Influence Employee Retention Research Articles

HR Practices and Employee Retention. Leader -Member Exchange (LMX) as a mediator

The present research aims at investigating the impact of human resource (HR) practices on employee retention with the mediator effect of Leader-Member exchange (LMX) among IT employees in Malaysia. The present research attempts to narrow the research gaps by hypothesizing that HR practices (job security, work-life balance and training opportunities) significantly influence employee retention. The research employs a quantitative research approach whereby data were collected from 109 ICT professionals from MSC status companies in Malaysia. For analyzing the hypothesis, the SEM analysis is conducted. The research found that HR practices significantly influence employee retention among ICT professionals in Malaysia. It was also found that LMX mediates the relationship between HR practices and employee retention. Several implications from this research were discussed. In particular, HR managers, corporate leaders as well as government leaders and officials may use the findings of this research to justify the efforts in designing performance improvement interventions so that employee retention will be monitored and further enhanced among ICT professionals in Malaysia. Several other implications were further discussed.

Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry

The purpose of this study is to examine how servant leadership (SL) and high-performance work systems (HPWS) practices enable organizational performance, as shown by employee retention and employee satisfaction. Data was obtained from 300 full time employees in a private airline company in Jordan. The data was collected in three rounds, each separated by one-week time-lag. Structural equation modeling was used to test the proposed relationships and revealed that both servant leadership and HPWS practices were positively linked with employee satisfaction and retention, which were used as indicators of organizational sustainability. In order to understand how servant leadership and HPWS influence employee satisfaction and retention, we investigated the mediating role of employee engagement and discovered that it serves as a critical mechanism. The study affirmed that, in line with studies carried out in the west, servant leadership is also an effective leadership characteristic in the context of Jordan. Furthermore, the study helps to clarify the reason that servant leadership and HPWS lead to positive outcomes, due to the fact that these improve the engagement of employees. Thus, we understand that the increases in employee retention and satisfaction are due to the enhanced engagement of employees, and we show that engagement can be improved both by servant leadership and the application of HPWS in organizations. Consequently, the effectiveness and sustainability of the airline companies in Jordan will need to focus on primarily improving employee engagement.

A study on key factors that influence employee retention according to employees working in DLF IT park-Chennai

Today’s market is very competitive and it’s absolutely not an easy task for any organization to retain its high performing employees. “We can’t stop employees from leaving, unless we have a plan to make them stay”-Indra Nooyi, CEO PepsiCo.. Once an organization finds its suitable employee, the organization by all means have to ensure that the employee remain productive, satisfied and committed to the organization’s long term plans/goals. A recent study says that one third of new hires quit the job after about 6months from their date of joining. With a wide range of options available, even if an employee is slightly dissatisfied with the rapport he/she has with the organization, he/she thinks to move out and find a better place to work. It is very important for every organization to connect and understand its employees both personally and professionally to bring out the best in them. So, every organization should invest time and money in making plans to hold back with them their highest asset who will ensure growth and success of an organization. The purpose of this study is to identify key factors that induce commitment and loyalty with the employees and make them stay with the organization. This is more of an empirical study where the researcher, through questionnaire with a sample size of 170 employees selected through random sampling working for different organization in DLF IT park-Chennai draws respondent’s reflection on the elements they feel is very important for any employee to stay with the organization. Some of the key influencers are employment flexibility, security, good superior-subordinate relationship, recognition, rewards. etc.

THE IMPACTS OF NON-PERFORMING LOANS ON THE PROFITABILITY OF PRIVATE COMMERCIAL BANKS OF BANGLADESH

Employee retention is a critical component of an organization's broader talent management strategy and is vital to any organization's stability, growth, and profitability. However, retaining high-performing employees is a challenging task, especially for higher educational institutions, as high turnover intentions result in increased costs associated with induction and training new staff, loss of research outputs and subsequent organizational productivity, and decreased teaching quality. Private universities are essential for meeting the demand of tertiary education and for expanding this sector in Bangladesh. Yet, these institutions are often accused of high staff turnover which affects their educational quality and moral strength. This study aims to understand and identify the factors that influence employee retention in private universities in Bangladesh. Herzberg's motivation-hygiene theory guided the literature review in identifying and synthesizing the diverse factors affecting employee retention in higher education institutions. To validate the thesis, eighty-two academic staff from ten private universities in Bangladesh were surveyed using a structured questionnaire with a Likert scale. Exploratory factor analysis categorizes diverse variables into four main groups. Although the hygiene factors (extrinsic reward and recognition) were found to be the most important, the study revealed that all the remaining three factors (perceived empowerment, work-life balance, and sense of belonging) serve as motivators for academic staff to stay committed to their institution. Thus, the study sheds light on areas where administrators of private universities can focus their efforts to reduce faculty member turnover

The Role of Gender in Employee Retention: A Study of Private Hospitals in Karachi

The retaining and draining talent has been the most perplexing saga for the organizations. The corporate arena remained the battlefield between these two positive and negative challenges. In this regard, several strategies are devised by offering lucrative benefits to the talent to stick around with the organization. The objective of this study was to analyse the role of Gender in retention, with specific reference to the private hospitals in Karachi, Pakistan. The study further intended to answer if Private hospitals inclined more to retain male or female employees. Employee’s retention policies are planned to increase the employment agreement and decrease the ample expenses concerned with recruiting and training the employees. After implementing managerial behaviour concepts organization can improve retention charges and reduce the related expenses of high turnover. A descriptive, causal study was carried out using purposive sampling to conduct an interview with 50 employees with the help of a structured questionnaire. Data were analysed through SPSS applying Regression model to identify key factors influencing employee retention. The two leading hospitals were the focus of the study. The study found the health care organizations had a particularly subjective approach while allocating salaries among male, female employees. Therefore, it recommends to all organizations whether services or industrial, that the improved job setting by no inequity lead to rises the efficiency of the workers as well as of a business.

Motivation and Employee Retention among Millennials in Malaysia

The main thrust of the study is to investigate the factors that motivate millennials at their workplace. The objectives of the research are to determine the relationship between intrinsic and extrinsic motivation that influence employee retention among millennials. The sample for the study consists of millennial employees who are working in the city of Johor Bahru, Malaysia. A quantitative survey approach will be used in this research and questionnaire will be designed and distributed to the millennial workers in Johor Bahru. It is proposed that extrinsic motivation (i.e. compensation, career development, workload, work environment) and intrinsic motivation (i.e. sense of purpose, challenging work, freedom to choose and recognition) will be used as predictors to test against employee retention as the outcome variable of this research.

Factors Influencing Employee Retention: A Karachi Based Comparative Study on IT and Banking Industry

The purpose of this study is to explain the factors that help in retaining employees in IT and banking industry. These factors include performance appraisals, training and development and workplace environment. It is important to learn how different organizations use these variables as tools to keep their employees satisfied and preserved. In order to carry out this research, a count of 120 questionnaires were distributed among the respective officials in various IT companies and banks. SPSS software was used to analyse the received data to find the relationship between employee retention and these three factors. The study explains that some variables such as performance appraisal, training and development and work environment largely affect the rate of employee retention. Results showed that performance appraisal has a significantly more impact on the retention rate of the employees working in IT sector whereas in banking sector training and development has more influence on retention rate. And through conducting a survey from employees working in these sectors, it is verified that banking and IT industries are also focusing on employee retention management. The academic implication of this research is that academicians should introduce the separate course of employee retention or retention management for the students of HR major as this area is gaining attention of not only researchers, but also of corporate world practitioners. And the practical implication of this research includes the importance of employee retention in the local and global competitive market. The practitioners must understand the worth of retention factors so that they can compete nationally and globally by effectively implementing them in retention strategies. They must work out for their employees as employees are the organization’s prior customers and satisfied employees can satisfy the organization’s customers.

Employee Retention Factors in Nepali Insurance companies

Employee retention is complex phenomenon that requires strategic orientation towards retention factors. The objective of the study is to find out factors influencing employee retention and examine them with retention intention. The 125 respondent (sample) with different categories are taken from various insurance companies. The stratified sampling method is used to make the sample representation and convenient sampling has been used to select the sample unit. Descriptive statistics, correlation analysis, hypothesis testing are carried out to examine the retention intention. The research paper concludes that the employee retention is complex management job and it needs high level commitment. All retention factors have positive impact on retention intention.

Employee Retention Factors in Nepali Insurance companies

Employee retention is complex phenomenon that requires strategic orientation towards retention factors. The objective of the study is to find out factors influencing employee retention and examine them with retention intention. The 125 respondent (sample) with different categories are taken from various insurance companies. The stratified sampling method is used to make the sample representation and convenient sampling has been used to select the sample unit. Descriptive statistics, correlation analysis, hypothesis testing are carried out to examine the retention intention. The research paper concludes that the employee retention is complex management job and it needs high level commitment. All retention factors have positive impact on retention intention.

Employee Participation and Employee Retention in View of Compensation

This study determines the relationship between types of employee participation (delegative, consultative, worker director, and worker union) on employee retention and the moderation of employee compensation in this relationship. The authors analyzed four types of employee participation, employee retention, and compensation in two major sectors of Pakistan ( n = 1,054): service ( n = 535) and manufacturing ( n = 519). Self-administered questionnaires were distributed to first-line and middle-level employees. After establishing the reliability and validity of the scale, descriptive statistics, correlation, univariate analysis, multiple regression analysis, and independent-sample t test were conducted. All types of employee participation influence employee retention positively in both sectors. Employee compensation moderated the relationship between types of employee participation and employee retention. Delegative participation had a stronger influence on retention as compared with other types in both sectors. This is the first quantitative study to examine the influence of compensation on the relationship between direct and indirect types of employee participation on employee retention in six industries (Cement, Pharmaceutical, Food and Beverages, Health Care, Banking, and Higher Education) of Pakistan. The authors extend previous research studies by using comparative analysis tools to generalize the results in South Asian organizations.

A Study on Factors Influencing Employee Retention in Higher Educational Institution

A Study on Factors Influencing Employee Retention in Higher Educational Institution

The Influence of Leadership on Employee Retention in Tanzania Commercial Banks

Leadership is one of important aspects in any form of activity that involves people. Leadership may make employees either stay or leave the organisation hence it becomes one of factors that influence employee retention. Organisations spend and invest a lot in their employees and this starts from recruitment and selection, training and development, compensation and other Human Resource Management functions. This entails that letting an employee leave your organisation is a costly decision one can ever make. Various studies done in Tanzania have been investigating employee retention by associating it with other factors such as salaries, working hours, training and development, working environment and promotion among others. This study examined the link between leadership and employee retention. The study used Akiba Commercial Bank (Buguruni Branch) and Tanzania Postal Bank (Morogoro Branch) as the study cases and data were collected using questionnaires. Linear regression analysis was employed to examine the relationship between the variables. It was found that there is significant linear relationship between leadership and employee retention in Tanzania commercial banks. The study recommends provision of training to bank managers and supervisors on leadership skills since managing and leading go hand in hand. It further reminds managers and supervisors to seek for feedback from their subordinates on how they perceive leadership styles used in respective banks and make improvements before the employees decide to leave.

Investigating the main factors that influence employee retention at private universities in Kurdistan

Investigating the main factors that influence employee retention at private universities in Kurdistan

Study on factors influencing employee retention in companies

Study on factors influencing employee retention in companies

Study on factors influencing employee retention in companies

Employee retention refers to the ability of the organisation to retain its employees. Great businesses value dedicated workers and know how to retain them. An organisation spends huge amount of money on hiring people and training them still every year many businesses suffer from a huge loss of talent. The paper includes a survey in which 220 employees are questioned on job satisfaction. The sample includes randomly selected employees from different companies located in Delhi/NCR. The study concluded that almost all the employees felt that the company is not doing enough to retain them and they have plans to change the job if it continues. There are many ways a company suffers because of employees. The paper presents potential reasons that may compel an employee to leave a job and also the strategies that can help organisation retain its top performers.

INFLUENCE OF RECRUITMENT AND SELECTION CRITERIA ON EMPLOYEE RETENTION IN THE INSURANCE INDUSTRY IN KENYA

Purpose: The important of employee retention cannot be overlooked since it has a direct implication on the overall performance and image of an organization. The purpose of this study was to explore the influence of recruitment and selection criteria on employee retention in the insurance industry in Kenya. The general objective of the study was to assess the influence of recruitment and selection criteria on employee retention. The independent variables under study were the catchment area, job specifications, employment incentives and individual attributes. The dependent variable was employee retention.
 Methodology: The study adopted a descriptive research design. The target population consisted of 392 employees from the insurance industry in Kenya. Stratified random sampling was used to select a representative sample population of 194 respondents. The questionnaires attracted a response rate of 61%. The data collected from the questionnaires was analysed using descriptive and inferential statistics. Means as a measure of central tendency and standard deviations to measure dispersion were computed with the aid of the statistical Package for Social Sciences (SPSS) Version 22. The outcome from the quantitative analysis was presented in form of tables and graphs. Content analysis was undertaken on the qualitative data and the outcome presented in continuous prose. In performing the quantitative analysis, the descriptive statistics were captured using frequencies and percentages. Inferential statistics were used to establish the relationship between the independent and dependent variables through a multiple linear regression model. Analysis of Variance was used to establish the level of significance of the independent variables on the dependent variable. A normality test confirmed that the data was normally distributed.
 Results: The study established that the catchment area, job specifications, employment incentives and individual attributes were all critical factors in influencing employee retention. The catchment area was found to contribute most to employee retention when internal candidates were selected for employment as priority as this was linked to career advancement. Individual attributes were found to have an insignificant positive effect on employee retention ratings.
 Policy recommendation: The study recommended the need for less significant job specifications to be considered alongside the critical qualifications in an effort to attract and retain younger employees, and increased use of job referrals to source and recruit new employees. The study further recommended that employers should aim to make jobs more attractive to candidates by varying the financial and non-financial incentives.

A Configurational Approach to Identification and Employee Retention after an Acquisition Event

Retaining employees is a critical predictor of success or failure in many post- acquisition integration projects. Social identification strongly affects employees’ intentions to remain with or leave a firm after an acquisition. In the last years, a strong understanding developed that specifically identification with the organization affects an employee’s intention to leave or to stay within the new organization. This article suggests that organizational identification alone is not sufficient to bring employees to stay. We employ a social identity perspective to exploratively study combinations of conditions that need to be in place alongside organizational identification for employees to develop a strong intention to leave or to stay after an acquisition. Building on a mixed method approach combining fuzzy-set methodology (fsQCA) with qualitative data, our analysis shows a nuanced picture of how multi-focus identification patterns influence employee retention. The paper highlights the configurations of conditions that need to be present for identification to transfer into behavior and shows that the combinations that lead to strong commitment to stay are substantially different from those that lead to strong intention to leave. Based on these insights, we advance theory on contingency conditions for the identification-retention relationship from a social identity perspective.

Study on Factors Influencing Employee Retention among the Employee of Fashion Institutes in Mumbai

<div><p><em>Fashion Designing colleges experienced faculty/staff are always in demand. It becomes difficult for the colleges to retain their experienced staff. This study was conducted to know the impact of the various policies like Training and Appraisal Policy, Reward policy etc. on employees’ retention. Specific objectives of the study cover the measurement of employee’s satisfaction with respect to the Training and Appraisal systems prevalent in the organization and how it impacts retention of employees.<strong></strong></em></p><p><em>The study population was from various fashion institutes of Mumbai. </em><em></em></p><p><em>The study reveals that the staff performance is greatly affected by the Training and Appraisal system, Reward system and career growth opportunities in the Fashion designing colleges. Researcher recommends improving all these policies in order to increase the overall satisfaction of employees which in turn will lead to increased employee retention.</em></p></div>

Factors Influencing Employees? Retention in the Banking Industry of Ghana

It cost organizations twice to engage the services of new workers than to maintain the existing ones. The study looked at the factors influencing employees’ retention by selecting eight factors after a comprehensive literature review and their significance in terms of helping banks in Ghana to retain their existing employees. The researchers adopted convenience sampling because of confidentiality and the busy nature of employees who work in banks to obtain the one hundred and six (106) employees for the study. The appropriate data collection instrument used was mainly questionnaires. The results of the Probit regression model adopted for the study based on the eight selected factors showed that employees retention in the banking industry of Ghana depends on how banks design and implement their compensation and reward systems to meet employees expectation, how they are able to deal with issues regarding work life balance, build good image and create favorable working environment, provide permanent jobs, ensure that the values and beliefs of these banks are aligned with that of their employees, ability of banks to ensure fairness in the management of their staff and encouraging managers and supervisors to develop good relations with subordinates. Based on the limitation of the research in terms of its scope, the study recommends for future research on how employee demographic characteristics influence employee retention in the Ghana’s banking industry.

The relationship between perceived training and development and employee retention: the mediating role of work attitudes

This paper considers how utilizing a model of job-related affect can be used to explain the processes through which perceived training and development influence employee retention. We applied Russell’s model of core affect to categorize four different forms of work attitude, and positioned these as mediators of the relationship between perceived training and development and intention to stay. Using data from 1191 employees across seven organizations, multilevel analyses found that job satisfaction, employee engagement and change-related anxiety were significantly associated with intention to stay, and fully mediated the relationship between perceived training and development and intention to stay. Contrary to our hypotheses, emotional exhaustion was not significantly associated with intention to stay nor acted as a mediator when the other attitudes were included. These findings show the usefulness of Russell’s model of core affect in explaining the link between training and development and employee retention. Moreover, the findings collectively suggest that studies examining employee retention should include a wider range of work attitudes that highlight pleasant forms of affect.