Improve Employee Retention Research Articles

Battling the "Imposter": Our Experience in the Development of an Advance Practice Provider Fellowship.

In the face of ever-evolving shifts in health care, the demand for advanced practice providers (APPs), including nurse practitioners and physician assistants, continues to grow as the nation faces provider shortages and increased patient complexity. Because of different educational backgrounds and previous professional experience, there is a gap in readiness for practice following completion of academic programs, leading to high rates of turnover and financial implications for health care institutions. The creation of APP fellowship programs is a strategy many health institutions implement to provide enhanced support for new graduate APPs. These programs offer fully licensed and credentialed nurse practitioners and physician assistants additional experience within medical specialty areas. The establishment and operational cost associated with an APP fellowship program is a significant barrier health systems face. This article discusses how Saint Luke's Health System developed an APP fellowship program to address these barriers. The model addresses specific fellow needs and has contributed to improved employee retention rates, increased clinical competency, and overall provider satisfaction within Saint Luke's Health System. The evolution of the model, successes, barriers, and opportunities for future program growth are discussed within this article.

The Negative Effect and Consequences of Employee Turnover on the Saudi Oil and Gas Companies

The oil and gas sector in Middle East is facing many challenges regarding employee turnover especially in (DLPS) company. Employee turnover leads to reduce the employee's performance and productivity. Moreover, employee turnover also affects the organizational performance in general. High rates of employees' turnover cause many challenges to the organizations. Employee turnover has escalated to 14.2% in 2018 (DPLS, 2018). Likewise, many companies keep long service and loyal) employees intact while there are also other types of employees who leave their organization. The main idea behind choosing this topic is to address the reasons that cause the high rate of employees’ turnover and how to solve the issue. Moreover, the researcher aimed to investigate in depth the concept of how reward system and training could improve employee retention. To make this action researcher done, the researcher gathered data in questionnaire form (30 questionnaires) from previous and existed employees at DLPS Company and made five (5) interviews with departments managers to get valid data to build the study on. The results showed that, most of the targeted sample were not satisfied about their wages and the working time. In addition, due to the analysis of the quantitative and qualitative data, there is positive relationship between the hypotheses and the high rate of employees’ turnover.

Addressing Brain Drain: Retaining Skilled Professionals in Nepal in Manufacturing Sector from the Perspective of Human Resource Management

Retaining skilled professionals in Nepal's manufacturing sector is crucial for organizational success and sustainable economic development. However, the phenomenon of brain drain poses significant challenges in this regard. This article, from the perspective of human resource management (HRM), explores the factors contributing to brain drain in Nepal and offers insights on addressing this issue. From an HRM perspective, this article examines the reasons behind employee dissatisfaction and the challenges faced by manufacturers in retaining skilled professionals. To improve employee retention, this article highlights key areas for consideration. It emphasizes the importance of workplace happiness, factors such as the weight of job responsibilities and safe working conditions, and the critical role of competitive salaries in satisfying employee needs. Furthermore, it introduces six elements - inclusion, appreciation, support, trust, purpose, and achievement - that, when incorporated into organizations, can contribute to positive workplace well-being and employee satisfaction. In conclusion, this article calls for collective efforts in fostering an environment of trust, communication, and inclusivity within manufacturing organizations. Recognizing and appreciating employee contributions, providing clear responsibilities and focusing on employee satisfaction are vital for retaining skilled professionals and addressing the challenges posed by brain drain in Nepal's manufacturing sector.

Should I Stay or Should I Go? From Turning Points to Decision to Quit in a Call Center Environment

Traditionally, call centers have experienced high voluntary turnover rates among their agents (i.e., Customer Service and Sales Representatives). This continues to be an unresolved issue. This paper presents a research study that was conducted to gain a better understanding of the reasons behind employees’ decisions to leave a Customer Service and Sales organization belonging to a large multinational company in Financial Services in the USA. The company’s call centers have consistently experienced a high turnover rate among its agents. This qualitative study was conducted with former employees across three markets to understand the “turning points” which led them to decrease their commitment to the organization and subsequently leave their job. This research aims to enhance our comprehension of the sequential decision-making process that culminates in an employee’s decision to resign. The key findings and recommendations from this study could be used to create targeted organizational development initiatives designed to improve employee retention.

Should I Stay or Should I Go? Deciding Factors of Administrative Personnel to Stay or Leave an Academic Institution during A Pandemic: Basis for an Improved Employee Retention Post-Pandemic Program

The COVID-19 pandemic has brought a lot of changes in the workplace. It has influenced the perception of the employees to their employers depending upon how the latter responded during the crisis. The introduction of work remote work arrangements opens a wide range of job opportunities for the employees. By 2021, job hopping become a trend and more Filipino will be resigning for various reasons. This scenario may affect the business of one’s company if not well mitigated. Hence, the policies and plans of the company must be reviewed and revised to meet the company’s changing needs and conditions with regard to employee retention. The purpose of this study is to understand the decision of the administrative employees to stay or leave the academic institution that may or may not affected by their work arrangement experiences during the pandemic. This qualitative research adopted the multiple case study design. Data was extracted through a combination of structured and semi-structured interviews of the randomly selected administrative employees. The respondents were categorized into 3: rank and file, supervisory, and managerial. Reflective thematic analysis using the combination of inductive and latent approaches was used to identify codes and major themes. Factors that may affect the decision of employees to stay are love for work, proximity from home, employee benefits (school discount), job stability, good relationships, a sense of freedom, and gratitude. Factors that may affect an employee’s decision to leave are salary, manager-employee relationship, work modality, company policy and implementation, communication process, leadership and collaboration, motivation, training specific to the position, wellness, and heavy workload. Keywords: human resource, multiple case study, Philippines, retention, thematic analysis

A STUDY ON IMPACT OF EMPLOYEE ATTRITION TOWARDS ORGANISATIONAL PERFORMANCE AT ADVANCE CABLE TECHNOLOGIES PRIVATE LIMITED IN DODDABALLAPUR

This study explores the relationship between employee attrition and organizational performance, investigating its causes, consequences, and potential management strategies. Employee attrition, the departure of employees from an organization, impacts operational efficiency and success. The research analyzes various types of attrition, such as voluntary, involuntary, and demographic specific, and their effects on an organization's performance. The study highlights the benefits of managing attrition, including reduced labor costs, improved organizational culture, and enhanced opportunities for remaining employees. Literature review summaries present research on attrition prediction models using machine learning, factors affecting attrition, and methods to identify high-risk employees. The research focuses on Advance Cable Technologies Private Limited, using a descriptive research methodology, primary and secondary data sources, and statistical analyses such as Chi-square, ANOVA, and t-tests to interpret the findings. The study recommends practices to improve employee retention and organizational performance based on the research outcomes. Keywords: Employee Attrition, Employee Performance, Organisation performance, Management Strategies, involuntary attrition.

Digital Talent on Employee Retention: the Role of Employee Engagement as Mediation

Objective: This study aims to determine and analyze the effect between the variables of Digital Talent on Employee retention, the effect of Employee Engangement on Employee Retention, the effect of Digital Talent on Employee Engangement and the effect of Digital Talent on Employee Retention mediated by Employee Engangement. Methods: The research was conducted using quantitative methods consisting of 3 variables, namely Digital Talent, Employee Retention and Employee Engangement. The population used is employees who work in the manufacturing sector in West Java province with a sample size of 170 respondents, the sampling technique used is probability sampling technique with random sampling method. Data collection is done through google form in filling out an online survey using a Likert scale of 1-5. Data analysis in this study used the help of the SmartPLS software program version 3.0. Results and Conclusion: The analysis explains that the higher the level of digital capabilities and skills possessed by employees, the more likely they are to stay with the company. Employees' engagement at work and their relationships with coworkers, management, and the company as a whole play an important role in linking digital talent with employee retention. Implications of the research: This research has broad implications, both in the practice of human resource management in companies and in social dynamics in the world of work. By understanding the relationship between Digital Talent, Employee Engagement, and Employee Retention, companies can improve employee retention, promote employee well-being, and foster the growth of a more digitized industry. Originality: This research brings novelty by focusing on digital talent in the manufacturing industry. This industry is traditionally known for its different work structures and varying levels of automation. In the face of the industrial revolution 4.0, manufacturing companies in West Java need to evaluate the impact of digital talent on their employee retention, having unique characteristics and challenges.

Exploration of How Polyvagal Theory and Autonomic Nervous System Impact Organizational Performance Through Reduced Employee Turnover and Improved Work Culture

The evolution of corporate practices has made it more challenging for modern workers to remain in their respective roles for long periods, leading to high turnover. Accordingly, the employee turnover problem can be investigated by assessing the factors that encourage employees to shift from the safe and calm state to the fight or flight state. The Polyvagal Theory (PVT) is an innovative framework for understanding the relationship between the autonomic nervous system, emotional regulation, and social engagement. This study’s primary objective is to investigate the emerging trends in modern human resource management practices that encourage workers to resign prematurely. The findings divulge that the PVT can allow organizations to improve employee retention by implementing strategies that appeal to the workers’ psychological and emotional wellbeing.

Employee Retention in the Tourism Industry of China Amid Post Pandemic Times

Purpose: This research investigates employee retention in China's tourism industry, specifically within hotels. It explores the relationships between rewards, job satisfaction, employee engagement, and employee retention. Methodology: Cross-sectional and questionnaires were distributed online in convenient ways to collect data and enable the respondent to provide their feedback anytime and from anywhere. It was a non-probability sampling where questionnaires were distributed to respondents in the tourism industry. A set of hypotheses arising from a theoretical model of employee retention was tested using SPSS. Results and Conclusion: Empirical results revealed that all the variables significantly influenced employee retention. The research provides a clinical study on the relationship between employee retention with rewards, job satisfaction and employee engagement in the tourism industry of China, where the findings will benefit the industry and academic field as an additional review or reference for future research. Implications of research: The study benefits both the tourism industry and academia. Employers can gain a better understanding of areas for improvement in their organizations to enhance performance and meet employee needs. Human resource managers can identify factors that foster employee retention in the tourism sector. Additionally, the study provides insights into workplace culture, policies, and processes. Originality/Value: This study contributes to the literature by focusing on employee retention in China's tourism industry, shedding light on the critical factors of rewards, job satisfaction, and employee engagement. It serves as a valuable resource for industry practitioners and future researchers seeking to improve employee retention strategies in this sector.

Influence Of Employee Integration, and Maintenance and Motivation on Employee Retention in the UAE Public Sector – Moderation of Technology and AI Adoption

This empirical quantitative study aimed to investigate the influence of employee integration, maintenance and motivation, and technology and AI adoption on employee retention in the UAE Abu Dhabi police force, and the moderation effects of technology and AI adoption on the relationships between employee integration and employee retention, and between maintenance and motivation and employee retention. The resource-based view theory was used to provide theoretical support for the proposed conceptual framework, which included four variables: employee integration, maintenance and motivation, technology and AI adoption, and employee retention. The data was collected using printed questionnaires from 371 employees, and analysed using structural equation modelling. The results showed that employee integration, maintenance and motivation, and technology and AI adoption were all significant predictors of employee retention in the UAE Abu Dhabi police force. The moderation effects of technology and AI adoption on the relationships between employee integration and employee retention, and between maintenance and motivation and employee retention were not significant. The study recommends that the UAE Abu Dhabi police force invest in employee integration, maintenance and motivation, and technology and AI adoption to improve employee retention. Further research is needed to investigate the relationship between technology and AI adoption and employee retention in more detail.

The Effect of Career Growth on Employee Turnover Intention in Sarawak Construction Industry

This study examines the effect of career growth dimensions (career goal progress, professional ability development, promotion speed, and remuneration growth) on turnover intention in the Sarawak construction industry. Using a quantitative method and cross-sectional design, data was collected through an online survey questionnaire and analysed using multiple regression analysis. Results indicate that career goal progress and professional ability development have a significant effect on turnover intention, while promotion speed and remuneration growth do not have any significant effect on turnover intention. These findings emphasise the importance of career growth opportunities and professional development strategies to enhance employee satisfaction and reduce turnover. Organisations should reassess retention strategies and consider other factors influencing turnover intention to improve employee retention efforts.

Job turnover rates and the Nigerian banking industry: Benefits, causes, challenges, and policy recommendations

The study focuses on the essential causes of high job turnover rates in order to improve employee retention, reduce costs, and improve organizational performance. The study focused on two selected Banks in Asaba, Delta State: First Bank of Nigeria Plc and Access Bank branches at Nnebisi Road, Asaba, Delta State. A cross-sectional survey design was adopted in the study. The total population is 100, which consists of the employees of First Bank Nigeria Plc and Access Bank. The probability sampling methodology employed was a stratified random procedure. The findings of the study revealed that poor management practices, low pay, and the working environment have a significant effect on the performance of the banking sector. The findings emphasized the significance of initiatives like opportunities for growth and development, competitive pay and benefits, fostering a happy work environment, and lowering employee turnover rates. The study concludes that the relationship between job turnover rates and performance is complex and may be prejudiced by a diversity of factors, including individual differences, organizational culture, and external factors such as economic conditions and industry trends. The study recommends that banks create a positive work environment that fosters a sense of community, respect, and open communication. This can include initiatives such as employee recognition programs, open-door policies, and regular team-building activities.

BUILDING LASTING BONDS: EXPLORING EFFECTIVE EMPLOYEE RETENTION TECHNIQUES IN CONTEMPORARY ORGANIZATIONS

In the context of modern workplace contexts, employee retention is a crucial topic that is explored in this research study. Fostering strong relationships with employees has become essential in firms' quest to keep their competitive advantages. The goal of this study is to identify and evaluate a variety of employee retention tactics that work well in contemporary organizations. This research identifies essential strategies covering professional development, work-life balance, inclusive organizational culture, recognition programs, and flexible benefits through thoroughly examining existing literature and empirical investigation. The results give corporate executives, human resource professionals, and academics useful information that they can use to create complete strategies that will improve employee retention, job satisfaction, and overall organizational performance.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0057/a.php" alt="Hit counter" /></p>

Career Development Human Resources for Education Institutions in Industry 4.0 Era: New Model Conceptual

HR career development has become an ongoing effort that requires commitment from the entire organization. This helps improve employee retention, motivation, and performance and ensures the organization has the talent it needs to achieve its goals. This research introduces a new conceptual model for career development in Human Resources (HR). This model aims to integrate an innovative and holistic approach to managing employee career development. By considering factors such as rapidly evolving technology, changes in work paradigms, and changing organizational needs, this model provides a fresh and relevant view of how HR can play a key role in facilitating employee professional growth. The results of this research discuss key aspects of this new conceptual model, including talent assessment, integrated career planning, personalized training and development, and an approach focused on work-life balance. Through this concept, this research guides HR professionals and organizational leaders on how they can adapt career development strategies that are more effective and relevant to the dynamics of the modern world of work. In conclusion, this new conceptual model encourages HR transformation to support employee growth and achieve organizational strategic goals in an era that continues to change rapidly.

Improve Employee Key Performance Indicator through Establishment of High Performing Team Model (Case Study: TNP)

TNP, a company in cargo transportation and logistics, is grappling with challenges such as high employee turnover and struggles to meet performance goals, both on an individual and team level. The company’s turnover rate exceeds its target, and the overall Key Performance Indicator (KPI) achievement by High-Level Management remains below the company’s standard of 80%. This study aims to improve the situation by analysing the current KPI framework. High turnover disrupts operations and suggests employee satisfaction problems, while inconsistent KPI achievement indicates operational inefficiencies. The study utilizes various methods, including interviews with High-Level Management, questionnaires for employees, and analysis of historical performance data. The analysis includes external and internal evaluations, leading to a SWOT analysis, which contributes to the research findings. These findings highlight several areas for enhancement. Proposed solutions involve implementing a High-Performing Team (HPT) model, drawing inspiration from Wageman and Hackman models. This model thrives on collaboration, utilizing collective skills to surpass individual contributions. It emphasizes open communication, knowledge sharing, and complementary skills to address turnover and improve KPI achievement. The study’s significance lies in its potential to guide TNP’s transformation. Through refining the KPI system and addressing underlying concerns, the study aims to provide actionable recommendations. Ultimately, the study suggests that adopting a high-performing team model could bridge existing gaps. By fostering a collaborative culture and implementing team coaching, the company could potentially revolutionize its cargo transportation and logistics services while also improving employee retention.

The influence of talent management practices on employee retention and performance: An empirical study of Jordanian service organizations

This study aimed to examine the influence of talent management practices (recruitment and selection, training and development, rewards and compensation) on employee retention and employee performance in Jordanian service organizations. A questionnaire was adopted and distributed among the employees in the service organizations in Jordan; the study’s respondents were 267 employees from service organizations (telecommunication firms, banks, and tourism firms). SmartPLS 3 was used to analyze the data and to examine the measurement and structural models. The findings of the study indicated that rewards and compensation significantly and positively affected employee performance (t = 2.558) and employee retention (t = 5.336). Similarly, recruitment and selection significantly and positively influenced employee performance (t = 2.208) and employee retention (t = 5.822). Training and development also significantly and positively affected employee performance (t = 2.288) and employee retention (t = 2.699). The results suggest that implementing talent management practices (recruitment and selection, training and development, and rewards and compensation) can improve employee retention and performance in Jordanian service organizations.

The Effect of Talent Management and Perceived Organizational Support on Employee Retention Mediated by Organizational Commitment

This study examines the effect of talent management and perceived organizational support on the employee retention at Bank Jatim KC Kepanjen through mediating organizational commitment. This study uses saturated sampling. Primary data was obtained by distributing questionnaires to 143 employees. Data analysis used partial least square (SEM-PLS) structural equation modeling with Smart-PLS 3.0 application. The results show that talent management had no significant effect on employee retention and perceived organizational support had a positif and significant effect on employee retention. This study also found that organizational commitment is able to mediate the effect of talent management and perceived organizational support on employee retention. From these findings, it was concluded that talent management is not able to significantly increase employee retention but talent management is able to increase employee retention through increased organizational commitment. Furthermore, increasing perceived organizational support can improve employee retention.

Organizations Should Maintain Employee’s Work-Life Balance

The scope of the current study is to determine the challenges of employees in between work-life and personal life balance. Organizations should prioritize and maintain employees’ work-life balance. Work-life balance refers to the equilibrium between an employee's work responsibilities and their personal life, including family, hobbies, and personal well-being. When employees have a healthy work-life balance, they experience less stress and improve their working skills to achieve the targets, and this well-being leads to improved mental and physical health as well as work productivity. This descriptive research approach surveyed by 67 responses as simple random technique, provides a significant result toward organizations that they should maintain employee’s work-life balance. The research finds that organizations that prioritize work-life balance are more likely to attract and retain top talent. By the managing time, regular assessment and adjustment in work-life balance initiatives, organizations can enhance their employer brand and improve employee retention rates. Work-life balance allows employees to have time for personal pursuits and interests outside of work which can contribute to their creativity and innovation. When employees have a healthy work-life balance, they are more likely to have positive relationships with their colleagues and supervisors. Improved relationships can lead to better teamwork, collaboration, and a more positive work environment.

Design Strategy for Improving Employee Retention Based on Two-Factors Theory

Design Strategy for Improving Employee Retention Based on Two-Factors Theory

A Study on Employee Engagement and Ethic of Friendship

This abstract presents a comprehensive overview of the relationship between employee engagement and the ethic of friendship, highlighting the potential benefits and challenges associated with cultivating friendships in the workplace. Friendship in the workplace is characterized by mutual trust, support, and a sense of camaraderie between employees. When fostered effectively, it can have a profound impact on employee engagement, job satisfaction, and overall well-being. Genuine friendships in the workplace can create a sense of belonging and encourage collaboration, leading to increased employee productivity, creativity, and loyalty. Additionally, workplace friendships have been linked to lower turnover rates and improved employee retention. Employee engagement and ethical practices are critical factors for fostering a positive work environment and enhancing organizational success. However, an often over looked aspect is the role of friendship within the workplace and its influence on employee engagement and ethical behaviour.