Employee Retention Research Articles

The effect of Human Resource Management on employee Performance – A Systematic Literature Review

Purpose – Human resources management is considered the heartbeat of organizations and institutions in the field of business administration in particular. Good management ensures the retention of employees who are creative and skilled. This affects the organization’s productivity, profits, and competitive position in the market. Aims – This paper aims to develop a suitable systematic review on the research literature that has been undertaken to investigate how on human resource management influences employee performance within an organization. Growth in employee performance, through good management and its practices is an important factor that affects the organization and its production. Design/methodology/approach – This systematic literature review, analysed publications and articles published over the past two decades (2005–2023) on the human resources management in Northern Cyprus. Based on the comprehensive research analysis of 18 articles, employees are motivated to perform effectively through commitment, loyalty, discipline, innovation and self-learning. Their performance has been thoroughly investigated in numerous research papers. Findings – All hypotheses were supported by data collected from 18 research papers that showed that human resources management works to improve employee roles and job performance and human resources management is considered a means to enhance the relationship with employees and develop them. Limitations of the study – The research is limited to studies on human resources management that were done in Northern Cyprus. Originality/value – This systematic review of literature is significant because it presents insights on the importance of human resources management in the realms of an organisation.

Employee Engagement and Retention: Analyzing the Role of Leadership Styles and Organizational Culture

This article explores the utilization of advanced agricultural technology for sustainable agribusiness development through case studies and identifies future directions. The interplay between leadership styles and organizational culture is examined in shaping employee engagement and retention within organizations. Leadership styles, including transformational, transactional, and laissez-faire, significantly influence organizational culture, impacting employee behaviors and organizational outcomes. A positive and supportive organizational culture fosters higher levels of employee engagement and retention, whereas cultures marked by rigidity hinder engagement and retention. By understanding this interplay, organizations can develop strategies to cultivate effective leadership behaviors and foster a positive work environment. Future research should explore contextual factors' moderating effects on this relationship for a more comprehensive understanding. This study contributes to enhancing sustainable agribusiness development by emphasizing leadership and organizational culture's pivotal role in leveraging advanced agricultural technology.

Well-Being in Gen Y Employee Retention: A Critically Appraised Topic

Well-Being in Gen Y Employee Retention: A Critically Appraised Topic

Uncovering the Global Impact of Measuring Stress, Workload, and Environment on Turnover Intentions

Employee turnover is a significant concern for organizations, impacting productivity, morale, and ultimately, profitability. This study investigates the influence of work stress, workload, and work environment on turnover intention among employees of CV. Ambassador Jaya Makmur, a cosmetics company located in Sidoarjo, East Java, Indonesia. Utilizing a quantitative approach with hypothesis testing, data was collected from 75 employees through Google Forms questionnaires. The findings reveal that work stress, workload, and work environment have a positive and significant impact on turnover intention. Specifically, high levels of work stress and workload contribute to employees' intention to leave, while unfavorable work environments also increase turnover intentions. The study underscores the importance of addressing these factors to mitigate turnover and enhance employee retention strategies within organizations. These findings provide valuable insights for human resource management practices, emphasizing the need to create conducive work environments and manage work-related stress and workload effectively to reduce turnover rates. Highlight: Work stress influences turnover. High workload increases turnover. Positive work environment reduces turnover. Keyword: Turnover intention, Work stress, Workload, Work environment, Employee retention

An Evaluation of Human Resource Practices on Employee Retention in State Corporations in Kenya

Organisations can achieve a competitive advantage by enhancing and expanding human resource knowledge, skills, motivation, and morale. The study aimed to determine the effect of performance management techniques on staff retention at the National Transport and Safety Authority-Kenya. The study focused on 2100 employees working in 15 of Kenya's National Transport and Safety Authority branches. A descriptive research design was used in the study, with a sample size of 336 respondents selected using a stratified random sampling technique. Findings showed that Staff retention is positively correlated with performance management. There was a strong positive correlation (association) (r = 0.725) between performance management and employee retention. The ANOVA findings determined the regression model's significance, from which an f-significant value of P<0.001 was derived, indicating that the model's likelihood (probability) of producing an incorrect prediction is less than 0.001. Management of NTSA-Kenya should appropriately handle aspects of employee relations management, such as HR initiatives, leadership styles, and shared values. They should also provide their employees with rewards in the form of cash bonuses, payments based on performance and pension schemes. Previous research on human resource practices and employee retention has mostly focused on the private sector, leaving a study gap on the effect of these policies on staff retention in Kenyan state corporations such as NTSA. The study, therefore, fills the gap in Knowledge of the performance management practice affecting staff retention.

Employee engagement impact on job satisfaction and employee retention

Employee engagement impact on job satisfaction and employee retention

Post‐pandemic public personnel retention: A person‐organization and person‐supervisor fit analysis

AbstractThis study examines person/organization and person/supervisor fit of public administration professionals in the context of hybrid work. A three‐phase study was conducted among 411 public professionals in Quebec. Results show that person/organization and person/supervisor fit have declined over time, and that satisfaction with hybrid work played a role in this decline. Person/organization fit affects intention to stay with the public organization. These results show the importance for public organizations to take employees' needs, values and expectations into account to increase satisfaction with the hybrid work experience and foster the retention of public service employees in a post‐pandemic era.

Motivation as the Catalyst: Enabling Knowledge Sharing and Talent Management in Organizational Contexts

Abstract The paper explores the complex relationship between motivation, knowledge sharing, and talent management within organizational contexts. Motivation acts as driver that determine individuals to embrace knowledge sharing behaviors, improves performance and enhances goal achievement. At the same time, motivation supports effective talent management, by contributing to attract, develop and retain high-potential employees, leveraging organizational performance and innovative behavior. Knowledge sharing is closely interconnected to talent management, enabling employee development and innovation, supporting organizations to develop their pipeline of talents, by driving continuous learning behaviors and improving employee engagement and retention. The paper analyzes the relations that authors found between the concepts of interest for our research (motivation, knowledge sharing, talent management), by using the scientific papers approaching these concepts in order to perform multiple bibliometric analyzes. We used documents indexed in both Web of Science and Scopus. Supported by the analyzed literature, the paper investigates the mechanism through which motivation influences knowledge sharing and how it influences talent management. The semantic connections found after performing the bibliometric analyses, along with the intensity of the links found between the analyzed topics and other related concepts, supports the conclusion that analyzed topics present strong interrelations and also that they are closely interconnected with: performance, trust, innovation, employee engagement, job satisfaction and turnover intention.

Optimizing Talent Acquisition: Strategies for Efficiency and Employee Engagement

This research study aims to analyze the resource-intensive nature of current recruitment practices in selected companies in Mysore City and develop strategies for sustaining employee engagement and loyalty. By examining the challenges faced in talent acquisition and retention, the study seeks to identify opportunities for enhancing organizational efficiency and effectiveness in attracting and retaining skilled individuals. This study conducts a thorough examination of recruitment practices and employee engagement strategies in both manufacturing and service sectors by employing a descriptive research design. A sample size of 100 HR managers and executives are selected using simple random sampling, with primary data collected through structured questionnaires. Statistical tools such as ANOVA are utilized to analyze the data, providing insights into industry-wise variations and uniformities in recruitment practices and employee engagement initiatives. The analysis reveals consistent employee engagement scores across manufacturing and service sectors, with non-significant differences in variables such as employee satisfaction scores, retention rates, and participation in training and development programs. Moreover, industry-wise variations in employee engagement strategies, including communication effectiveness and mentorship program participation, are found to be statistically insignificant, This study unfolds the importance of adopting a holistic approach to employee engagement and recruitment practices. The findings suggest that certain engagement initiatives can be implemented uniformly across industries, although organizations should remain attentive to sector-specific needs. Future research could delve deeper into understanding the impact of organizational culture on employee engagement and explore innovative strategies to address evolving workplace dynamics. Ultimately, fostering a resilient and loyal workforce requires continuous adaptation and refinement of engagement strategies in diverse organizational settings.

Analisis Hubungan antara Gaya Kepemimpinan, Motivasi, dan Kepuasan Kerja terhadap Turnover Intention

The relationship between leadership style, motivation and job satisfaction with employee turnover intention in today's work environment which is often characterized by dynamic change and high competition. Employees who feel dissatisfied with their jobs or are unmotivated may experience turnover intentions, which can have a negative impact on productivity and organizational stability. The main objective of this research is to understand the extent to which leadership style, motivation, and job satisfaction contribute to employee turnover intentions. This research method involves surveys and data analysis from employees at various levels in the organization. The research instruments used included questionnaires that measured employees' perceptions of their leadership style, motivation, job satisfaction, and turnover intentions. The data is then analyzed using statistical techniques such as regression to identify relationships between these variables. The research results show that there is a significant relationship between leadership style, motivation and job satisfaction with employee turnover intentions. These findings provide a deeper understanding of the factors that influence employee retention rates and provide a foundation for developing more effective management strategies in retaining key talent.

Leading thriving teams: How the Washington State University Foundation is structuring frontline fundraiser positions for retention and recruitment

The Washington State University (WSU) Foundation undertook a transformative restructuring of frontline fundraiser positions to enhance retention, recruitment and operational efficiency. By addressing key areas such as titles and job descriptions, accountability and productivity and salaries and budgets, the WSU Foundation aimed to create a thriving and equitable work environment for its fundraising teams. Implementing standardised titles and roles, a fixed accountability grid and a revised funding model ensured fairness, clarity and improved resource allocation. Challenges, including communication gaps and salary disparities, were acknowledged and addressed. The restructuring efforts aimed to boost employee retention and professional growth and strengthen relationships with academic leaders and donors. The WSU Foundation's dedication to overcoming obstacles and learning from challenges ultimately led to the successful implementation of the restructuring, benefiting WSU and the communities it serves.

A Study on Employee Retention Techniques with Reference to Techmahindralimited

A Study on Employee Retention Techniques with Reference to Techmahindralimited

Career Trajectory and Employees’ Retention in Selected Public University Teaching Hospitals in South-South Nigeria

The study investigated the impact of career trajectory on employee retention in public university teaching hospitals in South-South Nigeria. A cross-sectional survey research design method was adopted. Out of 357 questionnaires administered to nurses and doctors, a total of 313 questionnaires were retrieved representing an 87.7% return rate. The data collected were subsequently subjected to both descriptive and multiple regression analysis. Findings revealed a positive significant relationship between organisational support and employees retention (β=0.281, t = 2.651, P =0.008<0.05) and equally, a positive significant relationship between organisational commitment and employees’ retention (β =0.678, t =6.385, P= 0.000< 0.05). This study suggested among others that hospital management should promote career development, staff welfare, and staff wellness in order to motivate personnel to stay with the hospitals.

The influencing factors and employee retention in Dubai hotel industry

The influencing factors and employee retention in Dubai hotel industry

Casting a Wider Net: On the Utilitarian Nature of Burnout Assessment in the Workplace.

Some consider the burnout label to be controversial, even calling for the abandonment of the term in its entirety. In this communication, we argue for the pragmatic utility of the burnout paradigm from a utilitarian perspective, which advocates the greatest good for the most significant number of employees in organisations. We first distinguish between mild work-related burnout complaints and more severe burnout that can be identified in some contexts. We address the classification of burnout as an 'occupational phenomenon' by the World Health Organization and its ambiguous status in the ICD-11, highlighting the challenge of universally diagnosing burnout as a condition. We argue that a purely clinical approach might be too reactive as it normally only identifies employees with a diagnosable condition. We posit that early detection of burnout through valid assessment can identify struggling employees who do not yet have a diagnosable condition. This proactive approach can help prevent escalation into mental health crises and is more sensible for organisations in terms of effectiveness and employee retention.

Effect of Self-Determination Theory (SDT) Elements on the Retention of Nurses at the University of Calabar Teaching Hospital (UCTH), Calabar, Nigeria

This research investigated the effect of self-determination theory (SDT) elements on the retention of nurses at the University of Calabar Teaching Hospital (UCTH) in Calabar, Nigeria. The primary focus was to analyze how SDT components like autonomy, competence, and relatedness influence nurse retention at UCTH. Utilizing a cross-sectional research design, the study collected primary data via structured questionnaires from 206 general nurses at UCTH. Descriptive statistics were used to analyze the data, and multiple regression was employed to test the hypotheses. The results indicated that SDT factors—autonomy, competence, and relatedness—had significant positive effects on nurse retention at UCTH. These results underscore the critical importance of nurturing self-determination motivation elements in public hospitals like UCTH to improve nurse retention. Therefore, the study advised that public hospital managers in Nigeria should establish a supportive work environment that promotes nurses' independence in patient care and evaluation. It is also essential to prioritize continuous training and skill enhancement to elevate technical proficiency and the quality of patient care. Furthermore, fostering a culture of social interaction and professional relationships among staff is key to boosting nurses' sense of belonging and worth in the workplace. The study also highlighted the need for extensive research to gain a deeper understanding of the link between SDT factors and employee retention in Nigerian healthcare. Future research should encompass other healthcare professionals in addition to nurses to offer comprehensive insights for effective retention strategies in the Nigerian public health sector.

Employee Retention in the Restaurant Industry: Perspectives from Organizational and Coworker Support

This study examines the relationship between organizational support (OS), coworker support (CS), and turnover intention (TI) within the restaurant industry. Utilizing a sample survey of 78 restaurant employees from online communities, linear regression analysis revealed an inverse correlation between OS and CS with TI. Practical implications for improving retention include tailored strategies based on demographic findings. Organizations can offer extended maternity leave accommodations, transparent career advancement pathways, cross-training opportunities, and cultivate coworker relationships through collaborative shift assignments and digital group chats. These strategies promote a supportive work environment and reduce turnover intentions. Overall, this study underscores the importance of OS and CS in fostering employee engagement and loyalty for organizational growth.

The Role of Emotional Intelligence in Mitigating Employee Turnover: A Psychological Approach

This research investigates the pivotal role of Emotional Intelligence (EI) in mitigating employee turnover from a psychological perspective. Emotional Intelligence—encompassing self-awareness, empathy, and stress management—is identified as a crucial factor in enhancing job satisfaction and organizational commitment, thus influencing employee retention. Employing a library research methodology, the study reviews existing literature on EI's impact on reducing turnover and highlights how high EI levels contribute to lower turnover rates by improving job satisfaction and fostering a stronger commitment to the organization. The study finds that employees with elevated EI are adept at managing workplace stress, fostering positive relationships, and aligning with organizational values. This alignment enhances their job satisfaction and commitment, leading to reduced turnover rates. The findings have practical implications for organizations, suggesting that integrating EI assessments into recruitment processes, developing EI training programs, and creating supportive work environments can significantly improve employee retention. Prioritizing EI development helps in building a more resilient and engaged workforce, thereby contributing to organizational stability and performance.

Compensation, Employees Job Performance and Retention among Private Companies

This study presented a comprehensive analysis of employee demographics, compensation, job performance, and retention within the hospitality industry for the year 2023 in Bacolod City, Philippines. The majority of respondents were identified as holding doctorate degrees, working in supervisory roles for 1 to 5 years, and primarily engaged in contractual or casual positions in accredited pension houses. The research highlighted that while private companies in the industry offered a variety of wages and benefits, there was potential for further enhancement. Compensation levels were generally high across different categories, emphasizing the positive impact of factors such as position and type of accommodation. Job performance was rated as outstanding, showcasing the exceptional efforts of employees. Moreover, employee retention was perceived as outstanding, reflecting a strong sense of dedication and commitment among the workforce. The study concluded by underscoring the interconnectedness of compensation, job performance, and retention, offering valuable insights for industry stakeholders to optimize employee satisfaction and productivity within the dynamic hospitality sector.

A Study on Employee Retention and Process of Update Colour Process Pvt.Ltd., pallipalayam

Employee Retention is a challenging concern of the organization. This study stressed on Employee Retention strategies. Employees are the assets of the organization. To retain skillful and committed employee in the organization management should take care of employee satisfaction. Find out the reasons employee turnover and overcome this. The purpose of this study in prove how employee retention is essential in this days and age and if the organizations are not wake to the situation and immediate action are not taken to that effect what repercussions lay ahead and how they would affect the organization and the industry. .Employee Retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. It is a strategic tool for the success of the firm. Employee Retention is beneficial for the organization as well as employee. Employees today are different. They are not ones who do not have good opportunities in the hand. As soon as they feel dissatisfied with the current employer or the job they switch to over the next job. A good employer should know how to attract and retains its employees.