Effects Of Human Resource Practices Research Articles

The effect of job satisfaction and moonlighting intentions with mediating and moderating effects of commitment and HR practices an empirical study

Moonlighting as a practice, the limelight was gained during the COVID-19 pandemic due to remote work involving flexible work, which saved employees’ commuting time to the office and has become a potential source of income for individuals seeking other jobs. The authors examined the phenomenon of moonlighting by assessing the relationships between job satisfaction, organizational commitment, and moonlighting intentions. The authors also examined the mediating effects of employee organizational commitment and economic intentions and the moderating role of human resource practices on the relationship between job satisfaction and moonlighting intentions. The data were gathered for five reflective constructs of this empirical study—job satisfaction, organizational commitment, human resources practices, economic intentions, and moonlighting intentions—by surveying IT-enabled industry employees in Hyderabad. The data from 311 valid responses were subjected to structural equation modeling analysis using IBM AMOS version 28. The model-fit indices from SEM analysis indicate excellent model fit. The structural model from SEM analysis reveals that 50% of the variance in moonlighting is accounted for by job satisfaction and organizational commitment. The factor of job satisfaction is statistically significant and influences the moonlighting intentions of employees in IT-enabled industries. Job satisfaction has a positive impact on organizational commitment, and when organizational commitment increases, moonlighting intentions decrease. Organizational commitment partially mediates moonlighting intentions through job satisfaction. The study also assessed the moderating role of human resource practices on the relationship between job satisfaction and moonlighting intentions. The moderation analysis results reveal statistically significant and positive moderating effects of human resource practices on intentions to moonlight through job satisfaction. The slope analysis indicated that human resource practices strengthen the positive relationship between job satisfaction and moonlighting.

HR practices, service orientation and employee outcomes: a regulatory foci

PurposeUnderstanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.Design/methodology/approachThe authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.FindingsThe authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.Practical implicationsThe findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.Originality/valueIn sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

The effect of human resource practices on employee retention in food manufacturing industry in the Philippines: The moderating role of the work environment

The effect of human resource practices on employee retention in food manufacturing industry in the Philippines: The moderating role of the work environment

The deep roots of cross-cultural differences in organizational behavior: Do human resource management education has to respect them?

This paper delves into the deep-rooted factors causing cross-cultural differences and their subsequent impact on the effectiveness of human resource practices in organizations. Drawing from a thematic review of findings from diverse fields such as developmental economics, anthropology, and linguistics, the study explores how historical events, language, geography, and biology influence individual ethics, preferences, and decision-making styles. Multiple conceptual frameworks are introduced to guide the integration of these deep-rooted factors into cross-cultural management education. The article suggests several research directions to enhance human resource management and cross-cultural management education. The emphasis is placed on the importance for researchers and educators in the field to employ constructs and methodologies from various disciplines to comprehend the origins and enduring nature of cross-cultural organizational behavior differences. Without understanding the underlying reasons for cross-cultural differences, intercultural management cannot be practiced effectively. Despite the insights provided, it's crucial to acknowledge the currently limited research connecting historical, biological, or linguistic factors to modern organizational outcomes. This limitation makes the provided recommendations largely conjectural.

The Effect of Human Resource Practices on Hotel Performance during Crisis: A Case Study of Star-Rated Hotels in Mombasa, Kenya

Purpose: Star-rated hotels play a pivotal role in the global economy, contributing significantly to international tourism, job creation, and fostering cross-cultural exchanges. These establishments are luxurious havens and symbols of excellence and diplomacy, promoting economic growth and development, attracting foreign investment, and serving as ambassadors of local culture. In Kenya, star-rated hotels are essential contributors to the national economy, promoting sustainability and wildlife conservation. While these hotels have traditionally thrived due to Kenya's vibrant tourism sector, the industry faces an ever-present threat of crises. Therefore, this study, anchored in the Resource-Based View (RBV) theory analyzed the effect of human resource practices on the performance of hotels in Mombasa County during crises.
 Methodology: This research employed a Covariance-Based Structural Equation Modeling (CB-SEM) approach, well-suited for assessing direct and indirect associations among observed and latent constructs. The study utilized an ex post facto research design to investigate the impact of specific Human Resource Management (HRM) practices on the performance of star-rated hotels in Mombasa County, Kenya, particularly during crises. Structured questionnaires were meticulously administered to 198 management staff members working within star-rated hotels in Mombasa County. This population was chosen due to its critical role in hotel operations, allowing the research to gain comprehensive insights into the relationships under examination. The response rate, approximately 90%, was considered practical and representative of questionnaire-based research. Data were analyzed using descriptive and inferential analysis techniques and presented in tabular format.
 Findings: The study indicated that Talent Retention and Training exhibited a statistically significant positive effect on hotel performance, with a substantial path coefficient of 0.619. Crisis Communication and Leadership also contributed significantly to hotel performance, showcasing a positive and statistically significant path coefficient of 0.355. On the other hand, Resource Management and Adaptability did not exhibit a statistically significant direct relationship with hotel performance, as indicated by a non-significant path coefficient (p = 0.607). The robust positive relationships discovered between Talent Retention and Training, Crisis Communication and Leadership, and hotel performance align harmoniously with previous research findings. These results underscore the critical roles these factors play within the hospitality industry. Investments in talent management and effective crisis management strategies are vital for a hotel's success. The non-significant relationship between Resource Management and Adaptability and hotel performance challenges conventional wisdom but emphasizes the importance of considering the specific contextual nuances.
 Recommendations: In conclusion, the study demonstrates that Talent Retention and Training, as well as Crisis Communication and Leadership, significantly contribute to the performance of star-rated hotels in Mombasa County, Kenya. These findings underline the need for hoteliers to prioritize investments in talent management, crisis management, and leadership skills. While the relationship between resource management, adaptability, and hotel performance appears more complex, further research is required to unearth any potential indirect effects or contextual nuances.

The mediating effect of knowledge sharing and usage on Human Resource Practices and Innovative Behavior: Developing vs. countries of crisis

Purpose: As the work context and the national setting of countries are dynamically evolving, enhancing managerial human resource practices (HRP) is critical, to augment and enrich employee innovative behavior (IB) while promoting positive knowledge usage (KU) and sharing (KS). Henceforth, this paper examines their latent ambidexterity as a consequence of HRP and strategies. Design/methodology/approach: After a thorough literature review revealing evidence of relationship that adjoins HRP and IB as a result of the mediations between KS and KU. A quantitative questionnaire is designed and the data are analyzed via the SPSS software, taking into account that the data focused on respondents from Lebanon and GCC region. Correlations between the variables and the mediators is thoroughly examined and investigated. Findings: There is a direct relationship between HRP and IB through a partial sequential mediation of KS and KU in GCC region. On the other hand, it is identified that the effects of HRP and IB are significant solely upon the verdict of a sequential mediations between the mediators. Originality/value: This study yields a profound apprehension of the correlation between HRP and IB in the workplace along with the mediating roles of KS and KU on the relationship. Contributing in highlighting the role of effective HRP in organizations, while inculcating managers to the proper way of utilizing KS and KU according to the macroenvironment of the organization. Which in this study focused on Lebanon a country facing a revolutionary crisis and the GCC region that are witnessing unprecedently prosperity and wealth. This relationship is uniquely designed to study the relationship between the variables at hand, examining the outcome of the study prototypically in Lebanon and the GCC region. Keywords: HRM practices, Innovation, Knowledge usage, Knowledge sharing, Crisis

Co-creating organizational welfare through action-research: Insights from the case of a social cooperative

Based on co-creation theory, the value of any human resource (HR) practice is defined by any stakeholder who uses it; hence, to maximize its value, HR practices should be co-created by HR and users. However, when it comes to organizational welfare, in most of the cases, decision-makers rely on standardized processes and workers are involved mainly in terms of needs-analysis through standardized tools resulting in less incisive choices and policies. The current work takes on the challenge to apply action-research (AR) in the field of organizational welfare and show how AR can be used as a valuable methodological approach to sustain the co-creation of more relevant organizational welfare choices. We worked in collaboration with an Italian social cooperative with the purpose to adjust its representations and practices around organizational welfare through organizational actors’ participation. Results showed that AR allowed a complex welfare picture to be built, supporting awareness around several priorities from the bottom that would have otherwise remained invisible: the need to define an operational direction and the identification of a dedicated role to coordinate the process; development of a context-based welfare-need questionnaire. Our findings support the contribution of AR to the co-creation process of more effective HR practices.

Outsourcing Practices and Organizational Performance in Rwanda: A Case of Ampersand Rwanda Ltd

This paper examined the effect of outsourcing practices on performance of Ampersand Rwanda Ltd in Rwanda. The specific objectives were to determine the effect of human resource practices outsourcing on performance of Ampersand Rwanda Ltd, to assess the effect of accounting practices on organizational performance of Ampersand Rwanda Ltd, and to establish the effect of maintenance practices on performance of Ampersand Rwanda Ltd. The target population was 287 and the sample size was 182 respondents using Yamane formula. The study used simple random sampling and purposive sampling to choose respondents. The researcher collected data using questionnaire, interview guide and desk review from Ampersand reports. The researcher used descriptive (frequency, percentage, mean and standard deviation) and inferential statistics for statistical (correlation and regression analysis) information while qualitative data was analyzed using content analysis in terms of themes and subthemes. Findings on outsourcing human resource activities indicate strategic management at a mean of 4.333, service development at a mean of 3.666, and operational services at a mean of 4.000 have been outsourced as human resource activities. For strategic management, there was a positive insignificant relationship between strategic management and cost efficiency (=0.049, p=0.41), strategic management and profitability(r=0.074, p-value=0.233). A significant relationship was between cost leadership and sales (r=0.231**, p value=0.006), rising investment (r=0.159**, p-value=0.043), with net profit (r=0.174**=0.014). Results on outsourcing accounting demonstrated a mean of 3.33, human resources with a mean of 4.400, information resources with a mean of 4.00 were adopted by Ampersand Rwanda Ltd. There are significant correlations found between finance and cost efficiency (r=0.215, p-value=0.048), accounting and profitability (r=0.512, p-value=0.036). Human resources were insignificantly associated with cost efficiency. There is a significant correlation found between information resources and cost efficiency (-0.523*, p-value=0.031). Results found that outsourcing security activities (mean of 3.833). Outsourcing work force activities (mean of 3.333), outsourcing cleaning activities (mean of 2.833) were adopted. Significant correlations were established outsourcing security activities and cost efficiency (r=.167*, p=.078), outsourcing security activities and productivity (r=0.393, p-value=0.000), profitability (r=0.560*, p-value=0.056). Outsourcing work force activities was negatively associated with cost efficiency) r=.050*, p=.078), and productivity (r=-159*, p=.093), but it was positively correlated with profitability). The researcher recommended the need to rely on primary activities, and to revise its policies. The firm should adopt maintenance activities outsourcing to increase flexibility and reduce weaknesses, which can be an appropriate outsourcing activity. Keywords: Accounting and Finance Outsourcing, Maintenance practices Outsourcing, Cost Efficiency, Operational Outsourcing, Practices, Organizational Performance, Human resource practices, Productivity, and Profitability

FinTech adoption, HR competency potential, service innovation and firm growth in banking sector

This study investigates the role of service innovation as a mediator between FinTech adoption and firm growth. Furthermore, the study also explores the role of human resource competency in FinTech adoption. Survey questionnaires were given to participants in this study, which used a quantitative methodology and were distributed to fifty-five United States banks. A sample of 311 responses was collected and analyzed using Structural Equation Modeling (SEM). The results show that human resource competencies such as creating, adapting (to change), deciding to initiate action and interpreting analysis positively impact FinTech adoption. This study also discovered that service innovation contributes to firm growth. The findings confirmed the influence of human resource competencies on FinTech adoption in banks. This study suggests implementing effective human resource practices to develop employee competencies. Employee performance can be optimized to impact service innovation and business growth, which promotes the adoption of FinTech. The research adds to the body of knowledge already available by providing evidence of mediating role between FinTech adoption and firm growth.

A Study of Human Resource Management Practices in Cement Industry

When employees come to work place, they come with not only technical skills, knowledge etc. but also with their personal feelings, perception, desires, motives, attitudes, values etc. Therefore, employee management in an organization does mean management of not only technical skills but also other factors of the human resources commonly known as human resource practices. Managing human resources is very challenging as compared with managing technology or capital and for its effective strength management, organization requires effective human resource management system. It should be backed up by sound human resource practices. For any organization, increase in productivity, increase in employee performance, reduced employee turnover are the result of an effective human resource practices. This research is carried out to find how the organization performance is influenced by set of efficient HRM practices.

Relationship between Human Resource Management Practices and Employee Engagement

Purpose: Employee Engagement is mainstream attention for organizations in the current business scenario. The purpose of the current research focused on analysing the relationship between HRM Practices and Employee Engagement considering employees working in various IT industries, especially considering employees working in HR Department. Design/Methodology/Approach: The research was cross-sectional in nature and survey method was employed to collect the data. Exploratory Factor Analysis, Confirmatory Factor Analysis, Structural Equation Modelling were used to analyse the hypothesis. Data was collected among 345 employees employed in the HR department of various private sector organizations. Results: The model fit indices were adequate and acceptable. The model fit indices obtained were: CMIN/DF = 2.909; Goodness of Fit index (GFI) = 0.945; adjusted goodness of fit index (AGFI) = 0.909; incremental fit index (IFI) = 0.976; Tucker-Lewis index (TLI) = 0.981; comparative fit index (CFI) = 0.966; root mean square error of approximation (RMSEA) = 0.06. Findings: The results of the study disclose that HRM practices and Employee Engagement were related to each other. HRM practices in organizations empowered employees and made them more engaged to perform better in their job roles. The study results imply that HRM practices need to be considered as priority in business organizations for the long term success. Research Limitations: Non probabilistic sample method was adopted and it was possible to gather data only from 345 employees working in the HR Department of various private sector organizations. Practical Implications: Business organizations are constantly working towards adopting new strategies and programs in the workplace to empower employees and keep them engaged in their work roles and responsibilities. Therefore, organizations to focus on human resource management practices and implement them effectively to make their employees committed and engaged towards their job. In this context, the present research attempts to analyse the association between human resource practices and employee engagement. The results provide insights for business managers on the importance of having effective Human Resource practices to enhance employees level of engagement towards their work roles. Originality/ Value: Current research contributes to the existing literature on Human Resource Practices and Employee Engagement. While considering the current business scenario, it becomes very important to understand the role of human resource management practices on the engagement level of employees.

IMPACT OF HRM PRACTICES & JOB SATISFACTION IN SELECTED PRIVATE BANKS OF BANGLADESH

Human Resource Management includes planning, job analysis, job design, acquisition, training and development, compensation, appraisal, benefits, rewards, safety, health, motivation, job evaluation, human relations, employee counselling and personnel research of human resources. The main purpose of the study is to investigate the Impact of HRM Practices & Job Satisfaction in Selected Private Banks of Bangladesh. To conduct this research, 85 respondents from Dutch Bangla Bank Ltd., United Commercial Bank Ltd., Dhaka Bank Ltd., & One Bank Limited leading private commercial banks of Bogura & Sirajganj District of Bangladesh. This study is based on primary as well as secondary data in nature. Primary data have been collected with help of a structured questionnaire which was administered personally to the bank employees. The primary data have been analysied with help of SPSS software. This study tried to disclose the relationship between employees’ satisfaction and various dimensions of HRM practices. In this study, we considered nine major factors which represented most of the human resources management practices followed by different private banks. The study reveals that all HRM dimensions exercised in the private banking sector of Bangladesh falls short to satisfy the employees equally. Most of the employees are dissatisfied with Compensation System followed by reward and motivation, Career & Development, training and development, Management System, and job design and responsibilities. It is found the HRM practices in the private banking sectors of Bangladesh have not been fully developed and there is the urgent need to employ the services of HR professionals, consultants and researchers to help shape and develop new directional focus that will ensure an efficient and effective human resource practices.” KEYWORDS: HRM, HRM practices, job satisfaction, private commercial banks, Bangladesh”

Effects of Human Resource Practices on the Performance of Vodacom-Drc Limited and Safaricom Limited

Human Resource practitioners and academics believe that Strategic Human Resource Management (SHRM) alongside Strategic Human Resource Practices (SHRP) have direct and positive impact on organizational performance. This belief is thought to be rather conventional as numerous studies across the globe on SHRM and SHRP on organizational performance have shown minimal results due to unknown factors. The purpose of this study determines the effects of training practices on organizational performance at Vodacom DRC Limited; to examine the influence of performance management practices on organizational performance at Vodacom DRC Limited; to examine the effect of recruitment and selection practices on organizational performance at VODACOM DRC Limited; lastly to determine the influence of employee relations practices on organizational performance at VODACOM DRC Limited. The research findings were based on two theories namely; employers search theory and human relations theory. The study used a survey research design as research design to investigate the selected strategic human resource practices and their effects on performance in which Vodacom-DRC Limited and Safaricom Plc was surveyed. The population sampled comprised of 385 respondents from the companies. The study findings presented used statistical procedure or models which includes tables, graphs, and percentages. In analyzing primary data, SPSS was used intensively. Data was finally computed to describe the characteristics of the variables in the study and also established the nature and magnitude of the relationships between the independent and dependent variables. The study findings revealed the influence that SHRP had on organizational performance and how it played its role in providing strategies related to human resource processes to enhance organizational performance. Future studies recommend the use of effective human resource management practices as the way to improve the overall output of employees and organizational performance. Keywords: Human resource practices, Training practices, Performance management practices, Recruitment and selection practices, Employee relations practices, Performance

COVID-19 outbreak: How do human resource management practices affect employee well-being?

The study examines the effect of human resource practices (HRPs), including ability, motivation, and opportunity practices, on employee well-being (EWB) in the Malaysian environment during the COVID-19 pandemic. This research surveyed 154 service sector employees at Klang Valley, Malaysia. The data were analysed using structural equation modelling. Based on the ability, motivation and opportunity (AMO) theory, the results indicate that motivation and opportunity practices have a significant positive effect on EWB, whereas ability enhancing practices have an insignificant effect. Human resource policies and practices must foster a conducive yet contented work environment, and leaders must provide opportunities and motivation for employees to participate actively in the workplace. By doing so, the organisation’s value of human resources can be significantly increased, and the organisation’s goals can be achieved while employees’ overall well-being is enhanced, resulting in a win-win situation. This study uncovers the important roles of AMO practices that can effectively increase EWB.

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

Orientation: Human resource (HR) practices have a significant impact on building the perceptions that define the relationships between employees and employers. Hence, it is imperative to develop further knowledge on how these HR practices impact employee retention within the higher education context.Research purpose: The purpose of this study was to examine the relationship between various HR practices and employee retention in an organisation. The article also investigates the effect of HR practices across employees of various demographic backgrounds, such as citizens and expatriates.Motivation for the study: The limited research was conducted on employee retention in higher education despite the fundamental role that higher education institutions play in driving innovation, developing knowledge capital and research and development.Research design: Descriptive statistical analysis and multiple regression analysis with a sample size of 270 employees working across three higher education institutions in the United Arab Emirates (UAEs).Main findings: The findings showed that HR practices can improve employees’ retention, with moderate positive perceptions amongst UAE citizens, but an unsatisfactory level of perception and effect of human resource practices amongst expatriates.Practical implications: The results indicate a difference in the effects of HR practices across various demographics within the same the section. Hence, HR management should be looking at a unification of HR practices to obtain unified results in loyalty, commitment and employee retention.Contribution: However, the results also indicated that this gap in employees’ retention can be minimised by improving on empowerment and compensation and benefits, with even more enforcements of training.

The link between effective human resource practices and employee engagement with perceived organizational support as mediation: A case from Indonesia

The goal of every company is increasing the productivity, revenue and give the value added to shareholders, employee engagement gives higher productivity, and as the asset of the company, employee reflects the organization performance. The goal of this study is to explore if perceived organizational support can mediate the link between human resource practice and employee engagement. The approach utilized was a causal descriptive quantitative research method; this study distributes 240 questionnaires for a different position in 4 companies in Bandung - Indonesia. Data was measured and explained using path analysis technique. The mind findings are HR practice tend to affect the EE, but this effect is explained by the mediating influence of POS to better EE. POS will help employee to become more engaged with the organization, so organization must pay attention when introducing the HR policies, this process will decide the level of support workers experience and the degree to which they will interact with the current organization. Keywords:

The link between perceived human resource practices, perceived organisational support and employee engagement: A mediation model for turnover intention

Orientation: Effective human resource practices (HRP) that include recruitment, orientation, training, career development, compensation and industrial relations that suit the needs of employees can improve the psychological aspects of organisational support and employee engagement (EE) that have an impact on minimising employees’ turnover intention (TI).Research purpose: To analyse the effect of human resources practices, perceived organisational support and EE in minimising employees’ TI in a state-owned transportation company.Motivation for the study: This study provides an in-depth analysis of factors affecting employees’ intention to leave and recommends solutions to develop a conductive, productive working atmosphere. Identifying the employee’s intention to leave is important in controlling turnover.Research approach/design and method: The study was conducted based on the social exchange theory. The researcher used a nonprobability, convenience sampling method and distributed 450 questionnaires to respondents with the help of the HR department. About 377 questionnaires were returned and met the criteria for data processing. The study uses a quantitative approach; data processing uses SEM procedures.Main findings: This research found that effective HRP in accordance with the needs of employees have a direct and significant influence on the increased perceived organisational support and EE. However, HRP was found not to affect TI. Further analysis shows that perceived organisational support and EE simultaneously act as mediating variables that link HRP and TI.Practical/managerial implications: The positive behaviour of employees can be developed through the company’s effort of establishing a conducive, supportive work environment for employees.Contribution/value-add: Studies related to work behaviour in State-owned Enterprise (SOEs) are important so that human resource leaders or managers and other policymakers have a broader point of view when putting together HR programmes, considering that they have a big impact on employees and enterprises. However, cross-sectional data collection makes the generalisation rate of the findings should be carefully observed.

Role of Efficient Human Resource Management in Managing Diversified Organizations.

As the world has turned into a global village, it has created many challenges for human resource departments regarding the management of a diverse workforce in satisfying the employees and creating a diverse yet safe environment for them that does not make them uncomfortable. The current study has investigated the effect of human resource practices on the diversity climate with the mediation of job satisfaction. The data has been collected from human resource personnel of multinationals in China with the help of 316 participants. The study deployed SEM analysis to analyze and measure the effect of training and development along with performance appraisal on the diversity climate. The findings of the study revealed that training and growth or development do not have an impact on the diversity climate, however, performance appraisal has a strong positive impact. Similarly, the mediating role of job satisfaction has been found to ensure the relationship of training and development and performance appraisal with the diversity climate. This study has provided certain implications for the HR managers of multinationals to ensure a secure diversity climate for a diverse workforce.

The impact of human resource management (hrm) practices on employee satisfaction level and performance

Human Resource Management is a significant function in a company designed to improve human resource performance in provision of their management strategic objectives. Human resource is primarily concerned with how workforces are maintained with in companies' concentrating on plans, procedures and systems. This study focuses on Information Technology sector in India.This study analyzes the Human Resource Management (HRM) practices that increase employee satisfaction towards the company to enhance employee performance in the organization. Effective Human Resource practices can reduce employee turnover and increase retention rate within an organization. These practices are health and safety measures, Working environment, Welfare programmes, Training and Development, Compensation management, Reward management, Industrial relations, Work life balance, and Fringe benefits. The analysis identified the significance of employee retention practices to improve retention rate of IT organizations. The study targeted a sample of 615 respondents. A questionnaire was developed in this analysis with the help of previous studies or literature to measure the identified HR practices and related with employee retention. Samples were collected using questionnaire from 102 employees in order to test the hypothesis. ANOVA test was done using SPSS_v20 to find out the impact of Human resource practices variables on employee satisfaction level and performance. It was found that there was a significant relationship and identified major impact of reward management and compensation plans on employee performance whereas welfare programmes had less impact on employee performance.

Human Resource Practices and Talent Retention in Private Universities in Kenya

This study will examine the effects of human resource practices on talent retention in Private Universities in Kenya. The specific objectives for this study will be: Training, Compensation, Work environment, and Organizational culture The target population for this study will be 41 private universities from which private universities with LIA will be selected in Nairobi. A sampling frame eliminates a sampling error and provides an equal opportunity for all individuals in the population. The study will have a sample frame of 13 private universities with LIA which will be the unit of analysis. All the variables will be anchored on theories, and inferential descriptive statistics will be used in this study. The instruments will be tested for reliability and validity before the actual collection of data. Data will be collected with the help of questionnaires which will be both structured and semi-structured. Data will be analyzed with the help of a statistical package for social science (SPPS) version 23 and presented in the form of pie charts, graphs, and tables.