Abstract
Since it is indispensable for organizations to employ and retain quality human resources (HRs) and talents for their effective operation and continuous growth, it is imperative and relevant to investigate into the HR retention practices and strategies. Hence, the paper examines the influence of human resource management practices on employee retention and the moderating effect of management hierarchy, age group and gender on HR retention factors in hospitality industry of Nepal. The study employed a cross-sectional descriptive survey design with a sample of 292 respondents from six out of eight five-star hotels of Nepal stationed in the capital Valley of Kathmandu. Using correlation analysis, Jonckheere-Terpstra test, as well as post hoc and Mann-Whitney U tests, the study discovered that rewards and compensation help retain entry level employees, while employer branding is a strong retention measure for those on higher hierarchies. Likewise, balanced work life and employer branding help retain higher age group employees, while career growth is the strongest and balanced work life the weakest measure to retain male hotel employees in Nepal.
Highlights
In the global business environment, employee commitment, productivity and retention issues are emerging as the most critical workforce management challenges (Caplan & Teese, 1997)
The result suggests that the management hierarchy of the respondents has negative and significant relationship with compensation (-0.210), and positive and significant relationship with employer branding (0.263)
It implies that hotel employees at the lower hierarchies recognise compensation, as an important determinant for their retention and toplevel employees prefer termed it less important, whereas the top-level employees perceive employer branding as the most important factor for their retention and it is of less importance for lower level employees in Nepalese hotels
Summary
In the global business environment, employee commitment, productivity and retention issues are emerging as the most critical workforce management challenges (Caplan & Teese, 1997). Employment and retention of the new talent has been significant in continuous growth of an organisation. The retention of employees has shown to be significant to the development and the accomplishment of the organisation’s goals and objectives, especially in building competitive advantage over other organisations in the phase of increased globalisation (Armstrong, 2001). Ogbonna and Lloyd (2002) recognise employee retention as vital for the hospitality sector, as it employs more people than any other industry within the private sector, both domestically and globally. Huge problems exist in attracting and retaining a skilled workforce in this industry
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