Relevant bibliographies by topics / Individual development and employee retention

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

Academic literature on the topic 'Individual development and employee retention'

Author: Grafiati
Published: 30 June 2021
Last updated: 17 February 2022

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Journal articles on the topic "Individual development and employee retention"

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Sakarji, Siti Rosnita, Wan Nor Hazimah Wan Azib, Azyanee Luqman, Nooradzlina Nooradzlina, Asma Shazwani Shari, Hadhifah Fadhlina Ismail, Ayu Kamareenna Abdullah Thani, Nik Mohd Faris Nik Min, Muhammad Ammar Haidar Ishak, and Nur Alyaa Athirah Mohd Yusri. "JOB SATISFACTION AND INDIVIDUAL HAPPINESS AMONG EMPLOYEES AT A PUBLIC HIGHER EDUCATION INSTITUTION." Social and Management Research Journal 18, no. 2 (September 1, 2021): 191–213. http://dx.doi.org/10.24191/smrj.v18i2.14908.

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Employees are the most important asset of organizations. Making them happy with their workplace and the work itself will benefit not only the employees but also the organizations. Employee satisfaction is also based on their awareness of future development. Hence, this paper aims to determine the relationship between job satisfaction and five variables of pay, colleague, management, nature of work and promotion toward individual happiness. Data were collected from 126 respondents from Universiti Teknikal Malaysia Melaka (UTEM), a public higher education institution in Malaysia using simple random sampling. Subsequently, the data were derived using SPSS Version 22.0. The findings indicated that there is a positive relationship between pay, colleague, management, nature of work, and promotion. Based on the results, the nature of work and promotion are the most important factors that influence employee happiness, thus leading to job satisfaction. Moreover, the result from the hypothesis test revealed that there is a significant relationship between pay, colleague, management, nature of work, and promotion. These findings may guide the implementation of policies by human resources or other organization management in a higher education institution. For instance, they may use job happiness (mental well-being) as a predictor of employee behaviors and then formulate recruitment policies that will help maintain employee happiness and satisfaction, thereby helping in employee retention.
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Smith, C. Kay, Crystal Spears-Jones, Carolyn Acker, and Hazel D. Dean. "Supporting Public Health Employee Engagement and Retention: One U.S. National Center’s Analysis and Approach." Workplace Health & Safety 68, no. 8 (April 27, 2020): 366–73. http://dx.doi.org/10.1177/2165079920911564.

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Background: Employee engagement, exemplified by positive perceptions of supervisors, workplace, and job, improves productivity and employee retention. We identified the extent of and barriers to employee engagement at Centers for Disease Control and Prevention’s (CDC) National Center for HIV/AIDS, Viral Hepatitis, STD, and TB Prevention (NCHHSTP). Methods: In 2015, NCHHSTP’s leadership collected baseline data through a centerwide Employee Engagement Pulse Survey (EEPS) from NCHHSTP’s full-time Civil Service employees, U.S. Public Health Service Commissioned Corps officers, and Title 42 service fellows. EEPS included six demographic questions; nine Likert-type scale questions measuring 26 perceptions related to immediate supervisors, the work environment, and job satisfaction; and four open-ended questions soliciting recommendations for improvement. Findings: Among 727 of 1,171 staff (response rate = 62%), positive perceptions of supervisors ranged from a high of 94% (supervisor conducts performance reviews) to a low of 63% (supervisor assists employees with career development). Perceptions of work experience ranged from 98% (respondents were willing to put in extra effort to get a job done) to 68% (respondents’ talents were used well in the workplace). Perceptions of job satisfaction ranged from 87% (support from their coworkers) to 69% (satisfaction with opportunities to learn or grow professionally). Conclusion/Application to Practice: Overall, NCHHSTP staff have positive perceptions of their work, their leaders, and the agency. Other public- and private-sector employers might be able to improve their employees’ engagement and retention by listening to their opinions and needs and frequently recognizing their individual achievements. NCHHSTP’s workforce development initiatives can be used as a model for assessing a baseline of their employees’ engagement.
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Roessler, Richard T. "Job Retention Services for Employees with Spinal Cord Injuries: A Critical Need in Vocational Rehabilitation." Journal of Applied Rehabilitation Counseling 32, no. 1 (March 1, 2001): 3–9. http://dx.doi.org/10.1891/0047-2220.32.1.3.

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Provision of job retention services is a critical need in vocational rehabilitation. With on-the-job check-ups from rehabilitation professionals, individuals with severe disabilities such as spinal cord injuries can experience improved job retention rates and decrease the risk of lapsing into the sick role. Provided by a career development specialist, job retention services include such steps as early identification of workers at risk, specification of barriers and accommodations, employee preparation to initiate the accommodation request and counter employer resistance, and evaluation of the utility of the accommodation plan. A rationale for such career services and further information on the steps involved is presented with particular focus on the needs of employees with spinal cord injuries.
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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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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.1017/s1833367200003278.

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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.5172/jmo.837.14.3.267.

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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Friedman, Stewart D., and Alyssa Westring. "Empowering individuals to integrate work and life: insights for management development." Journal of Management Development 34, no. 3 (April 13, 2015): 299–315. http://dx.doi.org/10.1108/jmd-11-2012-0144.

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Purpose – In efforts to improve employee recruitment and retention and enhance productivity and morale, organizations have implemented policies and practices (e.g. flextime, telework to address employee work-life concerns). However, there is mixed evidence regarding their effectiveness. The purpose of this paper is to complement work-life policies, initiatives aimed at empowering employees with the knowledge and skills to manage multiple life roles may be valuable. Little information is available regarding the nature or effectiveness of such initiatives. Through an in-depth analysis of one initiative, Total Leadership, the authors provide insights that can be used in the selection, design, implementation, and evaluation of work-life empowerment efforts. Design/methodology/approach – The authors use a mixed methods approach to explore the experiences of 316 participants in the Total Leadership program. Self-assessments (pre and post) were analyzed using quantitative methods (e.g. Cohen’s d-value). Inductive and iterative qualitative methods were employed to understand the types of experiments participants created as part of the program. Findings – The authors found that participants reported significant increases in satisfaction and performance in all domains of life (work, home, community, and self). Further, the authors identified nine types of experiments that individuals used to enhance performance in all life domains. Implications for management development specialists are provided. Originality/value – This study provides unique and valuable insight for those interested in supporting employee work-life development, leadership, and performance in all domains of life. It represents one of the first efforts to provide evidence-based guidance for the design and implementation of such initiatives.
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Park, Chongryol, Ronald McQuaid, Jiwoon Lee, Seungjin Kim, and Insuk Lee. "The Impact of Job Retention on Continuous Growth of Engineering and Informational Technology SMEs in South Korea." Sustainability 11, no. 18 (September 12, 2019): 5005. http://dx.doi.org/10.3390/su11185005.

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This study aims to explore what factors are critically associated with job retention in Engineering and Information Technology small- and medium-sized enterprises (SMEs) in South Korea, and how employers think about staff retention policy in relation to business growth. This contrasts with previous studies that mainly focus on employee motivation, job retention, and turnover. Qualitative semi-structured interviews were conducted face-to-face with founder Chief Executive Officers (CEOs). The results suggest that an important factor influencing job retention policies of these SMEs was to motivate employees to make greater voluntary effort, including through developing a collaborative organizational culture, rather than solely offering them additional financial rewards or using other Human Resource Management (HRM) practices to improve individual performances. Interviewees believed that job retention and business growth were closely related, and they discussed various ways of eliciting emotional commitment from employees. Unlike research on larger firms, these suggestions did not involve immediate financial rewards. How employers thought that the roles played by employees strongly influenced their firm’s productivity and competitiveness. This study suggests SME employers adjust their retention policy specifically to improve their firm’s survival and long-term growth.
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Samad, Abdul, and Roselina Ahmad Saufi. "A Comparative Review of Turnover Models and Recent Trends in Turnover Literature." GATR Journal of Management and Marketing Review (JMMR) Vol. 2 (4) Oct-Dec 2017 2, no. 4 (December 1, 2017): 27–35. http://dx.doi.org/10.35609/jmmr.2017.2.4(5).

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Objective - Employee retention is a challenging agenda in human resource management. This paper attempts to undertake a comparative analysis of primitive turnover models with more recent trends in turnover literature, and highlight the importance of environmental factors in retaining employees. Methodology/Technique - Literature of turnover, turnover intention and turnover models were reviewed. Findings – Traditionally, scholars such as William H. Mobley (1977), Price and Mueller (1981), and Bluedorn (1982) emphasised job satisfaction, organisation commitment, performance, job searching and job opportunities as the main predictors of employee turnover. However, in the 21st century, scholars such as Hassan, Akram, and Naz (2012); Mishra (2013); Chon (2012); Yilmaz and Ovunc (2015); and Sun and Wang, (2016) have begun to extend the retention model by including work life balance, human resource management practices, organizational reputation and prestige. This paper examines the development of retention models in the 1980s and 2000s. The study examines the evolution of retention determinants – beginning from organisational focus to a combination of organisational, non-organisational, economical, and environmental factors. The implication is that there has been a shift in the momentum of turnover predictors from attitudinal and behavioural factors, to a combination of external factors. To improve employee retention, an organisation must consider individual, organisational, and environmental factors and develop a more comprehensive strategy by incorporating every aspect of work and non-work settings. Novelty - This study undertakes a comparative review of turnover models with recent literature of turnover which has not been done extensively in previous literature. Type of Paper - Review. Keywords: Employee Turnover; Organisational Reputation; Organisational Prestige; Work life Balance. JEL Classification: J63, J64.
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Chahar, Bhawna, Samax Rana Jain, and Vinod Hatwal. "Mediating role of employee motivation for training, commitment, retention, and performance in higher education institutions." Problems and Perspectives in Management 19, no. 3 (August 5, 2021): 95–106. http://dx.doi.org/10.21511/ppm.19(3).2021.09.

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The motivation of the individuals working in higher education institutions has been a topic of great interest for managers and researchers for a long while. This study has been taken to estimate the importance of faculty development program (FDP) as perceived by a faculty member, the role of FDP on faculty motivation and faculty performance, exploring whether faculty motivation mediates the relationship between FDP and employee performance. To achieve the stated aim, data has been collected from 311 faculty members associated with government and private sector institutions of higher education in Uttarakhand State (India). Important factors that motivate faculty to participate in FDP and its influence on faculty motivation and performance were analyzed using factor analysis, regression analysis, and Sobel test to establish the relationship. The findings indicate that FDP has a positive effect on the teaching of faculty, enhances their skills, helps control their emotions, and strengthens their capacity to perform academic and administrative duties. Moreover, FDP enhances work motivation and, in turn, helps faculty in improving their performances. To strengthen faculty motivation, the emphasis must be put on improving faculty recognition and reputation, making work more challenging and exciting, providing better career advancement prospects, and focus more on appropriate salary and compensation benefits for faculty members.
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Dissertations / Theses on the topic "Individual development and employee retention"

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Gustafsson, Emelie, and Lina Johansson. "Motivationsfaktorer inom en kommunal förvaltning : En kvalitativ studie om vad som motiverar chefer till fortsatt anställning inom en kommunal förvaltning." Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-45062.

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Syfte och frågeställningar: Syftet med uppsatsen är att undersöka och problematisera vad som motiverar chefer och ledare inom en förvaltning på en kommunal nivå att fortsätta sin anställning. Studiens frågeställningar är: Vilka motivationsfaktorer är viktiga för chefer och ledare inom en offentlig förvaltning i frågan om fortsatt anställning? Vilken betydelse har individuell utveckling för chefer och ledare inom en offentlig förvaltning när det kommer till fortsatt anställning och arbetsmotivation? Hur bibehåller chefer och ledare inom en offentlig förvaltning sin arbetsmotivation? Material och metoder: Studien utgår från en kvalitativ forskningsmetod med en abduktiv ansats. Studien har sin grund i semistrukturerade intervjuer med sju respondenter. Det empiriska materialet har därefter analyserats och jämförts med tidigare forskning inom motivation, Herzbergs tvåfaktorsteori samt teorin om inre och yttre motivationsfaktorer. Huvudresultat: Gemensamt för respondenterna är vikten av frihet, att ha roligt på jobbet och strävan att utveckla verksamheten till det positiva. Hos samtliga respondenter föreligger det även ett starkt emotionellt band som ses som såväl positivt som negativt. Respondenterna är väldigt måna om individuell utveckling men tycker att det läggs allt för mycket energi på utbildningar som enbart är repetitiva för dem. De hade hellre tagit del av en mer individanpassad utbildningsplan. Vidare är det tydligt att lön inte är en drivande motivationsfaktor hos respondenterna. Idag är respondenterna nöjda med sina löner menmenar att det var en större motivationsfaktor i början av deras karriärer. I nuläget finns andra motivationsfaktorer som spelar roll, bland annat de som redogjorts för ovan.
Purpose: The purpose of the following study is to investigate and problematize what motivates managers and leaders within an administration at a municipal level to continue their employment. The study´s questions at issue are: Which motivating factors are most outstanding among the managers and leaders within an administration at a municipal level in the question of continued employment? How important is the individual development for the managers and leaders within an administration at a municipal level when it comes to continued employment and work motivation? How do the managers and leaders within an administration at a municipal level maintain their work motivation? Method: The study is based on qualitative research with an abductive approach. The study is based on semi-structured interviews with seven respondents. The empirical material has been analyzed and compared with previous research, Herzberg's two-factor theory and the theory of internal and external factors in relation to motivation. Main result: Common to the respondents is the importance of freedom, having fun at work and the aim to develop the school in a positive way. All respondents also have a stronge motional bond that is seen as both positive and negative. The respondents truly care about individual development but believe that too much energy is put into education that is only repetitive for them. They would rather have taken part in a more individualized education plan. Furthermore, salary is not a driving motivating factor among the respondents. Today, the respondents are satisfied with their salaries but believe that it was a major motivating factor at the beginning of their careers. At present, there are other motivating factors that are more important, including those described above.
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Shelton, Karen. "The effects of employee development programs on job satisfaction and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001sheltonk.pdf.

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Everts, Gail Lynn. "A study of career development programs in Wisconsin municipal police agencies." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001evertsg.pdf.

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Vadlamani, Tripura. "Development of a Multidimensional Scale of Ergonomic Factors Related to Employee Retention." Ohio University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1283456798.

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Spara, Ellen Godfrey. "Individual and unit level goal orientation as predictors of employee development." College Park, Md. : University of Maryland, 2007. http://hdl.handle.net/1903/6995.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2007.
Thesis research directed by: Psychology. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Gonzales, Jose. "The relevance of retention behavior in the development of accession strategy." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2002. http://library.nps.navy.mil/uhtbin/hyperion-image/02Jun%5FGonzales.pdf.

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Tillotson, Kenyon. "An Exploratory Study of Factors Eliciting VA Employee No-Show Behavior In Veterans Affairs Employee Development Courses." Scholar Commons, 2016. http://scholarcommons.usf.edu/etd/6417.

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Recognizing the need for companies and organizations to retain employees, one of the topics given very little attention in the research is non-attendance in face-to-face training. This study presents findings from the analysis of archival data from a 2013 employee education survey. Exploratory factor analyses were conducted on two sets of data exploring barriers to participation in employee-development education classes. Extrinsic factors were identified as ‘more important things take priority’ and ‘circumstances beyond the employee’s control’. Intrinsic factors were identified as ‘personal motivation challenges’. These factors emerged as potential reasons for non-participation or no-show behavior in employee education courses. Possible explanations for the results are discussed and recommendations for future research are presented.
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Coughlin, Matthew F. "Development of a forecasting model of Naval aviator retention rates." Thesis, access online version, 1996. http://handle.dtic.mil/100.2/ADA308068.

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Saaiman, Cherwin Jesse. "Improving employee retention at a selected South African petrochemical firm through career-pathing." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021190.

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In the competitive knowledge economy of today it is talented employees who ensure a competitive advantage for their company above their competitors. Voluntary employee turnover is said to have a number of negative consequences for employers, such as recruitment, selection and training costs, as well as lowered morale in the case of employees who stay behind. Companies and countries such as South Africa have to become globally competitive through talented and dedicated employees. Companies should therefore place more focus on the retention and grooming of their internal talent since a “war on talent” is being waged between companies for the best talent. With the looming shortage of talent globally it becomes more important for organisations in general and the petrochemical sector in particular to understand why talented and dedicated employees voluntarily leave their organisations. With such insight at their disposal, people managers are able to devise appropriate strategies to retain talent for the competitive benefit of their own organisations. The principal objective of this research study was to improve employee retention by investigating the influence of career-pathing (career development practices) and other selected critical success factors on employee retention. The study considered how employee retention (the dependent variable) is influenced by affective organisational commitment, career-pathing, growth need satisfaction, job commitment, affective professional commitment, continuance professional commitment and normative professional commitment (the independent variables). The sample who participated in this study consisted of one hundred and one (101) out of a possible total of two hundred and eleven (211) respondents from the selected South African petrochemical organisation. The empirical results reveal that affective organisational commitment and career-pathing are significantly related to employee retention, while all the other variables tested are not significantly related to employee retention.
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McDowall, Almuth. "A framework for employee development : a quantitative and qualitative study of individual differences and development outcomes." Thesis, City University London, 2005. http://openaccess.city.ac.uk/8458/.

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This Thesis is concerned with a framework for the research of employee development. To start, the importance of training, development and learning at the societal, organizational, group and individual level is set out. A review of the research on training and development argues that a detailed comparison may further our understanding of the latter, by investigating training effectiveness models (e. g. Colquitt, 2000) in the context of development. Individual difference measures that may affect development are discussed. Different development activities are compared on different dimensions such as the degree of formality and frequency of occurrence, and implications for research are discussed. Three quantitative studies [A, B, C] concentrate on staff appraisals and development centres, investigating how individual differences and demographic characteristics are associated with development outcomes. Results from Study A (N = 126) showed that age was correlated with participation in training and development; tenure was associated with participation in training; appraiser role was associated with participation in training and career movement, and predicted perceived utility and career movement. Study B (n = 63) showed that Learning Climate [LC] increased significantly following participation in appraisal ; changes in need to achieve [nAch] and tenure were associated with participation in development activities. Generally, nAch had stronger associations with development outcomes than development specific self-efficacy [DSE] in both studies. In Study C, nAch and DSE changed significantly following DC participation (n = 87), these gain scores, age and gender predicted DC ratings, but no significant associations with development outcomes were observed (n = 47). Linking in with the observations from the literature review, the potential limitations of quantitative approaches were highlighted. Therefore the final study [D] took a qualitative approach using template analysis to elicit managers' definitions of training and development. The analysis showed that managers (N = 20) are able to differentiate training and development, and that decision-making processes and outcomes appear different for each type of activity. Development is seen as less measurable and quantifiable in terms of organizational benefits, and therefore can take second place to training. The concluding Chapter argues that experimental approaches are perhaps limiting for the investigation of development due to its long-term and on-going nature. Although a whole array of individual differences (such as locus of control, learning styles or attitudinal variables) require further study we first need better methods for defining and measuring development motivation and development outcomes; an initially qualitative approach may be more conducive to further our understanding.
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Books on the topic "Individual development and employee retention"

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Hirsh, Sandra Krebs. Introduction to type and coaching: A dynamic guide for individual development. Palo Alto, Calif: Consulting Psychologist's Press, 2000.

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Army War College (U.S.). Strategic Studies Institute and Army War College (U.S.). Press, eds. A history of the U.S. Army Officer Corps, 1900-1990. Carlisle, PA: Strategic Studies Institute and U.S. Army War College Press, 2014.

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Larkan, Kerry. Winning the talent war: The 8 essentials. Singapore: Marshall Cavendish Business, 2009.

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Weisberg, Anne C. (Anne Cicero), ed. Mass career customization: Aligning the workplace with today's nontraditional workforce. Boston, Mass: Harvard Business School Press, 2007.

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Lyle, David S. (David Stephen), 1971- and Colarusso Michael J, eds. Towards an Officer Corps Strategy For Success : Employing Talent. Carlisle, PA: Strategic Studies Institute, U.S. Army War College, 2009.

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New Jersey. Legislature. General Assembly. Task Force on Business Retention, Expansion, and Export Opportunities. Meeting of Assembly Task Force on Business Retention, Expansion, and Export Opportunities: Factors influencing companies' relocation to New Jersey, or expansion in New Jersey, and retaining operations in the state by individual firms : June 14, 1994, Trenton, New Jersey. Trenton, N.J: Office of Legislative Services, Public Information Office, Hearing Unit, 1994.

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Stopping the brain drain of skilled veteran teachers: Retaining and valuing their hard-won experience. Lanham, Md: R&L Education, 2012.

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Office, General Accounting. Military personnel: Joint officer development has improved, but a strategic approach is needed : report to the Subcommittee on Military Personnel, Committee on Armed Services, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington, 20013): U.S. General Accounting Office, 2002.

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Neil, Rankin, and Industrial Relations Services, eds. Employee development bulletin: Practice and policy in training and development; recruitment, selection and retention. London: Eclipse Group, 1994.

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Forman, Maury, and Audrey Taylor. Journey to Jobs: Techniques for Successful Recruitment and Retention. Kendall/Hunt Publishing Company, 2002.

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Book chapters on the topic "Individual development and employee retention"

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Ponnuru, Karteek Ramalinga, and Rashik Gupta. "Employee Retention." In Advances in Business Information Systems and Analytics, 265–86. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4038-0.ch014.

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Attrition is a major problem in many Indian IT firms. On an average, attrition stands at around 14.5% in many major IT firms, making it a major problem. Attrition is not only a result of poor HR policies; it is also because of the many aspirations and need for career development for many young professionals. This gap between fulfilling the aspirations of the new entrants and the scope of development at any organization is the result of attrition. From the study, it has also been concluded that recognition, valuing one's individual opinion, and also the aspect of broadening and the scope of an organization to provide enough career development prospects in terms of training, executive education, and salary, etc. are also factors because of which many young professionals leave their respective organizations. Therefore, there is a need to amend the existing employee practices in order to meet the ever-changing momentum across the organizations and reduce the cost that happens due to attrition.
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Groves, Christy, and William Black. "Making the Best of the Best." In Advances in Human Resources Management and Organizational Development, 218–36. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-601-8.ch013.

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Library success is a direct result of staff quality, engagement, and satisfaction. Careful selection and training of library staff and commitment to their growth are essential to staff retention, which bears directly on organizational effectiveness. Regardless of the type of library, accountability for outcomes has increased, placing greater importance on the quality of staff appointments, employee skills development, and how staff melds into a team in the work place. The cycle of employee excellence is fueled when supervisors provide challenges, opportunities, and recognition relevant to individual work styles. The authors describe the importance of effective recruitment and supervision to staff retention by discussing effective leadership characteristics, outlining the need for a supervisory commitment to ongoing employee training and motivation, and providing suggestions for building successful supervisor-employee relationships in libraries.
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Rossmann, Doralyn. "Understanding Organizational Culture and Group Dynamics." In Advances in Human Resources Management and Organizational Development, 206–17. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-601-8.ch012.

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The field of library and information science will benefit from a greater understanding of the function of individuals in relation to organizational culture and group dynamics, including how individual experiences underlie the culture of an organization. Understanding how these factors can shape successful human resources management will help today’s information science and management organizations in their recruitment, development, and retention efforts. It is suggested here that, while MLIS curricula and library organizations have traditionally focused on leadership as a function of management, a reorientation towards development of leadership skills at all levels of the organization will have a positive effect on organizational culture and group dynamics. In development of this concept, this chapter provides an overview of traditional approaches to understanding organizational culture and group dynamics and how these are applied in the information and library science literature and curricula; explores an alternate normative orientation towards the understanding of organizational culture and group dynamics as a function of all individuals in an organization and not just management; identifies ways in which information professionals and organizations can use this knowledge to recruit, develop, and retain employees in the information sciences profession; and explores future research directions in these areas.
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"Beyond Hiring-Metrics for Employee Development and Retention." In Ultimate Performance, 113–39. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119201625.ch9.

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Hall, Bettie C., and Nancy A. Inskeep. "Employee Incentives and Retention for an E-World." In Encyclopedia of Human Resources Information Systems, 321–26. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch048.

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In the modern world with an increasingly independent and mobile workforce, the traditional relationship between an employer and its employees is radically changing. Long-term associations built upon trust, loyalty, and mutually implied promises of support are being replaced with transaction-based relationships that rely on the mutual exchange of services for value-perceived benefits. The labor force is now multi-generational and comprised of complex cultures, with members holding differing and unique value propositions and definitions. An employer can no longer establish “one size fits all” benefit and career management plans and expect to attract and retain top talent. An organization needs a flexible and comprehensive talent management program that recognizes an individual employee’s self-efficacy and self-determination in defining what is and what is not valued as a benefit, reward, and incentive. This article presents an overview of this changing environment and explores innovative alternatives for attracting, retaining, and managing talent in an e-world.
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"Individual Differences Among Service Employees: The Conundrum of Employee Recruitment, Selection, and Retention." In Internal Relationship Management, 33–50. Routledge, 2012. http://dx.doi.org/10.4324/9780203050552-3.

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Wu, Chia-Huei. "Introduction to Attachment Theory: Behavioural System and Individual Differences." In Employee Proactivity in Organizations, 23–42. Policy Press, 2019. http://dx.doi.org/10.1332/policypress/9781529200577.003.0002.

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The aim of this chapter is to introduce attachment theory to provide a knowledge background for applying the theory to understand employee proactivity. This chapter firstly introduces the concept of behavioral system in attachment theory and then specifically elaborates the development and operation of an attachment behavioral system, the central behavioral system that can shape operation of other behavioral systems. Finally, the chapter elaborates how the development of the attachment behavioral system shapes individuals’ internal working models of self, others, and the broader social environment which continuously guide an individual’s attitudes, beliefs, and behaviors in later life.
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Gordon, Kimberley. "The Impact of Improved Organizational Citizenship on Employee Retention." In Encyclopedia of Strategic Leadership and Management, 1128–39. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch079.

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Organizational leaders sought to reduce turnover by developing a loyal and stable workforce. Workforce stability is frequently expressed in two terms: turnover and retention. Turnover references both the voluntary and involuntary departure of an employee from an organization. Conversely, retention refers to the rate at which employees chose to stay employed by the organization. The organization featured in this study sought to improve retention by boosting organizational citizenship in key peer leaders. The organization's leaders implemented a leadership development program to enhance organizational citizenship. The leaders hypothesized a significant difference would exist in retention rates between the year prior to the development program (2013) and the year immediately following the program (2015). This study compared employee turnover data to determine what – if any – trends occurred.
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Begum, Razia, and Bahaudin G. Mujtaba. "Business Ethics for Employee Development in Pakistan." In Advances in Logistics, Operations, and Management Science, 11–29. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9758-4.ch002.

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Globalization has placed modern organizations in tremendous competition locally and regionally across borders; thus, the ultimate goal of every organization is the same which is profitable survival. In order to make sure that this profitable survival goal does not come at the cost of harming others, guiding principles are needed to bring goodness and fairness for the stakeholders' interests. This paves the way for designing, implementing and adopting ethical principles in the organization to keep competition fair and just. This chapter highlights the significance of adopting ethical practices in organizations at the threshold of 21st century and its challenges. It discusses how individual ethics system has been formed which further goes to make a healthy workplace. As religion has always been a source of inspiration for its followers, hence, this chapter attempts to trace ethical inspirations in religious teachings, specifically Islamic work ethics. Recommendations for training and development are provided.
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Herschel, Richard T., and Ira Yermish. "Video Issues for Knowledge Management." In Ubiquitous Developments in Knowledge Management, 392–405. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-954-0.ch024.

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This chapter reviews the plethora of user-generated video activity and the issues it creates for knowledge management activities. The ability for individuals to create and post videos online has become prolific and it has now become a source of potential liability for employees and the firm. Video can be used convey rich narratives that can facilitate sensemaking and knowledge sharing and transfer, but their needs to be standards and controls for content development and distribution. When video content is developed, structure and culture are important factors that must be considered in storytelling activities to increase the opportunity for effective sensemaking and message retention and to ensure the accuracy, relevance, and legitimacy of video content. Evidence and arguments are presented that should motivate organizations and academics to review video generation activities both internal and external to the organization. Issues concerning video content delivery, liability, spam, and search engine capabilities are discussed. Opportunities for new research inquiries are identified.
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Conference papers on the topic "Individual development and employee retention"

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Bass, Julian M., Sarah Beecham, Mohammed Abdur Razzak, and John Noll. "Employee retention and turnover in global software development." In ICSE '18: 40th International Conference on Software Engineering. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3196369.3196375.

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SHABNAZ, SAMIA, SK TASTHEKUR, and STANLEY SUMON. "Relationship of Individual Factors and HRM Practices on Employee Retention in Private Banking Sector of Bangladesh." In Eighth International Conference On Advances in Economics, Management and Social Study - EMS 2018. Institute of Research Engineers and Doctors, 2018. http://dx.doi.org/10.15224/978-1-63248-146-7-17.

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Song, Keni. "The Impact of Perceived Internal Employer Branding on Employee Retention in the Event Industry of Hainan Province." In 6th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210121.158.

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

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While managers and supervisors may be hired for certain variety of skills sets, abilities, and knowledge, not all of these workers may be educated or trained to be workplace coaches or mentors may or may not have the tolerance and patience for such a role. However, Human Resource Management professionals in the workplace need to realize that there may be a need for coaching training and skills enhancement workshops to prepare today’s workforce managers. The key for success in this area is to conduct a need assessment for the workers and managerial staff to determine what is needed from today’s workplace coaches in terms of needed skills sets and strategies to be utilized by them to help enhance, motivate, monitor, and evaluate the human capital working for today’s organization. Next, the development and design of a coaching program can be instrumental in moving today’s managerial workforce from general coaches to more specialized coaches to help develop and today’s workforce, as well as help strengthen their own skills sets and knowledge in order to help obtain better results of organizational goals, as well as develop stronger working relationships and bonding with the workers. Equally important, today’s workers need to exert an equal amount of effort and participation in a coaching environment in order to gain better outcomes in terms of performance and efficiency. This presentation will focus on the creation of better coaching programs and evaluation of coaching relationships and outcomes.
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DeValve, Caleb, Gilbert Kao, Stephen Morgan, and Shawn Wu. "From Wellbore Breakout to Sand Production Prediction: An Integrated Sand Control Completion Design Methodology and Case Study." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205935-ms.

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Abstract Controlling downhole sand production is a well-known and often-studied issue within the oil and gas industry. The methods employed for sand management, and their ultimate cost, is greatly impacted by the amount of sand produced by the well. This paper presents an innovative, physics-based approach to predict sand production for various reservoir and completion types, explored through a case study of recent production wells in a sandstone reservoir development. Sand control may be executed through a variety of methods, for example at the reservoir-completion interface using a sand control completion, at topside facilities through sand monitoring / de-sanding equipment, or by using well operational limits to avoid downhole sand failure. Although different strategies exist for effective sand management, some capability to estimate sand production is needed to design a holistic sand management strategy. This paper presents a physics-based approach to predicting sand production on a well-by-well basis to inform the overall sand management design. The workflow integrates (1) geomechanical estimate of wellbore breakout and volume of failed sand downhole, (2) log-based prediction of the sand particle size variation along the well path, (3) modeling of sand filtration based on experimental and analytical methods for specific completion options (e.g. Open Hole Gravel Pack [OHGP] or Stand-Alone Screen [SAS]), and (4) a natural sand pack permeability prediction for SAS completions and associated well performance analysis. This paper describes the methods used in this work in more detail as well as the application to five wells in a recent sandstone reservoir development. The workflow can be described as follows: First, log-based predictions for geomechanical properties and sand Particle Size Distributions (PSDs) were generated for specific wellpaths, and the volume of failed reservoir sand and PSD characteristics were predicted along the entire wellbore length. Next, this analysis was combined with a novel filtration model to determine sand retention and production, specific to various completion types. Additionally, for a SAS completion, the PSD and volume of retained sand in the annulus was computed as the wellbore experience borehole breakout, combined with an analytical model to calculate the natural sand pack permeability and well performance. This workflow was initially applied to study five development well producers, and the results influenced a mixed design of OHGP and SAS completions for individual wells. Sand production was measured during recent well startup to validate the workflow, with excellent agreement observed between measured field data and the physics-based predictions. This innovative, physics-based approach and the associated case study demonstrate a significant advancement in the area of sand production prediction from hydrocarbon production wells. The current workflow is able to deliver improved sand prediction capabilities over rules of thumb or analog field performance, which can be used to better inform overall sand management strategies and associated business value.
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Elena, Maria Vittoria, Chase Wentzky, and Joshua D. Summers. "Requirements Culture: A Case Study on Product Development and Requirement Perspectives." In ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/detc2019-97017.

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Abstract A desire to better understand requirements and their uses within product development inspired this case study conducted at a large power tool company. Researchers were interested in determining if a requirements culture existed within the company investigated, how this culture varied across departments, and how individuals at the company viewed requirements in engineering design. Ten semi-structured interviews were conducted by five teams of interviewers over the course of two months to answer these questions. Employees in various positions across the company were interviewed in the study including Project Engineers, a CAD Designer, an Industrial Designer, Project Managers, and Vice Presidents. Through a detailed analysis of the interview transcripts and documentation, it was determined that the company did have a definite requirement culture and that the transfer of requirements across departments must remain consistent for the individual groups to be effective. Furthermore, it was found that employee engagement with requirements was more significant with those who were involved in the early stages of product development.
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Dick, Samantha, Brian Dillon, Vasilis S. Vasiliou, Martin P. Davoren, Samantha Dockray, Ciara Heavin, Conor Linehan, and Michael Byrne. "Reducing the Individual, Institutional and Societal Harms from Student Drug Use." In Seventh International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2021. http://dx.doi.org/10.4995/head21.2021.13060.

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Drug use among higher education students can cause harm to the individual, their institution, and the wider society. Academic performance, physical and mental health, institutional reputation, crime and unemployment can all be impacted by student drug use. Tackling this is a challenge, and is often compounded by limited student health and counselling capacity and the student’s reluctance or unwillingness to seek support. Digital brief interventions have shown promise in reducing harm from substance use, and provide an opportunity to meet students where they are, delivering always-on, confidential support and intervention. However, limited interventions for drug use are available for students, and many struggle with engagement and retention. Our team have developed a novel brief intervention, using best practices in digital intervention development, and behavioural change to overcome some of these challenges. We describe the development of our intervention and discuss how implementation could result in tangible benefits to the individual, institution, and society.
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Jekabsone, Inga, and Ina Gudele. "Factors contributing to the regional development of e-commerce in Latvia." In 21st International Scientific Conference "Economic Science for Rural Development 2020". Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2020. http://dx.doi.org/10.22616/esrd.2020.53.020.

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E-commerce contributes to the improvement of communications between the company, producers, distributors and customers. However, it should be noted that success in e-commerce depends upon determining effective factors in e-commerce. There is a set of effective inside organisational and outside organizational factors in e-commerce which should be taken into consideration during the development of e-commerce. According to the recent results of DESI Index, Latvia lags behind the EU average on integration of digital technology by businesses. Despite excellent connectivity and good digital public services, Latvian SMEs do not use effectively online selling, social media, cloud computing and big data possibilities. At the same time, it is recognised nationally that e-commerce provides good opportunities to develop business, including in the regions. Taking into account the before-mentioned, the aim of the paper is to analyse the factors contribution to the development of e-commerce in the regions in Latvia. Main results of the research: in general, factor groups “Technological development” and “Social factors (human skills)” were assessed the highest among Latvian entrepreneurs. Such individual factors as desire to develop, employee knowledge, and managerial attitude, technological development in the world, and managerial knowledge and existence of financial resources in the company were evaluated the highest in terms of effect on usage of e-commerce in the business. In case of regional cross-cut, in Kurzeme, Riga and Latgale regions entrepreneurs are rather in favour of technological development factors affecting the usage of e-commerce, while entrepreneurs in Zemgale and Vidzeme regions think that social factors affect the development of e-commerce the most.
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Vodenicharov, Asen. "CIVIL LAW STATUS OF THE SUPERVISORY ORGAN IN EUROPEAN BUSINESS COMPANIES." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.2020.303.

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The Supervisory organ is a compulsory element in the governance structure of the European Structures for Business Association, namely the European Company (Societas Europaea) and the European Cooperative Society (Societas Cooperativa Europaea) that have chosen a two-tier system for their organizations. The organ under consideration presents a hybrid regulatory framework. On the one hand, these are the provisions in the regulations of the European Union, and, on the other, the national law regulations. The organ in question has specific characteristics. Its members are elected by the General meeting. The staff of the first supervisory board may be appointed in the statues. This should apply without prejudice to any employee participation arrangements determined pursuant to Directive 2003/72 / EC. The members of the Supervisory organ are elected for the term specified in the Statute of the association. Their maximum term of office after the expiry mandate date may not exceed six months. The package of powers includes constitutional, authoritative and controlling rights and obligations. The supervisory organ shall elect and dismiss members or an individual member of the management organ. In cases explicitly provided for in the statute of the association, a certain category of legal transactions cannot be concluded by the management organ without the permission of the supervisory organ. Its controlling functions are particularly important. The supervisory organ shall supervise the duties performed by the management organ. It may not itself exercise the power to manage the associations. The supervisory organ may not represent the associations in dealings with third parties. It shall represent the associations in dealings with the management body, or its members, in respect of litigation or the conclusion of contracts. The management organ shall report to the supervisory body at least once every three months on the progress and foreseeable developments of the association’s business, taking into account any information relating to undertakings controlled by the association that may significantly affect the progress of the association business. The members of the Supervisory organ are holders of Civil liability. Its legal basis is the relevant rules in the national law relating to joint stock companies or cooperative organizations in the Member States in which they have registered their office. This liability is based on the possible damage caused by illegal or incorrect acts or actions.
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Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.

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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.
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