented performance management system. The study obtained cross sectional data collected through a designed tool following a purposive (non-probability) sampling technique from a sample of n=200 existing health management team to assess the perception of implemented talent management approaches. The study further used responses from n=450 randomly selected health professionals recruited in the last 3 years prior to the survey to analyse the association between the variables on talent management practices namely (recruitment and selection, compensation and rewarding, succession management and performance management system) and the age of health workforce to employee engagement. The data on recruited cadres was obtained from the existing Hospital Human Resources for Health Recruitment Database. The research revealed that talent management in public health sector currently suffers from theoretical problems since the existing Human Resources for Health literature concentrates on anecdotal information. The human resource practitioners need to come up with more involving workplace activities to demystify the theory that millennials are generally finding it difficult to engage. In addition, the public sector succession planning strategies would need to be in place for the millennials well in time to adequately replace the considerable number of those at retiring stages. The Logistic regression analysis revealed recruitment and attraction perspective, and succession management positively influence health workforce engagement while adherence to implementing performance management system negatively affected employee engagement. Compensation and rewarding practices in a public health set up proved an insignificant variable to health workforce engagement hence study concluded further analysis on the impact on wider target group. The study revealed as the age increases, the health workforce become more engaged and self-motivated to develop their personal talent, thus theory suggests such are ‘Baby Boomers’ age group that do not need much push and are prepared to perfect their work talent for the benefit of the health system. The role of performance management system must be equally elevated within health system initiatives in order to achieve ultimate health workforce engagement. The study recommended the public health sector to incorporate in its human resources policy, a strategy for managing and utilisation of talent from the different health workforce generations within the health system. In improving the performance of public health systems, talent management need to be put forward in the health systems strengthening agenda in order to build highly engaged health teams. Talent management practices become essential and if carefully implemented, are likely to help public health systems retain rare skills especially in highly specialised functions. Furthermore, the organisations need to synchronise its strategic plan with the talent management strategy. There must be continuous capacity building of human resources departments to firstly own policies that influence talent management so as to ensure ultimate health workforce engagement.

APA, Harvard, Vancouver, ISO, and other styles

6

Orido, Charles. "Attracting and retaining female chefs." Hospitality Insights 1, no. 1 (October 20, 2017): 9–10. http://dx.doi.org/10.24135/hi.v1i1.8.

Full text

Abstract:

The chef profession is considered a challenging career, with female chefs seeming to be most affected. As such, it is rare to find female chefs occupying the coveted executive chef positions. The aim of this research was to establish if female chefs in Kenya encounter similar challenges to those experienced by female chefs elsewhere. Previous research shows that female chefs encounter career challenges in hospitality organisations and hence they struggle to make it as chefs; for example, studies by Druckman [1] and Harris and Giuffre [2,3] in the United States, Murray-Gibbons and Gibbons [4] in the United Kingdom, as well as Zengeni et al. [5] in Zimbabwe. This article poses the important question: how can these challenges be overcome? The study sought to make sense of the lived work experiences of Kenyan female chefs. Baum [6] recommends contextualised research methodologies to explore hospitality issues in non-Western countries. Moreover, Adelowo [7] asserts that lived experiences are better expressed through stories. Therefore, a qualitative approach was employed in this study where 15 chefs working in the Kenyan hospitality industry were interviewed [8]. Ten female chefs told stories of their workplace experiences while five male executive chefs recounted their experiences of working with female chefs. Despite the different geographical, socio-cultural and economic factors between Kenya and other countries previously studied, female chefs expressed common challenges such as sexual harassment, gender discrimination, unsupportive attitudes towards pregnancy and an unhealthy work environment, as well as hierarchical kitchen structures that they believed discriminated against them. There was an indication of engrained patriarchal attitudes that limit the professional success of potential female chefs. Unfortunately, hospitality employers appeared to support the status quo; that is, a gendering of the chef’s profession that privileges men and penalises women. These findings suggest a trend that must worry hospitality employers. The highly competitive career structures and the male domination that discourages women from making a long-term career in the kitchen [2], coupled with stiff competition for scarce hospitality human resources, support the need to retain female chefs. Christensen and Rog [9] stress that employee retention strategies will only work if human resource managers are fully committed to creating a positive workplace culture that treats all employees equally, regardless of their gender or any other dimension of diversity. In his study, Orido [8] suggests that the following measures may help to attract and retain female chefs. Firstly, employers should introduce personalised career development plans. For instance, a female chef who has attained postgraduate qualifications ought to be promoted and remunerated accordingly. This will not only retain female chefs but also enable them to further their career aspirations within the hospitality industry. Secondly, female chefs should be given the opportunity to fully participate at all levels of the kitchen hierarchy, thereby acquiring the necessary skills for promotion in the future to executive chef’s positions. Additionally, it will encourage a clear career progression path within the kitchen hierarchy. Hospitality employers must ensure that employment opportunities as well as employment terms and career progression are not dependant on a chef’s gender, but on their qualifications and competencies. By investing in female chefs and, most importantly, keeping them safe from bullying at work, the hospitality industry will not only attract, but retain, these talented professionals in satisfying culinary careers. If you would like to read the PhD thesis this research is based on you can access it here: http://hdl.handle.net/10292/10626 Corresponding author Charles is a chef and lecturer at Kenya Utalii College, Nairobi, Kenya. His research interests include inhospitable hospitality, culinary arts, human behaviour in the hospitality industry, and indigenous research. He holds a Certificate in Food Production (currently Culinary Arts) from Kenya Utalii College, a BA degree in Hospitality Management from the University of Nairobi, Kenya, and a Master of International Hospitality Management (MIHM) from Auckland University of Technology, New Zealand. Charles Orido can be contacted at: chaloridoh@gmail.com or corido@utalii.ac.ke References (1) Druckman, C. Why Are There No Great Women Chefs? Gastronomica 2010, 10, 24–31. https://doi.org/10.1525/gfc.2010.10.1.24 (2) Harris, D. A.; Giuffre, P. “The Price You Pay”: How Female Professional Chefs Negotiate Work and Family. Gender Issues 2010, 27, 27–52. (3) Harris, D. A.; Giuffre, P. Taking the Heat: Women Chefs and Gender Inequality in the Professional Kitchen; Rutgers University Press: New Brunswick, NJ, 2015. https://books.google.co.nz/books?id=qTaACgAAQBAJ (4) Murray-Gibbons, R.; Gibbons, C. Occupational Stress in the Chef Profession. International Journal of Contemporary Hospitality Management 2007, 19, 32–42. https://doi.org/10.1108/09596110710724143 (5) Zengeni, D. M. F.; Tendani, E.; Zengeni, N. The Absence of Females in Executive Chef Position in Zimbabwean Hotels: Case of Rainbow Tourism Group (RTG). Australian Journal of Business and Management Research 2013, 3, 1–18. (6) Baum, T. Human Resources in Tourism: Still Waiting for Change? – A 2015 Reprise. Tourism Management 2015, 50, 204–212. (7) Adelowo, A. The Adjustment of African Women Living in New Zealand: A Narrative Study; Ph.D. Thesis, Auckland University of Technology, 2012. http://aut.researchgateway.ac.nz/handle/10292/4601 (8) Orido, C. O. Challenges Faced by Female Chefs in the Kenyan Hospitality Industry: A Study through an African Oral Tradition of Storytelling; Ph.D. Thesis, Auckland University of Technology, 2017. http://hdl.handle.net/10292/10626 (9) Christensen, J.; Rog, E. Talent Management: A Strategy for Improving Employee Recruitment, Retention and Engagement within Hospitality Organizations. International Journal of Contemporary Hospitality Management 2008, 20, 743–757.

APA, Harvard, Vancouver, ISO, and other styles

7

Spencer, Daniel G. "Employee Voice and Employee Retention." Academy of Management Journal 29, no. 3 (September 1986): 488–502. http://dx.doi.org/10.5465/256220.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Collins, Kevin S., Sandra K. Collins, Richard McKinnies, and Steven Jensen. "Employee Satisfaction and Employee Retention." Health Care Manager 27, no. 3 (July 2008): 245–51. http://dx.doi.org/10.1097/01.hcm.0000318755.24332.4b.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Yamamoto, Hiroshi. "The relationship between employee benefit management and employee retention." International Journal of Human Resource Management 22, no. 17 (October 2011): 3550–64. http://dx.doi.org/10.1080/09585192.2011.560871.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Srimulyani, Veronika Agustini. "Talent Management dan Konsekuensinya terhadap Employee Engagement dan Employee Retention." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 3, no. 4 (September 1, 2020): 538–52. http://dx.doi.org/10.31842/jurnalinobis.v3i4.157.

Full text

Abstract:

To gain a competitive advantage, employee engagement is indispensable. Therefore, an effective talent management system is needed in order to increase employee engagement. The aim of this research at knowing talent management at the XYZ Foundation in Madiun City and analyzing the impact of talent management on employee engagement and employee retention. This study also aims to analyze the effect of employee engagement as mediating the relationship of talent management with employee retention. The number of respondents in the study were 69 employees. Data gathered were initially analysed using SPSS version 22.0. From the descriptive analysis, it was found that: 1) employee response to talent management at XYZ Foundation as a whole was high; 2) work engagement on XYZ Foundation was high; 3) employee retention on XYZ Foundation was very high. The results of the hierarchical regression and path analysis indicated that: 1)talent management had a significant positive effect on work engagement; 2) talent management had a significant positive effect on employee retention; 3)work engagement had a significant positive effect on employee retention; 4) work engagement acts as a partial mediation of the influence of talent management on employee retention.

APA, Harvard, Vancouver, ISO, and other styles

11

Ratnawati, Dian Putri Dewi, and Made Subudi. "PENGARUH TALENT MANAGEMENT TERHADAP EMPLOYEE RETENTION DENGAN EMPLOYEE ENGAGEMENT SEBAGAI VARIABEL MEDIASI." E-Jurnal Manajemen Universitas Udayana 7, no. 11 (August 8, 2018): 6299. http://dx.doi.org/10.24843/ejmunud.2018.v07.i11.p18.

Full text

Abstract:

The development of an increasingly advanced era affects the business, especially the culinary field, business competition that occurs need to be balanced with the optimal utilization of company resources. Employee retention is needed as a function and competitiveness of the company. Companies need to focus on talent management and employee engagement to engage employees who can have an effect on increasing employee retention. The purpose of this study was to examine the effect of talent management on employee retention with employee engagement as a mediation variable at the employees of Sardine Restaurant Seminyak Bali. The study used the census method in determining the sample of 60 respondents, through path analysis technique. Based on the analysis results can be seen that talent management has a positive and significant influence on employee engagement. Talent management has a positive and significant influence on employee retention. Employee engagement has a positive and significant impact on employee retention. Employee engagement is able to give positive influence in mediating talent management relationship to employee retention on Sardine Restaurant Seminyak Bali employee. Keywords: talent management, employee engagement, employee retention

APA, Harvard, Vancouver, ISO, and other styles

12

Sheridan, John E. "Organizational Culture and Employee Retention." Academy of Management Journal 35, no. 5 (December 1992): 1036–56. http://dx.doi.org/10.5465/256539.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Banuari, Nidya, Yeni Absah, and Elisabet Siahaan. "Analyze the Influence of Talent Management and Knowledge Management on Employee Performance through Employee Retention as Intervening Variable at PT Bhanda Ghara Reksa Divre I Medan." International Journal of Research and Review 8, no. 9 (September 16, 2021): 189–204. http://dx.doi.org/10.52403/ijrr.20210926.

Full text

Abstract:

Employee performance is one of the most important things to achieve company goals. With employee performance, company optimization can be realized. PT Bhanda Ghara Reksa's performance in 2019 experienced a decline in revenue so that the profit target generated was not maximized. In order to improve employee performance, the company must design a strategy to retain potential employees. One of them is the application of a talent management and knowledge management. The objective of this research was to analyze the influence of talent management and knowledge management on employee performance through employee retention as intervening variable at PT Bhanda Ghara Reksa Divre I Medan. The research used descriptive quantitative approach and explanatory research method. The population in this research are permanent employees as many as 74 respondents, taken by using saturated sample with census sampling technique. The method in analyzing the data is descriptive and inferential statistical analysis with using path analysis and Sobel test to test the significance of the intervening variable. The result of the research showed that talent management had positive and significant influence on employee retention, knowledge management had positive and significant influence on employee retention, employee retention had positive and significant influence on employee performance, talent management had positive and significant influence on employee performance, knowledge management had positive and significant influence on employee performance, talent management had positive and significant on employee performance through employee retention, and knowledge management had positive and significant on employee performance through employee retention. Knowledge management most dominantly affects employee retention and employee retention most dominantly affects employee performance. Keywords: Talent Management, Knowledge Management, Employee Retention, Employee Performance.

APA, Harvard, Vancouver, ISO, and other styles

14

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

15

Afifi, Sherif S. "Factors Affecting Professional Employee Retention." Journal of Management in Engineering 7, no. 2 (April 1991): 187–202. http://dx.doi.org/10.1061/(asce)9742-597x(1991)7:2(187).

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Ekhsan, Muhamad, and Muhamad Taopik. "Peran Mediasi Employee Engagement pada Pengaruh Talent Management Terhadap Employee Retention." Jurnal Pengembangan Wiraswasta 22, no. 3 (December 26, 2020): 163. http://dx.doi.org/10.33370/jpw.v22i3.484.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Taylor, Stephen. "Occupational pensions and employee retention." Employee Relations 22, no. 3 (June 2000): 246–59. http://dx.doi.org/10.1108/01425450010332523.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

19

McConnell, Charles R. "Addressing Employee Turnover and Retention." Health Care Manager 30, no. 3 (July 2011): 271–83. http://dx.doi.org/10.1097/hcm.0b013e318225e3bf.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Hidayat, Maulana, Prasetyo Hadi, and Rusdi Musa Ishaq. "FAKTOR-FAKTOR YANG MEMPENGARUHI EMPLOYEE PERFORMANCE PADA PEGAWAI DITJEN PAJAK DI JAKARTA." E-Jurnal Manajemen Universitas Udayana 9, no. 7 (July 3, 2020): 2704. http://dx.doi.org/10.24843/ejmunud.2020.v09.i07.p12.

Full text

Abstract:

This research is a quantitative study that aims to determine the effect of Talent Management and Knowledge Management on Employee Performance through Employee Retention. The population in this study are Talent Ready Now employees at the Directorate General of Tax whose work location is in DKI Jakarta. “The sample size was taken as many as 100 respondents, with non-probability sampling methods especially perposive sampling. Data collection was carried out through questionnaires. The analysis technique used is the PLS (Partial Least Square) analysis method.” The results of this study indicate that (1) Talent Management has a significant and positive effect on Employee Performance (2) Talent Management indirectly has no significant and negative effect on Employee Performance through Employee Retention (3) Knowledge Management has a significant and positive effect on Employee Performance (4) Knowledge Management indirectly has a significant and positive effect on Employee Performance through Employee Retention Keywords: Talent Management, Knowledge Management, Employee Performance, Employee Retention

APA, Harvard, Vancouver, ISO, and other styles

21

Ismail, Hassan, and Ahmad Warrak. "The Impact of High Involvement Management on Employee Retention." International Journal of Human Resource Studies 10, no. 1 (January 17, 2020): 223. http://dx.doi.org/10.5296/ijhrs.v10i1.16261.

Full text

Abstract:

The purpose of this study is to explore the impact of high involvement management (power, information, rewards, and knowledge) on employee retention in Syrian Private Financial Institutions. A sample of 238 employees participated in this study. The research concluded that there is a significant positive impact of rewards and knowledge practices on employee's retention, without any significant impact from power and information practices on employee's retention.

APA, Harvard, Vancouver, ISO, and other styles

22

Deery, Margaret, and Leo Jago. "Revisiting talent management, work-life balance and retention strategies." International Journal of Contemporary Hospitality Management 27, no. 3 (April 13, 2015): 453–72. http://dx.doi.org/10.1108/ijchm-12-2013-0538.

Full text

Abstract:

Purpose – This paper aims to examine the themes of talent management, work-life balance (WLB) and retention strategies in the hospitality industry. The study was undertaken through an analysis of the key themes in the most recent literature. The paper uses a framework incorporating organisational and industry attributes, personal employee dimensions, work-life conflict and organisational strategies and examines these in relation to whether job satisfaction, organisational commitment and employee retention improve. Design/methodology/approach – The paper uses employee turnover literature to underpin a discussion of successful talent management. Using a key word search in both the hospitality literature and more mainstream management research, it divides the literature into four themes, namely, employee attitudes, personal employee dimensions, WLB and organisational strategies for employee retention. Findings – The key findings emerging from this examination of the literature show that WLB appears to have become one of the key variables when addressing issues of employee management and retention. In the recent literature, the link between employee attitudes, such as job satisfaction and organisational commitment, personal dimensions, such as stress and alcohol abuse, and WLB have become closer and intertwined. These links assist in gaining more focussed strategies to assist in retaining talented staff. Research limitations/implications – The meta-analysis of relevant literature provides an understanding of recent thinking in the area of WLB, talent management and the retention of talented staff. The article reframes the key issues in light of changes in the work environment and presents a new framework for future research and industry application. Practical implications – Given that WLB has become such an important factor, it is critical that managers regularly monitor the levels of WLB being experienced by staff. As staff are not always aware of WLB being a problem until it is too late, managers will need to find appropriate methods for assessing the presence of problems in this area. Social implications – The development of WLB strategies within the hospitality industry will assist in providing a healthier lifestyle for employees. This will then positively impact on family and social relationships. Originality/value – The meta-analysis of relevant literature provides an understanding of recent thinking in the area of WLB, talent management and the retention of talented staff. The article reframes the key issues in light of changes in the work environment and presents a new framework for future research and industry application.

APA, Harvard, Vancouver, ISO, and other styles

23

Taylor, Lloyd J., Becki Murphy, and William Price. "Goldratt's thinking process applied to employee retention." Business Process Management Journal 12, no. 5 (September 2006): 646–70. http://dx.doi.org/10.1108/14637150610691055.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Syed, Jawad, and Junhua Wang. "Shanghai Silk Pharma Ltd: Employee Turnover." Asian Journal of Management Cases 15, no. 2_suppl (November 2018): S55—S67. http://dx.doi.org/10.1177/0972820118804969.

Full text

Abstract:

This case highlights the issues of employee turnover and retention in a Chinese private sector pharmaceutical company. It discusses the reasons of high employee turnover and the company’s approach to retention. While the case shows that individual–company fit and individual–work fit affects voluntary turnover, it also highlights the importance of financial and non-financial incentives and measures to improve employee retention. It also discusses issues of high-power distance and guanxi that are unique to China. Overall, the case brings to light different organizational choices and strategies to address employee retention.

APA, Harvard, Vancouver, ISO, and other styles

25

Yusliza, Mohd Yusoff, Juhari Noor Faezah, Nora’aini Ali, Noor Maizura Mohamad Noor, T. Ramayah, M. Imran Tanveer, and Olawole Fawehinmi. "Effects of supportive work environment on employee retention: the mediating role of person–organisation fit." Industrial and Commercial Training 53, no. 3 (October 30, 2020): 201–16. http://dx.doi.org/10.1108/ict-12-2019-0111.

Full text

Abstract:

Purpose This study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities. Design/methodology/approach This study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents. Findings The findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university. Research limitations/implications This study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry. Originality/value The findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.

APA, Harvard, Vancouver, ISO, and other styles

26

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

27

Adamska-Chudzińska, Małgorzata. "Employee retention management in the context of situational leadership." Nierówności społeczne a wzrost gospodarczy 62, no. 2 (2020): 214–27. http://dx.doi.org/10.15584/nsawg.2020.2.14.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

29

Yildiz, Didem, Gul T. Temur, Ahmet Beskese, and F. Tunc Bozbura. "A spherical fuzzy analytic hierarchy process based approach to prioritize career management activities improving employee retention." Journal of Intelligent & Fuzzy Systems 39, no. 5 (November 19, 2020): 6603–18. http://dx.doi.org/10.3233/jifs-189122.

Full text

Abstract:

In contemporary business life, retention of talented employees is crucial for organizations to preserve created value. Considering their attitudes, behaviors and personality, millenials are different from former generations, and retaining them requires a distinct management approach. This study aims to provide the decision makers with a more effective and efficient tool for evaluating career management activity types leading to employee retention of millenials. A novel method, Spherical Fuzzy Analytic Hierarchy Process (SFAHP) is used in the study to; (i) define the importance levels of the criteria having impact on employee retention, and (ii) assess various career management activity types for employee retention. To ensure the practical use of the model, a numerical example from real world is presented. The results indicate that “leadership and management” is the most important factor, and “development-oriented career management activities” is the highest impact activity type in increasing the employee retention.

APA, Harvard, Vancouver, ISO, and other styles

30

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

33

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

34

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

35

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

36

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).

Full text

Abstract:

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 .

APA, Harvard, Vancouver, ISO, and other styles

37

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

38

Lee, Leemen, and Li-Fei Chen. "Boosting employee retention through CSR: A configurational analysis." Corporate Social Responsibility and Environmental Management 25, no. 5 (April 15, 2018): 948–60. http://dx.doi.org/10.1002/csr.1511.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Kundu, Subhash C., and Kusum Lata. "Effects of supportive work environment on employee retention." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 703–22. http://dx.doi.org/10.1108/ijoa-12-2016-1100.

Full text

Abstract:

Purpose The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and employee retention. Design/methodology/approach Primary data of 211 respondents from 67 organizations were analysed. Confirmatory factor analysis was used to assess the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis. Findings The findings suggest that SWE plays a crucial role in predicting employee retention. Organizational engagement partially mediates the relationship between SWE and employee retention. Research limitations/implications The data were limited to the Indian setting and of cross-sectional design only; so, it may not be generalized across the world. Further, the sample size is also comparatively smaller but the results are not affected adversely. Originality/value The role of SWE along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyse the mediating effect of organizational engagement in the relationship between SWE and employee retention.

APA, Harvard, Vancouver, ISO, and other styles

40

Ghimire, Pitambar. "Employee Retention Factors in Nepali Insurance companies." Journal of Business and Social Sciences 1, no. 1 (December 3, 2018): 57–66. http://dx.doi.org/10.3126/jbss.v1i1.22828.

Full text

Abstract:

Employee retention is complex phenomenon that requires strategic orientation towards retention factors. The objective of the study is to find out factors influencing employee retention and examine them with retention intention. The 125 respondent (sample) with different categories are taken from various insurance companies. The stratified sampling method is used to make the sample representation and convenient sampling has been used to select the sample unit. Descriptive statistics, correlation analysis, hypothesis testing are carried out to examine the retention intention. The research paper concludes that the employee retention is complex management job and it needs high level commitment. All retention factors have positive impact on retention intention.

APA, Harvard, Vancouver, ISO, and other styles

41

Ghimire, Pitambar. "Employee Retention Factors in Nepali Insurance companies." Journal of Business and Social Sciences 2, no. 1 (December 3, 2018): 57–66. http://dx.doi.org/10.3126/jbss.v2i1.22828.

Full text

Abstract:

Employee retention is complex phenomenon that requires strategic orientation towards retention factors. The objective of the study is to find out factors influencing employee retention and examine them with retention intention. The 125 respondent (sample) with different categories are taken from various insurance companies. The stratified sampling method is used to make the sample representation and convenient sampling has been used to select the sample unit. Descriptive statistics, correlation analysis, hypothesis testing are carried out to examine the retention intention. The research paper concludes that the employee retention is complex management job and it needs high level commitment. All retention factors have positive impact on retention intention.

APA, Harvard, Vancouver, ISO, and other styles

42

Antoniou, Nakis, Demetris Vrontis, Alkis Thrassou, and Ioanna Papasolomou. "Employee retention during Cooperative banks' mergers and acquisitions." J. for Global Business Advancement 13, no. 1 (2020): 108. http://dx.doi.org/10.1504/jgba.2020.109147.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

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.

Full text

Abstract:

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).

APA, Harvard, Vancouver, ISO, and other styles

44

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

45

Rothwell, William J., and Naseem S. Sherwani. "Role of Employee Retention in a Comprehensive Talent Management Strategy." NHRD Network Journal 1, no. 3 (May 2007): 9–13. http://dx.doi.org/10.1177/0974173920070303.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Smither, Lee. "Managing Employee Life Cycles to Improve Labor Retention." Leadership and Management in Engineering 3, no. 1 (January 2003): 19–23. http://dx.doi.org/10.1061/(asce)1532-6748(2003)3:1(19).

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Chinomona, Elizabeth, and Teboho Mofokeng. "Impact of leadership on organizational citizenship behaviour, organizational commitment and job performance: An application of leader- member exchange theory." Corporate Ownership and Control 14, no. 3 (2017): 309–19. http://dx.doi.org/10.22495/cocv14i3c2art5.

Full text

Abstract:

The purpose of the study was to investigate the influence of servant leadership on organizational citizenship behaviour, organizational commitment and job performance from a Leader- Member Exchange (LMX) perspective. It aims at contributing new knowledge to research constituting servant leadership within the workplace. The aim of the study was to examine in essence, the impact of servant leadership on organizational citizenship behaviour and organizational commitment and the consequential outcome on employee job performance. LMX theory is the theoretical framework that forms the basis on which the study is undertaken. The problem was investigated within the SME sector of Zimbabwe. The study was quantitative by nature and adopted positivism as the research paradigm. 189 Small and Medium Enterprises (SMEs) in Zimbabwe formed the unit of analysis. The empirical testing of the study’s six hypotheses revealed that the relationships are positive and significant. This implied that servant leadership, organizational citizenship behaviour and organizational commitment have a constructive effect on employee job performance and thus SMEs in general. The study extracts the fundamental impact that servant leadership has on employee behaviour and their performance within the workplace subsequently. While quality LMX relationships are exemplified by mutual trust, respect and commitment, this virtue was employed to assess if it impels a good relationship between servant leadership and employee behaviour and the resulting job performance of employees. The implication is that the general SME sector should encourage their senior employees to embrace a servant leadership style given that it has a positive effect on employee organizational behaviour, employee commitment and job performance subsequently. This is particular important for a country like Zimbabwe that is still developing and therefore relies much on the superior performance of SMEs for sustainability.

APA, Harvard, Vancouver, ISO, and other styles

48

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Srivastava, Praveen Ranjan, and Prajwal Eachempati. "Intelligent Employee Retention System for Attrition Rate Analysis and Churn Prediction." Journal of Global Information Management 29, no. 6 (November 2021): 1–29. http://dx.doi.org/10.4018/jgim.20211101.oa23.

Full text

Abstract:

The paper aims to examine the factors that influence employee attrition rate using the employee records dataset from kaggle.com. It also aims to establish the predictive power of Deep Learning for employee churn prediction over ensemble machine learning techniques like Random Forest and Gradient Boosting on real-time employee data from a mid-sized Fast-Moving Consumer Goods (FMCG) company. The results are further validated through a regression model and also by a multi-criteria Fuzzy Analytical Hierarchy Process (AHP) model which takes into account the relative variable importance and computes weights. The empirical results of the machine learning models indicate that Deep Neural Networks (91.2% accuracy) are a better predictor of churn than Random Forest and Gradient Boosting Algorithm (82.3% and 85.2% respectively). These findings provide useful insights for human resource (HR) managers in an organizational workplace context. The model when recalibrated by the human resource team of organizations helps in better incentivization and employee retention.

APA, Harvard, Vancouver, ISO, and other styles

50

Saxena, Shivangi, and Suman Shokeen. "RETENTION SWIRL: Tool creation to understand factors effecting employee retention in entrepreneurial firms." International Journal of Public Sector Performance Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijpspm.2020.10039834.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Employee retention – Zimbabwe – Management'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles