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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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Pek-Greer, Philly, and Michelle Wallace. "A Study of Childcare Teacher Retention in the Childcare Service Industry." Global Business Review 18, no. 1 (January 30, 2017): 71–86. http://dx.doi.org/10.1177/0972150916666879.
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There is relatively little research on teacher retention in the Singaporean early childhood industry, yet this is an important workforce issue because of the rapid expansion of childcare centres to meet the growing needs of parents in Singapore. This qualitative study aims to identify the dominant, contemporary factors that influence childcare teachers’ intentions to continue working in the Singaporean childcare industry. The unit of analysis is the individual; hence, the focus of investigation is on the lived experiences of current childcare teachers in the Singaporean workforce. This study provides important insights into childcare teachers’ perspectives on their work and factors that influence them in decisions about whether to continue working in the childcare sector in Singapore. In total, 102 qualified childcare teachers participated in this qualitative study. In summary, it was found that significant factors such as employee remuneration, employee benefits, work environment and professional development opportunities influence childcare teachers’ retention in the Singaporean early childhood industry.
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Riforgiate, Sarah E., and Michael W. Kramer. "The Nonprofit Assimilation Process and Work-Life Balance." Sustainability 13, no. 11 (May 26, 2021): 5993. http://dx.doi.org/10.3390/su13115993.
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Nonprofit organizations are a context where workers’ passion and commitment to their work may make it more difficult to negotiate between professional work and private life demands. Challenges in navigating work and life are important issues for individual sustainability and influence organizational sustainability in terms of retention and organizational commitment. As new employees join an organization, they are socialized into the rhythm and norms of the workplace; therefore, early employment provides an important juncture to study how new employees come to understand work-life expectations. This qualitative study considers 55 interviews with new employees (employed six months or less) at a nonprofit social welfare organization which was concerned with high employee turnover. Participants described how they came to the organization, how they learned the expected behaviors for their positions and messages received from organizational members (e.g., supervisors and coworkers) and social groups outside of the organization (e.g., family and friends) pertaining to managing work and life responsibilities. Findings highlight the importance of communication, extend organizational assimilation concepts, and offer practical implications to enhance sustainability for organizations and employees.
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Marinakou, Evangelia, and Charalampos Giousmpasoglou. "Talent management and retention strategies in luxury hotels: evidence from four countries." International Journal of Contemporary Hospitality Management 31, no. 10 (October 14, 2019): 3855–78. http://dx.doi.org/10.1108/ijchm-10-2018-0862.
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Purpose The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies. Design/methodology/approach A qualitative approach was used and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (the USA, the UK, Australia and Greece). Findings Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning and training and development. A hybrid exclusive and inclusive approach to talent management (TM) is proposed with the implicit engagement of the individuals. Practical implications Luxury hotels should choose TM practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to TM are valued in the industry. Originality/value This study provides findings from empirical comparative research conducted in four different countries, whereas most published work on TM focuses on bibliographic reviews. It provides a conceptualization of talent and TM. This study frames the nature of TM in hotels and advances the knowledge of talent retention strategies found to be effective in hospitality.
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Ahmad, Prof Shoeb. "Motivation and Performance: A Psychological Process." International Journal of Business and Management Research 9, no. 2 (April 5, 2021): 104–12. http://dx.doi.org/10.37391/ijbmr.090201.
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The achievement of a workplace entirely depends on the skill of managers that how to offer a motivating environment to its employees. The performance of a workplace entirely depends upon employee motivation which is a crucial element in creating an amicable environment for producing optimal performance. Employee motivation is highly responsible in stimulating workplace harmony, commitment and overall employee performance at the workplace. It is decisive in relating to long term benefits for the organization. Motivated employees signify staff retention and loyalty towards the workplace which in turn foster growth & development of business. In the competitive business environment, the biggest challenge for managers is to retain the employees and keep them motivated to perform satisfactorily at the workplace. Equally, it is important that the manager must be aware of the behavioural instinct of employees and of the factors of what possibly motivate them. Individuals can be motivated due to various factors like: leadership, rewards, incentives, etc. and other organizational constituents in which they perform the duties. Keeping in mind these views, the study primarily focuses upon the effects of motivational factors on employees’ performance. Subsequently, the study highlights the connection among employee motivation along with performance.
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Guzeller, Cem Oktay, and Nuri Celiker. "Examining the relationship between organizational commitment and turnover intention via a meta-analysis." International Journal of Culture, Tourism and Hospitality Research 14, no. 1 (October 23, 2019): 102–20. http://dx.doi.org/10.1108/ijcthr-05-2019-0094.
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Purpose The purpose of this study is expected to reveal the relationship between organizational commitment and turnover intention in the tourism and hospitality literature with more generalizable results, and thus, provide researchers with a new perspective for future studies. In this context, Individual studies that examined the relationship between organizational commitment and turnover intention in the tourism and hospitality industry were systematically identified by a comprehensive literature review. Design/methodology/approach Individual studies were synthesized and analyzed via a meta-analysis method to reveal whether any relationship exists between organizational commitment and turnover intention and to estimate the direction and intensity of the relationship in a more reliable and comprehensive manner. The analyses were carried out on 13 scientific papers that met the inclusion criteria. Findings Results showed that a moderate negative relationship exists between organizational commitment and turnover intention of employees in the tourism and hospitality industry. In this context, individuals who have emotional commitments to their institutions will have lower turnover intentions than others. The right personal selection, performance evaluation techniques, promotion, training and development opportunities, career opportunities and talent management and functional virtues such as strong communication, trust and justice will not only reinforce organizational commitment but also attract talented individuals to an organization and ensure employee retention. Originality/value In the current study, individual studies focusing on the relationship between organizational commitment and turnover were cumulatively collected, synthesized and analyzed. By way of providing a review of individual studies, the study provides cumulative and reliable evidence to the literature regarding the relationship between organizational commitment and turnover, and hence, contributes to the further progression of the field. The study is also the first meta-analysis carried out on the subject in question.
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Vetráková, Milota, Ivana Šimočková, and Kristína Pompurová. "Age and Educational Diversification of Hotel Employees and Its Impact on Turnover." Sustainability 11, no. 19 (September 30, 2019): 5434. http://dx.doi.org/10.3390/su11195434.
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This paper examines the increasing turnover in the hotel industry, which has a negative influence on the quality of services provided, as well as customer satisfaction. Hotel managers are forced to hire new employees in order to secure smooth hotel operations as well as replace those employees who have left for their competitors. Newly hired employees need to be instructed and trained, which has a negative influence on hotel costs. We assume that both an employee’s age and the level of education determines the quality of their performance at work, as well as their personal stability, thus having an influence on business sustainability. This paper analyzes the age and education diversification of employees in four-star and five-star hotels in Slovakia, and its impact on employee turnover. The research was undertaken in 2019, with a research sample comprising 1085 individuals employed in selected chain and independent hotels. We examined the opinions of employees from different ages and education levels about their retention and changes of employment. Statistical testing confirmed the relation between turnover and the educational level of the employees. However, the correlation between turnover and age was rejected. We analyze the different perceptions of retention and job change of employees from different age groups. The revelation of the causes as to why employees might leave a hotel could help managers change their philosophy and the processes of human resources management in favor of developing a sustainable company.
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Shanker, Meera. "Recruitment process and its impact on retention of commercial pilots in Indian aviation industry." Business Process Management Journal 26, no. 3 (July 19, 2019): 736–51. http://dx.doi.org/10.1108/bpmj-12-2018-0376.
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Purpose The purpose of this paper is to find out the effect of recruitment practices on the retention of commercial pilots by the airlines in India. Often it is found that trained pilots pilfered by other airlines within/outside of India and Indian aviation industry have to rely on expatriate pilots to fly the aircrafts. Newly appointed pilots are required to be trained due to the lack of experience, which is a huge investment by the airlines. Therefore, the recruitment and retention of the commercial pilots create challenges for aviation industry in India. Design/methodology/approach Research design of the present study was exploratory and descriptive to evaluate the effect of recruitment practices on the retention of commercial pilots by airlines in India. All together, 225 commercial pilots from different Indian airlines participated in the present study. Instruments were designed to understand the practices related to recruitment, selection and retention strategies of commercial pilots used by these airlines, and how pilots perceive about recruitment practices and its relevance for retention strategies in the organization. Data were analyzed using factor analysis, Pearson’s correlation and regression analysis Findings Results of data analysis have revealed five factors of retention and selection measures, which were encouraging and employee-friendly recruitment policy, impact of external factors, organizational internal factors, employment brand and organizational growth and self-advancement opportunities. Similarly, retention strategies measures had four factors, namely, positive work culture, opportunities for individual growth, development, and salary benefit package, and opportunity for self-achievement. Pearson product moment correlation coefficient result revealed significantly positive relationship between various dimensions of recruitment and selection to retention strategies. Further regression analysis revealed the effect of those recruitment policies on retention was positive. Research limitations/implications Findings of this study could be potential bias and prejudice of the people involved and responded. As information was collected only form Indian commercial pilots, the findings might have changed if study was to be applied to a different country or economy. Random sampling error could not be ruled out. Preferred, accepted and perceived recruitment strategies and retention polices of Indian aviation sectors might be different as compare to other countries aviation sectors policies. Influence of cultural, organizational internal and external factors result might be different as compared to result of present study. Practical implications This is an important study, which will help the aviation sector to design recruitment policies and retention strategies to retain pilots to deal with a high level of attrition. Furthermore, present study will help the aviation sector in designing their policies and strategies, which forces pilots to remain with particular air carrier for longer time. It will give the same direction to other organizations, in general. Social implications The concept of recruitment and retention is applicable to each and every service sector. There could be different parameters for the same. Social implication of the present study is the same as it is for the aviation sectors. It is implied that service sectors must have appropriate recruitment policies, i.e. encouraging and employee friendly recruitment policy, conscious and continuous evaluation organizations’ external as well as internal factor, efforts shall be made to create employment branding, always focus on growth and advancement opportunities for the employees and organization. Positive work culture, opportunities for individual growth and development, salary benefit package and opportunity for self-achievement will help employees to remain with the organization for longer time. Originality/value This is an original research in the area of understanding recruitment policies and retention practices of commercial pilots in Indian aviation industry. This study is related to practical and genuine problem of attrition. Not many studies are found in this particular area.
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Mngomezulu, Nonhlanhla, Martin Challenor, Elias Munapo, Pfano Mashau, and Christopher Chikandiwa. "The impact of recognition on retention of good talent in the workforce." Journal of Governance and Regulation 4, no. 4 (2015): 372–79. http://dx.doi.org/10.22495/jgr_v4_i4_c3_p2.
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Retention of talented workforce is the most crucial issue business sectors are faced with today as a result of brain drain.Talent has become the driving force for business success. Most employees leave due to lack of professional challenges, having received little or no recognition, and the absence of career growth and development. The purpose of this study is to determine the impact recognition has on retention of talented workforce in the workplace. A total of 70 questionnaires were distributed to employees in different job categories. The study revealed that management can apply numerous approaches to retain good talent. Moreover, it is vital for managers to bear in mind that these approaches might have dissimilar effects on different individuals. This study also answered some of the most critical issues the business sector is faced with, such as employee retention due to the shortage of skilled labour and failure to recognize good work done. The findings reflect that reward, passion, recognition, motivation, and effective talent management are some of the factors business leaders have to address in order to minimize voluntary turnover and retain good talent in the workplace.
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Biggs, David Michael, Stephen Swailes, and Steven Baker. "The measurement of worker relations: the development of a three-component scale." Leadership & Organization Development Journal 37, no. 1 (March 7, 2016): 2–12. http://dx.doi.org/10.1108/lodj-08-2012-0098.
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Purpose – Healthy employee relations are important for individual well-being and are likely to contribute towards job satisfaction and other positive work outcomes. The purpose of this paper is to discuss the importance of worker relations and proposes a new three-component model of worker relations which embraces the relationships that employees have with their co-workers, supervisor and the organisation. Design/methodology/approach – A 20-item inventory was tested using data collected in a local authority (n=157) and led to the retention of nine items which were embodied in a scale for further evaluation. A second study using data using obtained in an emergency call management service (n=85) were used to further evaluate the factor structure of the scale and assess its predictive validity. A third study (n=70) provided further information on the measure. Findings – The new nine-item measure is a viable instrument with adequate reliability for assessing three levels of worker relations. In line with predictions, the three sub-scales (co-worker, supervisor and organisation) were positively correlated with job satisfaction and social relations. Practical implications – The new scale provides a freely available and parsimonious alternative to existing measures of worker relations. Originality/value – The paper considers the component aspects of worker relations before defining, theorising and developing a general purpose short instrument capable of quantitatively measuring worker relations.
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Terry, Paul E., Jinnet Briggs Fowles, Min Xi, and Lisa Harvey. "The ACTIVATE Study: Results from a Group-Randomized Controlled Trial Comparing a Traditional Worksite Health Promotion Program with an Activated Consumer Program." American Journal of Health Promotion 26, no. 2 (November 2011): e64-e73. http://dx.doi.org/10.4278/ajhp.091029-quan-348.
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Purpose. This study compares a traditional worksite-based health promotion program with an activated consumer program and a control program Design. Group randomized controlled trial with 18-month intervention. Setting. Two large Midwestern companies. Subjects. Three hundred and twenty employees (51% response). Intervention. The traditional health promotion intervention offered population-level campaigns on physical activity, nutrition, and stress management. The activated consumer intervention included population-level campaigns for evaluating health information, choosing a health benefits plan, and understanding the risks of not taking medications as prescribed. The personal development intervention (control group) offered information on hobbies. The interventions also offered individual-level coaching for high risk individuals in both active intervention groups. Measures. Health risk status, general health status, consumer activation, productivity, and the ability to evaluate health information. Analysis. Multivariate analyses controlled for baseline differences among the study groups. Results. At the population level, compared with baseline performance, the traditional health promotion intervention improved health risk status, consumer activation, and the ability to recognize reliable health websites. Compared with baseline performance, the activated consumer intervention improved consumer activation, productivity, and the ability to recognize reliable health websites. At the population level, however, only the activated consumer intervention improved any outcome more than the control group did; that outcome was consumer activation. At the individual level for high risk individuals, both traditional health coaching and activated consumer coaching positively affected health risk status and consumer activation. In addition, both coaching interventions improved participant ability to recognize a reliable health website. Consumer activation coaching also significantly improved self-reported productivity. Conclusion. An effective intervention can change employee health risk status and activation both at the population level and at the individual high risk level. However, program engagement at the population level was low, indicating that additional promotional strategies, such as greater use of incentives, need to be examined. Less intensive coaching can be as effective as more intensive, albeit both interventions produced modest behavior change and retention in the consumer activation arm was most difficult. Further research is needed concerning recruitment and retention methods that will enable populations to realize the full potential of activated consumerism.
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Yogalakshmi, J. A., and M. V. Supriya. "Talent quotient: development and validation of a measurement scale." Journal of Management Development 39, no. 3 (February 18, 2020): 306–23. http://dx.doi.org/10.1108/jmd-03-2019-0075.
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PurposeThe aim of the current study was to develop and validate a measure for identifying talent in the workplace. This is a gap long identified by researchers in this field.Design/methodology/approachHinkins methodology was adopted for the establishment of a psychometrically sound measure. A 16-item scale for assessing the construct was developed. The reliability and validity were established by analyzing content adequacy, convergent validity, divergent validity and external validity. Primary data were collected from employees signaled as talent by their organization.FindingsThe study yielded a six-factor structure scale for the construct. These factors accounted for 66.8 percent of observed variance. All six dimensions, namely, calling orientation, critical insight, continuous learning, collaboration, cohesiveness and challenge drive established acceptable reliability and validity.Social implicationsThe research provides a precise definition of the talent construct. Identification and retention of individuals with a high talent quotient is a critical challenge to organizations. Identifying talent is made possible through this measurement scale.Originality/valueThis research made an attempt to develop a reliable and valid measurement scale for the talent construct. The scale provides a precise definition of the talent construct. This simple sound scale could be useful at both the individual and organizational levels. It helps individuals to identify and focus on critical areas for achieving talent status. Organizations benefit through better human resource management practice. Identification and retention of talent are essential to career management. Overall, it also satisfies the urgent need in talent management research for a clear definition of the talent construct.
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Tinker, Amanda, Katherine Greenhough, and Elizabeth Caldwell. "A Life-Line for the Pedagogic Goose: Harnessing the Graduate Perspective in Arts Education." Arts 7, no. 4 (November 26, 2018): 88. http://dx.doi.org/10.3390/arts7040088.
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Studio-based art and design education provides high levels of individual attention but has been criticized for the high demands for space and staff time that it places on institutions. Furthermore, retention and attainment rates in art and design subjects demonstrate that not all students develop the supportive, individual relationships with their tutors that facilitate development as creative practitioners. This article reports a case study of an initiative to improve retention amongst first year students studying Art, Design and Architecture subjects, by utilizing recent graduates, employed as Graduate Teaching Assistants (GTAs), to create a communications bridge between new students and their subject tutors. The project found that retention rates improved by 50% for these first-year students, who also reported that GTAs are welcoming, approachable, more accessible, and easier to talk to than academic staff. Tutors felt that communication with their students was enhanced by GTAs helping build clear narratives for each student. As the role of GTA becomes more established, further developments will include facilitating peer-to-peer collaboration in the studio through the harnessing and integration of peer mentors to more quickly foster a collaborative and supportive studio culture for new students.
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Musinya, Fred Domiano. "AN INVESTIGATION OF THE RELATIONSHIP BETWEEN WORK ENVIRONMENT PRACTICES AND EMPLOYEE RETENTION IN INTERNATIONAL NON-GOVERNMENTAL ORGANIZATIONS IN NAIROBI COUNTY, KENYA." Human Resource and Leadership Journal 6, no. 1 (August 2, 2021): 16–48. http://dx.doi.org/10.47941/hrlj.632.
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Purpose: The purpose of this study was to investigate the relationship between workplace environment practices and employee retention in selected International Non-Governmental Organizations in Nairobi County.
Methodology: This study adopted a descriptive survey design. The sampling frame was the listing of staff in 93 International Non-Governmental Organizations that were selected using a simple random sampling method from the 1,252 INGO’s with offices in Nairobi County. Purposive sampling was used to select 120 staff from the 93 INGOs who participated in the study. A semi-structured self-administered questionnaire was used to collect primary data while secondary was collected through a review of published literature such as annual INGO reports, journal articles and published theses. Data analysis involved preparation of the collected data - coding, editing and cleaning of data in readiness for processing using Statistical Package for Social Sciences (SPSS) package version 24.0. Cronbach’s Alpha was used to measure consistency and content validity. Quantitative data was analyzed using detailed statistics that include mean, standard deviation as well as the statistical package of social sciences (SPSS) version 24 and Microsoft Excel. Qualitative data was evaluated and analyzed using content analysis. Multiple linear regression analysis was used to evaluate the relationship between the independent and dependent variables and information obtained from the study presented using graphs, charts, written text and tables.
Results: Internal promotion plans, mentoring programs, management support, effective career development policy, proper individual performance management, practical on-the-job training, effective organizational training policy, flexible leave plans, job sharing and job scheduling practices strongly influence the intention of the respondents to stay with their employers. More work needs to be done to improve succession planning, career break practices and the overall effectiveness of the work life balance policy.
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Turner, Paul, and Danny Kalman. "Make your people before making your products." Human Resource Management International Digest 23, no. 1 (January 12, 2015): 28–31. http://dx.doi.org/10.1108/hrmid-12-2014-0162.
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Purpose – Considers the challenges facing people developing talent strategy in global organizations and ways of overcoming them. Design/methodology/approach – Describes how to maximize the potential of a multi-generational, multi-cultural, cross-organizational, inclusive-talent workforce. Findings – Examines the importance of: highlighting the value of people to organizational success; making the business case; ensuring that the whole organization buys into the concept; having an inclusive/selective talent strategy with equal emphasis on each area; making the chief executive the chief talent officer; joining up talent-management activity with business activity and other people-management strategies; delivering talent management well; and making sure there is involvement from all of the organization’s stakeholders. Practical implications – Considers that people management works best when the interests of the organization coincide with the interests of individual employees. For the organization this, means achieving its stakeholder objectives. For the employee, it means satisfaction at work, a balanced life and visible career prospects. Social implications – Advances the view that the focus on talent has rarely been sharper and so the concept of “make your people before you make your products” is important. Originality/value – Emphasizes that the attraction, development, management and retention of talented people is critical to the success of all organizations.
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Pascoe-Deslauriers, Rachelle. "Putting employers to work in economic development in the Atlantic provinces of Canada." Local Economy: The Journal of the Local Economy Policy Unit 35, no. 2 (February 23, 2020): 165–75. http://dx.doi.org/10.1177/0269094220907550.
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The Atlantic provinces of Canada – New Brunswick, Nova Scotia, Prince Edward Island and Newfoundland and Labrador – face persistent social and economic challenges, including low labour productivity, high levels of public debt and a declining workforce. There are persistent issues of low wages and high levels of underemployment and seasonal/part-time work. The policy responses proposed to tackle these challenges have focused on innovation clusters in science and technology fields, the attraction and retention of skills and unskilled immigrants to the region, and some upskilling of the local workforce. Absent is a consideration of the role of employers and businesses, and the quality of jobs available in addressing these challenges. Decent jobs have implications for individual, societal and organizational outcomes, including innovative work behaviours. This article argues that there is a need to consider job quality and how good quality jobs can support organizational and business innovation outcomes, as part of these policy debates for local economic development.
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Fiedler, Brittany Paloma, Rosan Mitola, and James Cheng. "Responding to hate: how national and local incidents sparked action at the UNLV University Libraries." Reference Services Review 48, no. 1 (January 2, 2020): 63–90. http://dx.doi.org/10.1108/rsr-09-2019-0071.
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Purpose The purpose of this paper is to describe how an academic library at one of the most diverse universities in the country responded to the 2016 election through the newly formed Inclusion and Equity Committee and through student outreach. Design/methodology/approach This paper details the context of the 2016 election and the role of social justice in librarianship. It offers ideas for how library diversity committees can address professional development, recruitment and retention efforts and cultural humility. It highlights student outreach efforts to support marginalized students, educate communities and promote student activism. Finally, it offers considerations and suggestions for librarians who want to engage in this work. Findings This paper shows that incorporating social justice, diversity, equity and inclusion requires individuals taking action. If institutions want to focus on any of these issues, they need to formally include them in their mission, vision and values as well as in department goals and individual job descriptions. The University of Nevada, Las Vegas University Libraries fully supports this work, but most of the labor is done by a small number of people. Unsustainable practices can cause employee burnout and turnover resulting in less internal and external efforts to support diversity. Originality/value Most of the previous literature focuses either on internal activities, such as professional development and committees, or on student-focused activities, such as outreach events, displays and instruction. This paper is one comprehensive review of both kinds of activities.
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Redempta Kiilu, Peter Elizabeth Nzilani; Wanjugu Wachira;. "Examining Adopted Conflict Management Approaches On Organizational Development In Machakos Co-Operative Union." Editon Consortium Journal of Economics and Development Studies 1, no. 1 (February 1, 2020): 4–16. http://dx.doi.org/10.51317/ecjeds.v1i1.71.
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The purpose of this study was to identify the adopted conflict management approach on organizational development in coffee cooperatives. The research was conducted in Machakos Co-operative Union in the Lower Eastern part of Kenya. Descriptive research survey was used. The target population was drawn from 1500 employees of Machakos Co-operative Union who took part in the study. The sample size was 305 employees drawn from different levels of management selected through cluster sampling technique. Systematic sampling was used to give each individual a chance to be chosen. Data collection was carried out through the use of Semi-structured questionnaire and interview guide. Both qualitative and quantitative technique was used to analyse data. Quantitative data was analysed using descriptive statistics through content analysis and findings were analysed and presented quantitatively and qualitatively in frequency tables, graphs pie charts and percentage while qualitative data was analysed using thematic techniques and data presented in narrative forms. From the study, it was established that different conflict management approaches were employed in Machakos Coffee Cooperative, 22% of the respondents reported that accommodation strategy was used and 23% the Collaboration strategy which led to improved productivity in the organization and enhanced inter personal relations while 54% of the respondents indicated that the contending approach which was mostly used influenced conflict management in the organization. The study recommends that organizations need to embrace the strategy in order to maximize productivity and encourage retention of human resource.
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Wojtak, Anne. "Practice-Based Ethics: A Foundation for Human Resources Planning in Community Healthcare." Healthcare Management Forum 15, no. 3 (October 2002): 67–72. http://dx.doi.org/10.1016/s0840-4704(10)60603-5.
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During the last few years, the community health sector has been hit particularly hard by the scarcity of qualified healthcare workers. The Toronto Community Care Access Centre and community health centres of Toronto collaborated on a research program focusing on the development of a sectoral response to the human resource issues affecting the recruitment and retention of workers. Our approach considered the impact of working conditions, staff supports for dealing with difficult situations, ethical issues and other non-salary factors that influence individuals' decisions to remain in the community and seek community-based employment. We believe that the recommendations, based on our findings, will assist the community sector to provide better support to our labour force, enhance overall employee satisfaction and, ultimately, provide better quality care to our clients.
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Chakraborty, Debarun, and Wendrila Biswas. "Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm." Journal of Asia Business Studies 14, no. 1 (January 6, 2020): 62–90. http://dx.doi.org/10.1108/jabs-01-2019-0025.
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Purpose The momentum of globalization has helped the organization to gain new insights into the domain of human resources (HRs). The changing nature of work has affected the coherence of the workplaces. Today, it is essential to preserve and nurture the cognitive and creative abilities of the diverse group of employees so that concrete outcomes and actions can be achieved. Human resource planning (HRP) is one of the processes that facilitate the development of employees and the integration of their individual goals with the business plans. This paper aims to produce useful predictions and unprecedented direction to boost organizational performance amidst cyclical business fluctuations. The innovative HRP programs minimize the dysfunctional aspects of employee handling through proper assessment of their skills and abilities. This inclusive approach initiates a sustainable journey for the firm and heightens its competitive edge. Design/methodology/approach A descriptive study has been conducted through a structured questionnaire. Primary data were collected from respondents working in the HR department of different manufacturing companies in the state of West Bengal, India. A multistage sampling technique has been used. Data analysis has been conducted through exploratory and confirmatory factor analysis. Through structural equation modeling, the researchers examined a series of dependence relationships simultaneously and represented unobserved concepts. Findings The current study ratifies the overall model and reflects that the HRP activities, namely, retention plan, professional training and development, job analysis and design, succession planning and redeployment plan vitalizes the performance of the firm. A recruitment plan has a negative and non-significant impact on the functional performance of the organization. Succession planning practices immensely affect the firm’s competitive edge followed by the retention plans. The results also uphold that the efficacious performance of the firm brings in strategic sustainability for it. Practical Implications HRP activities sufficiently address the HR concerns facilitating the organization to coalesce the needs of the employees and the business. It helps to adopt a long term perspective to foster productivity, innovation and quality. It encourages employees to believe in their competencies to deliver their best. Such practices involve the workforce; coordinate their efforts to contribute meaningfully in this intricate business network. Thus, HRP practices drive to accomplish challenging tasks, focus on creative work-related projects, enhances an employee’s coping skills and morale to establish strategic sustainability for the firm. Originality/value The study sheds light on the fact that in this complex and dynamic business system where the authors find multigenerational workforce, it is essential to nurture the subtle aspects of the employees rather than continuous monitoring and controlling them. HRP activities provide such a platform that maximizes employees’ potential and will to fit into a firm’s business strategy and translate a strategic plan into action. Such practices have the capability to intensify the positive aspects and ideas in an organization.
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Helm, Sabrina Verena, Uwe Renk, and Anubha Mishra. "Exploring the impact of employees’ self-concept, brand identification and brand pride on brand citizenship behaviors." European Journal of Marketing 50, no. 1/2 (February 8, 2016): 58–77. http://dx.doi.org/10.1108/ejm-03-2014-0162.
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Purpose – The purpose of this paper is to identify how employees’ perceived congruity of their employers’ corporate brand with their own actual and ideal self may affect their brand identification (BI), brand pride (BP) and brand citizenship behavior (BCB). Design/methodology/approach – This cross-sectional paper involved 283 employees in Germany who completed an online survey. Findings – Congruity of the brand with employees’ actual self and with their ideal self has similar effects on employees’ BI. However, effects differ with respect to the other outcome variables. BP is only affected by congruity of the brand with the ideal self, whereas BCB is only affected by congruity of the brand with the actual self. Brand identity is positively related to BP and BCB; BP also affects BCB. Research limitations/implications – Future studies could include different sources for evaluation of BI, BP and BCB; for temporally separate measurement of identification, pride and BCB; and for use of fictitious brands or experimental manipulations of pride to increase internal validity. The discrepant impacts of congruity of the brand with the actual self and the ideal self as detected in the paper could spark research interest in addressing motivations to increase self-esteem and self-consistency in a work context or in investigating specific mediators or moderators in the relationship between self-concept, (brand) identification and pride, as well as behaviors. Finally, research could address different kinds of pride, such as individual and collective forms of pride, as well as their interplay. Practical implications – Managers should be aware of the different effects of a corporate brand’s fit with employees’ actual and ideal self, and also should note that BI seems essential in augmenting BP and brand-related behaviors. The paper develops implications for internal branding and HRM strategies regarding employee selection, promotion and retention. Findings also indicate that BP motivates BCB in line with current assumptions in research and practice on individual forms of pride. Originality/value – This paper investigates employees’ perceptions of “their” brand’s fit with their actual and ideal self separately, and determines the differences in impact on BP and BCB, extending existing knowledge on drivers of brand-building behaviors. It also develops the concept of BP in the context of social identity theory and the need for distinction; it further provides initial empirical insights into the role of employees’ BP, including the development of a measure.
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Harrisr, Lynette, and Carley Foster. "Aligning talent management with approaches to equality and diversity." Equality, Diversity and Inclusion: An International Journal 29, no. 5 (June 25, 2010): 422–35. http://dx.doi.org/10.1108/02610151011052753.
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PurposeThe purpose of this paper is to examine the implementation of talent management interventions in UK public sector organisations.Design/methodology/approachThis paper draws upon the findings of a qualitative study of talent management in two UK public sector case study organisations.FindingsImplementing talent management was found to present particular tensions for public sector managers, particularly in terms of its alignment with well‐embedded diversity and equality policies and their own perceptions of fair treatment in the workplace. Despite an acknowledgement that the sector needs to attract, develop and retain the most talented individuals to achieve its modernisation agenda, interventions which require singling out those individuals for special treatment challenges many of its established practices for recruitment and selection, employee development and career management.Practical implicationsPublic sector organisations need to invest both time and effort into developing appropriate and relevant approaches to talent management, which take proper account of line managers' perceptions of fair treatment and established organisational approaches to diversity and equality.Originality/valueTalent management is a topic of growing interest from employers concerned about their work force demographics, specific skills shortages and the retention of high potential employees but the concepts that inform talent interventions are often unclear or are an uneasy fit with the beliefs and understandings about fair treatment of those who have to implement them.
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Jayasekara, Padmini, and Yoshi Takahashi. "Improving post-assignment behavioral outcomes of expatriates." Journal of Global Mobility 2, no. 3 (December 2, 2014): 298–316. http://dx.doi.org/10.1108/jgm-01-2014-0002.
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Purpose – The purpose of this paper is to explore the relationship between pre-departure human resource management practices (HRMPs) and post-assignment behavioral outcomes (PABOs) among Sri Lankan expatriates. Design/methodology/approach – The study focuses on three research questions, namely, first, whether individual HRMPs reinforce desirable PABO consequences, second, whether this relationship would be strengthened when HRMPs are bundled together, and third, whether the purpose of an expatriate’s international assignment would affect the strength of the relationship between HRMPs and PABOs. A questionnaire method was employed to survey Sri Lankan repatriates, and 155 responses were analyzed using a hierarchical regression analysis. Findings – The authors found that two HRMP types, namely, preparation and selection, significantly influenced job commitment, organizational commitment, and retention, both individually and when bundled. Practices such as recruitment, training, performance evaluation, and compensation, bundled with others, improved job and organizational commitment but not retention. Further, the specific task assigned to the expatriate affected the interaction between the HRMPs and their PABOs except retention. Practical implications – As bundled HRMPs influence job and organizational commitment, organizations should attempt to combine several HRMPs. However, there may be a need to customize HRMPs to improving retention and address the development-driven purpose of assignments. Originality/value – This study is amongst the first in the Sri Lankan context to emphasize the necessity of proactively managing expatriates’ PABOs before they relocate, using system and contingency approaches.
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Dwivedi, Sulakshna, Sanjay Kaushik, and Luxmi. "Impact of Organizational Culture on Commitment of Employees: An Empirical Study of BPO Sector in India." Vikalpa: The Journal for Decision Makers 39, no. 3 (July 2014): 77–92. http://dx.doi.org/10.1177/0256090920140306.
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Retention of employees has become a critical issue in the corporate arena. With the increasing trend of frequent job switching among employees, it is a big challenge for HR Managers today to fulfill the aspirations of each and every employee and to bring congruence between organizational and individual goals. In the BPO sector of India where attrition rate is as high as 55 percent (ASSOCHAM, 2011), the situation is even more difficult for HR Managers. But the big question is how to make employees feel committed to their organizations especially in such a dynamic work environment where attrition rate is so high and job poaching is the order of the day. An extensive review of literature reveals that employees' ‘commitment‘ to the organization is a function of their interaction and relationship with that organization and, to a great extent, a manifestation of the attitude of management towards the employees. This belief is based on the premise that member's identity with the organization is a result of a set of carefully designed policies within the cultural pattern of the organization. An attempt has been made in this research to study the BPO sector to see whether the organizational culture and commitment level of employees differ across the different strata of employees in the BPO sector and finally to explore the relationship between organizational culture and commitment. The research was carried out in 15 BPO units in and around Chandigarh — Chandigarh, Panchkula, and Mohali which covered three strata of BPO units based on the number of employees and from all the three level of employees, i.e. top, middle, and lower level of employees. Results reveal that employees of smaller BPOs perceive their culture a shade better than medium or larger BPOs. And, as far as overall commitment is concerned, employees of smaller BPOs have significantly more commitment level than employees of medium or larger BPOs. As organizational culture is better in smaller BPOs and so is the commitment, these findings give us a cue that organizational culture has definite impact on commitment of employees. Further results reveal that commitment of employees is particularly sensitive to six dimensions of organizational culture viz. proaction, confrontation, trust, authenticity, experimentation, and collaboration. But, the results failed to support the relationship between autonomy and openness with commitment. Further, findings reveal that the focal point in the development of any strategy is directed towards impacting the commitment of employees towards their organizations
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Gope, Sharmila, Gianluca Elia, and Giuseppina Passiante. "The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry." Journal of Knowledge Management 22, no. 3 (April 9, 2018): 649–77. http://dx.doi.org/10.1108/jkm-10-2017-0453.
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Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.
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Saleh, Matthew C., and Susanne M. Bruyère. "Leveraging Employer Practices in Global Regulatory Frameworks to Improve Employment Outcomes for People with Disabilities." Social Inclusion 6, no. 1 (March 26, 2018): 18–28. http://dx.doi.org/10.17645/si.v6i1.1201.
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Work is an important part of life, providing both economic security and a forum to contribute one’s talents and skills to society, thereby anchoring the individual in a social role. However, access to work is not equally available to people with disabilities globally. Regulatory environments that prohibit discrimination and support vocational training and educational opportunities constitute a critical first step toward economic independence. However, they have not proven sufficient in themselves. In this article, we aim to infuse deeper consideration of employer practice and demand-side policy reforms into global policy discussions of the right to work for people with disabilities. We begin by documenting the employment and economic disparities existing for people with disabilities globally, followed by a description of the international, regional, and local regulatory contexts aiming to improve labor market outcomes for people with disabilities. Next, we examine how policies can leverage employer interests to further address inequalities. We discuss employer policies and practices demonstrated in the research to facilitate recruitment, hiring, career development, retention, and meaningful workplace inclusion. The goal of the article is to synthesize existing international literature on employment rights for people with disabilities with the employer perspective.
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Schmitz, Marina Anna. "Change in China? Taking stock of blue collars’ work values." Journal of Chinese Human Resource Management 10, no. 1/2 (October 14, 2019): 49–68. http://dx.doi.org/10.1108/jchrm-08-2018-0014.
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Purpose This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies. Design/methodology/approach The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager). Findings Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers. Research limitations/implications Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees. Practical implications HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future. Social implications Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient. Originality/value By examining the work values of blue-collar workers, this paper draws meaningful implications for talent management with regard to work outcomes, in particular voluntary employee turnover, which is considered to be an issue of concern by both economists and businessmen.
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Mansour, Randa S. H., Imad I. Hamdan, Mutaz S. H. Salem, Enam A. Khalil, and ALSayed A. Sallam. "HPLC method development/validation and skin diffusion study of caffeine, methyl paraben and butyl paraben as skin–diffusing model drugs." PLOS ONE 16, no. 3 (March 17, 2021): e0247879. http://dx.doi.org/10.1371/journal.pone.0247879.
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The focus of this research was to develop and validate a suitable HPLC method, which allows simultaneous determination of three proposed skin model penetrants to investigate the percutaneous diffusion behavior of their combination: caffeine, methyl paraben and butyl paraben. These penetrants were selected because they represent a wide range of lipophilicities. This model highlights the effect of combining penetrants of different molecular properties on their diffusion behavior through skin. The proposed method employed a gradient system that was systematically optimized for separation and quantification of the penetrants. The effect of the stationary phase (C18, C4 and cyano (CN)) was assessed with CN proven to be superior in terms of peak shape, retentivity and dynamic linear range. Significant differences in retention time, peak broadening, and quantifiability between different stationary phases could be demonstrated. The method was validated as per ICH guidelines Q2 (R1) with a satisfactory outcome. The method was successfully applied for real diffusion experiments, and revealed notable differences between the individual penetrants and their ternary mixture on transdermal permeation. The method could potentially be extended to determine these analytes in other related skin permeation investigations.
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Nasril, Fahreza, Dian Indiyati, and Gadang Ramantoko. "Talent Performance Analysis Using People Analytics Approach." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 4, no. 1 (January 15, 2021): 216–30. http://dx.doi.org/10.33258/birci.v4i1.1585.
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The purpose of this study was to answer the research question "How is the prediction of Talent Performance in the following year with the application of People Analytics?" and knowing the description of employees who are potential talents, the resulting performance contributions, to the description of the development and retention efforts needed by Talent in order to be able to maintain their future performance and position as Talents compared to the previous People Analytics method using predictive analysis, namely prediction of Talent Performance in the year next. In this study, data analysis using the Multivariate Logistic Regression method is used to get the Prediction of the Performance of Talents who become the object of research in the form of individual performance quickly and precisely in accordance with the patterns drawn by individual Performance score data in previous years. And can provide insight regarding the projected strategies that need to be done to maintain the improvement of individual talent performance in the years of the assessment period. It also helps management in making decisions about the right Talent development program and determining which Talents are priorities. The population in this study were the talents of employees of PT. Angkasa Pura II (Persero) with a managerial level consisting of: Senior Leader, Middle Leader, and First Line Leader who has a Person Grade (PG) range of 13 to 21. The sample used is Middle Leader level talent with specified criteria and through a process data cleansing. The results of this study indicate that the variable that significantly affects the performance of the following year is the performance of the previous 2 years. Then prediction analysis can be done using these independent variables with the Multinomial Logistic Regression method, and to get prediction results with better accuracy can be done by the Random Forest method.
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Srinivas, Kona S., Mahesh Kalva, Mallesh Changali, and Narasimha S. L. akka. "Method Development and Validation of Ion Chromatography Method for Determination of Free Sulfate in Fondaparinux Sodium Pre-Filled Syringe." Asian Journal of Chemistry 32, no. 7 (2020): 1746–50. http://dx.doi.org/10.14233/ajchem.2020.22674.
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A simple ion chromatography method was developed for the quantitative determination of free sulfate in fondaparinux sodium pre-filled syringe for injection. Chromatographic separation was achieved on an anion-exchange resin column made of super macro porous polyvinyl benzyl ammonium polymer cross-linked with divinyl benzene (250 × 4.0 mm) with a mobile phase consisting of 60 mM carbonate buffer solution. Conductivity detector was employed with a flow rate of 0.7 mL min-1, injection volume of 100 μL and column temperature of 30 ºC. Retention time of sulfate (SO4 2−) was eluted at about 10.4 min. The developed method was validated in according to ICH Q2(R1) guideline and was found to be specific, precise, accurate, linear and robust. The precision was evaluated with six individual spiked samples of sulfate on Fondaparinux sodium for injection. The proposed method is linear (r2 > 0.9991) and accurate, mean recoveries were 99.2-117.8 % at 3 different levels (50-150%). The robustness was performed by changing the flow rate of mobile phase (0.7 ± 0.1mL min-1) and column temperature (30 ± 2 ºC). The proposed method is capable to determine free sulphate in fondaparinux sodium for injection in presence of excipients used in pharmaceutical formulation and also in its active pharmaceutical ingredient.
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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 textAbstract:
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.
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Pirrolas, Olga Alexandra Chinita, and Pedro Miguel Alves Ribeiro Correia. "The Theoretical-Conceptual Model of Churning in Human Resources: The Importance of Its Operationalization." Sustainability 13, no. 9 (April 23, 2021): 4770. http://dx.doi.org/10.3390/su13094770.
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Given the current socio-economic context in which the labor market is set in, if we were to consider both employment opportunities in specific economic periods and the individual expectations workers have regarding one’s working conditions, it should be a matter of one’s individual right of choice to decide whether or not to stay or leave and change companies. The paper we present before you took into account the phenomenon of churning as a cyclical process. Our main goal was to understand the main causes leading to it in the context of human resources and, ultimately, what were the consequences emerging from it. In order to carry out this analysis, we put forward a conceptual-theoretical model of the phenomenon of churning, made possible through the analysis of both the currently available literature and the empirical studies and conclusions stemming from the latter. The aforementioned analysis allowed us to trace all main causes responsible for the origin of churning and also, to understand how it could be implemented further on, in order to minimize the costs associated with hiring new personnel and retaining qualified employees by resorting beforehand to the implementation of strategic measures of human resources retention. By applying the methodology based on grounded theory, this study allowed us to further contribute to the already available, yet limited, literature and definition of this multifaceted and greatly complex subject that is the phenomenon of churning.
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Darmika, Ni Komang Astri Pramita, and Anak Agung Ayu Sriathi. "PENGARUH PENGEMBANGAN KARIER, KOMITMEN ORGANISASIONAL DAN PERCEIVED ORGANIZATIONAL SUPPORT TERHADAP RETENSI KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 7 (March 10, 2019): 4153. http://dx.doi.org/10.24843/ejmunud.2019.v08.i07.p06.
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This study aims to determine the effect of career development, organizational commitment and perceived organizational support for employee retention. This research was conducted at The Lokha Ubud. The number of samples used is as many as 85 employees, with a saturated sample method where all population numbers are sampled. Data collection was obtained from observation, interviews and questionnaires. The analysis technique used is multiple linear regression analysis. The results of this study found that career development has a positive and significant effect on employee retention, organizational commitment has a positive and significant effect on employee retention and perceived organizational support has a positive and significant effect on employee retention. In increasing employee retention, the company is expected to need to pay attention to employee relations with superiors in relation to career development and employees get complete information about the conditions in occupying a position
Keywords: career development, organizational commitment, perceived organizational support, employee retention
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Kannabiran, Ganesan, A. V. Sarata, and M. Nagarani. "Career Anchors and Employee Retention." International Journal of Knowledge-Based Organizations 6, no. 3 (July 2016): 58–75. http://dx.doi.org/10.4018/ijkbo.2016070104.
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The success of Indian Information Technology (IT) industry is dependent on the ability of the organizations to retain the human potential. However, profound changes in the occupational environment have implications for an individual's career development in this industry. Most of the employees form a strong self-concept, a set of ‘career anchors' that hold their internal career. Organizations need to understand such career anchors and be responsive to improve the employees' intention to stay. The present empirical study attempts to evaluate the impact of nine career anchors on the employee's intention to stay, through a survey of 450 employees from the Indian IT companies. It is found that the career anchors- service, identity, variety, autonomy, creativity and geographic security have significant influence on the employees' intention to stay. However, other career anchors, namely, managerial competence, technical competence, and organizational stability have no influence on the employees' intention to stay. The paper is concluded with implications for practice and directions for future research.
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Chalise, Dhan Raj. "Employee Retention in Nepalese Commercial Banks." Management Dynamics 22, no. 1 (December 31, 2019): 95–106. http://dx.doi.org/10.3126/md.v22i1.30243.
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Employee retention issues is the burning issues especially in the banking sector in Nepal. This study is designed to examine the factors on retention of employees in Nepalese commercial bank. Adopting descriptive cum analytical research design the study is based on 5 point likert scale questionnaire. 200 managers, assistant manager and officers level employees from three commercial bank operating at Kathmandu valley were selected on basis of stratified random sampling method. Training and Development, Career Opportunity and Work Lifer policies are taken as dependent and Employee retention as an Independent variable of the Study. The collected data were analyzed through correlation, regression and coefficient analysis to establish the relationship between the dependent and independent variables. The result showed a significant positive relationship between career opportunities, work life policy with employee retention. In addition this study replicates the high level of effect of work life policy and no significant relationship with training and development program in Nepalese commercial banks.
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Chalise, Dhan Raj. "Employee Retention in Nepalese Commercial Banks." Management Dynamics 22, no. 2 (December 31, 2019): 95–106. http://dx.doi.org/10.3126/md.v22i2.30243.
Full textAbstract:
Employee retention issues is the burning issues especially in the banking sector in Nepal. This study is designed to examine the factors on retention of employees in Nepalese commercial bank. Adopting descriptive cum analytical research design the study is based on 5 point likert scale questionnaire. 200 managers, assistant manager and officers level employees from three commercial bank operating at Kathmandu valley were selected on basis of stratified random sampling method. Training and Development, Career Opportunity and Work Lifer policies are taken as dependent and Employee retention as an Independent variable of the Study. The collected data were analyzed through correlation, regression and coefficient analysis to establish the relationship between the dependent and independent variables. The result showed a significant positive relationship between career opportunities, work life policy with employee retention. In addition this study replicates the high level of effect of work life policy and no significant relationship with training and development program in Nepalese commercial banks.
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Nurisman, Husain. "Pengaruh Lingkungan kerja, Budaya Organisasi, Pengembangan Karyawan dan Kepuasan Kerja terhadap Retensi Karyawan Generasi Y di PT Pamapersada Nusantara." Jurnal STEI Ekonomi 27, no. 1 (January 17, 2019): 26–37. http://dx.doi.org/10.36406/jemi.v27i1.151.
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The aim of this study to investigate the impact of Work Enviroment, Organization Culture, Employee Development, Job Satisfaction to Gen Y Employee Retention using Structure Equation. The data is obtained from 225 Gen Y employees from PT Pamapersada Nusantara. The responden ware chosen by Proportionate Stratified Sampling Technique. The data was collected with questionaire and analysis with Structure Equation Modeling (SEM).
Result of this study is there is a significant impact of Work Enviroment, Organization Culture, Employee Development to Job Satisfaction and there is no significant impact of Work Enviroment, Organization Culture, Employee Development, to Employee Retention also there is indirect effect of Organizational Culture and Employee Development to Employee Retention through Job Satisfaction.
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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.
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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
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Pradipta, Putu Suindra Aditya, and I. Gusti Made Suwandana. "PENGARUH KOMPENSASI, KEPUASAN KERJA DAN PENGEMBANGAN KARIR TERHADAP RETENSI KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 4 (February 28, 2019): 2409. http://dx.doi.org/10.24843/ejmunud.2019.v08.i04.p19.
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This study aims to determine the effect of compensation, job satisfaction, and career development on employee retention. The study was conducted at Batur Natural Hot Spring in Bangli, with 83 employees. Data collection is done by census method (saturated sample) from the distribution of questionnaires with data analysis tools using multiple linear regression. The results of the study are compensation has a positive and significant effect on employee retention, job satisfaction has a positive and significant effect on employee retention. Career development has a positive and significant effect on employee retention. The implications of this study expect leaders to be able to consider compensation to be provided in accordance with the targets and workload of employees, able to behave fairly and provide career development programs for all employees.
Keywords: compensation, job satisfaction, career development, and employee retention.
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O., Adedeji, Abosede, and Ugwumadu, Obianuju C. "Factors Motivating Employee Loyalty and Employee Retention in Deposit Money Banks in Nigeria." International Journal of Human Resource Studies 8, no. 3 (August 27, 2018): 300. http://dx.doi.org/10.5296/ijhrs.v8i3.13555.
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For some time, the banking sector in Nigeria has been witnessing incessant labour turnover. The study focused on the factors motivating employee loyalty and employee retention in the deposit money banks. This study used descriptive survey research design. Four banks namely First Bank of Nigeria, United Bank for Africa, Guaranty Trust Bank and First City Monument Bank were randomly selected for the study. The sample size for the study consists of 190 employees out of the total population of 360 employees. A set of self constructed questionnaire was used for data collection. 118 copies of the questionnaire that were correctly completed out of the 190 copies which were administered were used for the study. Percentages, frequency and mean ranking were used to analyze the data collected. The result showed that training and development (3.95) and promotion (3.86) were the main motivating factors for employee loyalty while training and development (4.01) and job security (3.90) were the best ranked employee retention factors. The implication of the result is that, apart from training and development, the better motivating factors for employee loyalty and employee retention are not the same. The result of the hypothesis showed a strong positive relationship between employee retention and loyalty factors in deposit money banks(r = 0.83). It is recommended that management should provide quality training and development programmes as important motivating factors for both employee loyalty and employee retention. The inclusion of other major motivating factors in the organizations’ HRM policy will be an added advantage.
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Park, Jongchan, Jinju Lee, and Dongsik Kim. "THE EFFECTS OF INDEXING PROMPTS ON PROBLEM-SOLVING IN CASE LIBRARY LEARNING." Problems of Education in the 21st Century 78, no. 3 (June 15, 2020): 394–409. http://dx.doi.org/10.33225/pec/20.78.394.
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Researchers have suggested that case library learning is an effective instructional method that promotes argumentation skills for ill-structured problem-solving. However, little research has examined scaffolding strategies to implement effective case library learning. The aim of this research was to examine the effects of indexing prompts as scaffolds on argumentation skills during problem-solving in case library learning. A quasi-experimental design was employed for the research. A total of 111 first-year students in a university across three sections in a career development course participated in the experiment. Participants were provided with three different indexing prompts: explanation-based indexing prompts (focused on self-explaining anomalies of individual cases), difference-based indexing prompts (focused on self-explaining similarities and differences between cases), and no prompts (allowing spontaneous self-explanations when studying cases). Learners’ argumentation essays comprising initial arguments, counterarguments, and rebuttals were collected. The results found that learners who were prompted to generate mental indices outperformed the learners in the control group when constructing argumentation. More specifically, explanation-based indices were beneficial in making counterarguments and rebuttals, and difference-based indices were helpful when making rebuttals. These findings suggest that indexing cases based on both exploration of the anomalies of each case and comparisons between cases improves argumentation by facilitating case retention, retrieval, and reuse. Keywords: argumentation skills, case library learning, case-based reasoning, indexing prompts.