Employee Retention Factors Research Articles

Career-related dispositional factors in relation to retention within the retail sector: An exploratory study

The study aimed to explore the extent to which employees’ organisational commitment and career adaptability predicted employee retention factors in the South African retail sector; taking employee demographics into account. A sample of 224 early to mid-career permanent retail employees participated in the study (single = 51.3%; female = 53.1%; mixed-race = 50.9%). The participants responded to surveys on their organisational commitment, career adaptability, and retention factors. A stepwise regression analysis was computed to predict employee retention factors from their organisational commitment and career adaptability. Results suggested the organisational commitment and career adaptability to explain 16% of the variance in employee retention factors. Of the organisation commitment factors, affective commitment was the most predictive of employee retention; followed by normative commitment. The career adaptability factor of curiosity predicted work-life balance. Talent retention in the retail sector appears to be explained by organisational commitment factors relatively more so than by career adaptability factors.

Factors Motivating Employee Loyalty and Employee Retention in Deposit Money Banks in Nigeria

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.

Impact of HRM Practices in Different Technological Environments of steel Manufacturing Units

The nature of Human Resources requires inter-disciplinary knowledge. The human behavior is complex and requires an intensive understanding of psychology, ethics, physiology and sociology. Further, the present day competitive world technology is an interdisciplinary study with HRM. Technology enables Human Resources and Human Resources are enabled by the technology. This paper provides a comprehensive review of literature and various empirical research studies on the HRM practices with reference to usage of technology. Subsequently, it is observed in the present analysis that they are eleven practices are grouped under two dimensions such as Employee Retention factors and Employee Motivation factors. Accordingly, the study also focussed on influence HRM practices in different technological environments.

Career meta-capacities and retention factors of recruitment advertising agencies: An exploratory study

This study aimed to determine the extent to which employees’ career adaptability and employability capacities predicted employee retention factors in the information sector industry. A probability sample of 337 South African recruitment advertising employees participated in the study (females = 65.9%; black Africans = 53.4%, predominantly early career stage (aged > 40 years = 57.9%). The employees responded to surveys on their career adaptability, employability capacities, and job retention considerations. Step-wise hierarchical regression analysis was computed to predict employee retention factors from their career meta-capacities of career adaptability and employability attributes. Results suggest the career meta-capacities to explain 71% of the variance in employee retention factors. Moreover, overall career adaptability (concern, control, curiosity, and cooperation) predict the overall retentions factors of employees. White employees self-reported with higher work retention and career opportunities than employees of other races/ethnicities. Career adaptability and employability capabilities matter for talented employee retention in the information sector industry.

Employee Retention Factors: The Case of Hotels in Cape Town, South Africa

High turnover of employees in the hotel sector has been widely reported in academic papers. This high turnover has associated costs, such as financial costs, inconsistency in delivering service quality, and probable loss of customer loyalty. This empirical study investigates hotel employees’ responses to statements that relate to work conditions that support employee retention. Selected three, four and five star hotels in Cape Town, South Africa participated in this study. A structured respondent-completed questionnaire was used to collect data that were subjected to descriptive, bivariate and multivariate analyses. Result highlights suggest that hotel employees, dominated by the female population, are mostly not so desperate to leave their employment soon, however not many of them have worked in the hotel for more than five years. There are positive inter-correlations among ‘employee retention’ factor and other factors that relate to work conditions that support employee retention (compensation, employee development, work engagement, work relations, and working hours). Results also show that ‘strict supervision’, ‘long working hours’ and ‘perceived unfair salary’ are the top major concerns for hotel employees. These findings will enable hotel employers address employee concerns in order to curb the high employee turnover costs. Possible comparative research in other nations and continents will help establish cultural similarities and differences among nations or continents.

Employee Retention Factors: The Case of Hotels in Cape Town, South Africa

High turnover of employees in the hotel sector has been widely reported in academic papers. This high turnover has associated costs, such as financial costs, inconsistency in delivering service quality, and probable loss of customer loyalty. This empirical study investigates hotel employees’ responses to statements that relate to work conditions that support employee retention. Selected three, four and five star hotels in Cape Town, South Africa participated in this study. A structured respondent-completed questionnaire was used to collect data that were subjected to descriptive, bivariate and multivariate analyses. Result highlights suggest that hotel employees, dominated by the female population, are mostly not so desperate to leave their employment soon, however not many of them have worked in the hotel for more than five years. There are positive inter-correlations among ‘employee retention’ factor and other factors that relate to work conditions that support employee retention (compensation, employee development, work engagement, work relations, and working hours). Results also show that ‘strict supervision’, ‘long working hours’ and ‘perceived unfair salary’ are the top major concerns for hotel employees. These findings will enable hotel employers address employee concerns in order to curb the high employee turnover costs. Possible comparative research in other nations and continents will help establish cultural similarities and differences among nations or continents.

Effectiveness of non-monetary factors on staff retention within the South African banking sector

The recent global recession resulted in many job losses across the world with the financial industry being most severely impacted. Today the focus for many banks is to do more with less employees and to reduce the cost to income ratio on their balance sheets. It is therefore pertinent that they devise strategies that will enable them to retain talented employees. This paper mainly employed a quantitative approach in which a questionnaire was utilised as the instrument for data collection with a focus on non-monetary incentives and turnover intentions. Small scale interviews were used to supplement the collected quantitative data. The findings revealed that non-financial rewards are an important factor in employee retention that cannot be ignored.

Relating Maslow’s Hierarchy of Needs with Employee Turnover and Retention: Case Study of Local Telco

Purpose: In this case study, we investigate the frequency and reasons for the junior employees’ turnover problems being faced by a growing Telco in Pakistan. Having identified the root causes, creative HR people practices have been suggested as solutions for retaining valuable talent. Methodology: A survey questionnaire was administered among the staff of the company under study to identify their needs satisfaction level and then asked them to rate factors instrumental for retaining high performing talent. A Multi-point Rating Scale (1-5 and 1-7) was used for the 33 items. Findings: The results explore which employee retention measures can be taken so as to improve employee job satisfaction, loyalty and productivity. The trend points along dimensions of financial benefits, improved work environment and growth opportunities. Practical Implication: On broader platform, we can generalize the employee retention factors ranking to other Telco/IT companies operating in the hyper-inflated environment of Pakistan. Value: In many local growing organizations, effort and finance is not invested to determine Employee Satisfaction Index on an annual basis. This study will serve the purpose of preliminary survey in this regard for this company in addition to providing insight into common Pakistani lower-cadre employee needs. Keywords: Employee Turnover, Employee Retention, Employee Satisfaction, Pakistan

Evaluating Determinants of Organizational Commitment: A Comparative Analysis of Public and Private Sectors

This study was conducted to evaluate the determinants of organizational commitmentin public and private sectors organizations of Pakistan. Organizational commitment isa behavior that extends beyond the functions and conduct formally required of workersin an organization. Such behavior is indispensable because of its contribution to betterorganizational performance. In order to adapt to environment constraints, the executivesnow a days try to promote certain behaviors and aspects among employees thatultimately stimulates the commitment towards organization. Hence to function successfully,each organization is interested in exploiting factors that determine the organizationalcommitment of the employee. Although there have been numerous international studieson organizational commitment highlighting the key determinants of commitment towardsorganizations and how do they influence employee behaviour and conduct at theworkplace, yet such comprehensive studies in the local corporate context are limited.This is a pure quantitative research aimed at evaluating determinants of organizationalcommitment through survey. For this purpose, a questionnaire was designed and datawas collected from a sample of 150 people within public and private sector organizationsfrom banking industry. Nine hypotheses were developed and tested through Z-tests.Various other statistical techniques, including demographical analysis, reliability analysisand correlations were also employed for data analysis. The survey findings show strongcorrelations between various employee retention factors and the organizationalcommitment. The comparison of public and private sector in this regard reveals someinteresting findings. The research concludes with various ways of devising strategieswhich can induce organizational commitment among employees and increase productivity

The Role of Supervision in the Retention of Public Child Welfare Workers

Contrary to common belief, having a manageable caseload size may not be critical to the retention of child welfare MSW social workers. In this study of the retention of 765 title IV-E MSWs in public child welfare, support from supervisors emerged as a pivotal factor in employee retention. With analyses regressing retention and intent to leave public child welfare agencies, support from supervisors emerged as a predictor, but caseload size did not. The preliminary findings of qualitative interviews corroborated these results. This study corroborates literature indicating that support from supervisors enhances retention of specially trained child welfare workers.

Hourly Employee Retention Factors in the United Kingdom Quick Service Restaurant Industry

The current study employed a self-administered questionnaire of hourly employees in the quick service restaurant industry in the United Kingdom (UK) to evaluate the level of importance attached by employees to key employment characteristics and their perceived actual on-the-job experience regarding these employment characteristics. The findings revealed that the most important employment characteristics were: flexible working hours, hourly wage, and introductory training. Less important employment characteristics were: retirement plans, direct deposit of paycheck, and health benefits for family members and the respondents. In addition, the study showed statistically significant differences between the level of importance and the level of experience perceived to 19 out of 21 employment characteristics. This could help to explain the high turnover and low retention of employees in the UK quick service restaurant industry. Implications for researchers and practitioners are discussed.

Employee Retention Factors For South African Higher Education Institutions: A Case Study

The success of the most competitive companies throughout the world, including higher education institutions, lies in their highly skilled employees on which these institutions spend millions to retain. Literature reveals the cost of losing best employees to be enormous – beyond monetary quantification. Also worth noting is that the loss of one competent employee to a competitor institution strengthens the competitor’s advantage. This case study analysed human resources turnover data, and interviewed academic managers and employees in order to examine the possible employee retention factors for a higher education institution in South Africa. The findings reveal different institutional interests between institutional managers and employees. The former are concerned more about profits, business sustenance and justification for spending, while the latter are driven by introverted interests such as development, monetary rewards and personal fulfilment.

Hourly Employee Retention Factors in the Quick Service Restaurant Industry

Hourly employee retention in the quick service restaurant industry has long been a major area of concern for both operators and multi-unit restaurant decision makers. While numerous studies concentrated on managers' perceptions on why employees leave, few have explored the employees' perceptions on employment characteristics that kept them from changing jobs. The study employed a self-administered questionnaire and asked 233 quick service restaurant employees in the Midwestern region of the United States to rate the importance of and their experience with 20 employment characteristics of their job. The findings revealed that the most important employment characteristics were nice people to work with, humane approach to employees, and hourly wages. In addition, the study showed statistically significant differences between the level of importance and the level of experience attached to 18 out of 20 employment characteristics, which could explain the high turnover and low retention of employees in the industry. Implications for management are discussed.