Employee Retention Research Articles

Career development programs and employee retention: Insights from the Ministry of Works in Tanzania

This study examined the relationship between career development initiatives and employee retention at the Ministry of Works in Tanzania. The study was guided by equity theory, which was founded on the assumption that employees tend to remain with their organisation when they are perceived to be treated equally. Cronbach's Alpha coefficient was used to assess the variable’s reliability. A cross-sectional design was employed to collect quantitative and qualitative data from survey questionnaires and interviews. Quantitative data were analysed using descriptive and inferential statistics, while qualitative data were analysed through content analysis. The study found that employee retention at the Ministry of Work is high. In addition, the study findings revealed significant positive effects of career development programs on retention, including education opportunities (coef. = 1.884, p = 0.016), fair career development opportunities (coef. = 1.2122, p = 0.001), and involvement in innovation and creativity (coef. = 1.5216, p = 0.000). Similarly, qualitative findings indicated that career development programs, including educational opportunities, career autonomy, and recognition practices such as awards and promotions, significantly enhance employee retention. The study contributes to existing knowledge by demonstrating that well-structured career development programs significantly enhance employee retention. It is recommended that organizations invest in training, career autonomy, and innovation opportunities to further improve retention rates and reduce turnover.

Corporate social responsibility and employee retention: an impact assessment of innovative leadership

Purpose This research aims to investigate the influence of corporate social responsibility (CSR) on employee retention among banking employees in Pakistan, along with the moderating effect of innovative leadership on the relationship between CSR and employee retention. Design/methodology/approach The nature of this study is quantitative, where structured questionnaires were used to collect the data from 327 employees working in different banks. The sample size was calculated using the Krejice and Morgan model. Data was analysed through SPSS and smart-PLS 4. Findings Results of this study indicate that CSR has a significantly positive relationship with employee retention. Study results also suggest that innovative leadership has a significant positive relationship with employee retention and that innovative leadership moderates the relationship between CSR and employee retention. Research limitations/implications This study is limited to banking employees; therefore, future studies can be extended to other service sectors such as telecom and private educational institutions. This study model can also be tested in other industries as well. Furthermore, longitudinal studies can also be conducted in future. Originality/value This study is different from the previously available studies based on the following grounds. Firstly, this tests the relationship of CSR and employee retention through stakeholder and social exchange theories on a micro-level perspective of CSR. Secondly, the role of innovative readership as a moderator has not yet been explored in the existing studies, whereas this study is enriching the literature on this topic.

Profit sharing in practice: its prevalence and influence on job satisfaction controlling for workplace amenities

ABSTRACT This paper explores the relationship between profit sharing and employee engagement using new data from a large-scale PayScale survey from 2020 to 2023. First, I document new em- pirical patterns: although profit sharing respondents are only 4% of the sample, it is more prevalent in technical and managerial occupations, industries like manufacturing and con- struction, and higher income workers. Second, using variation within the same occupation and industry, controlling for a wide array of demographics and workplace amenities, I find that profit sharing is associated with increases in job satisfaction and declines in turnover. Incentive effects account for 16% of the overall impact. These results underscore the signifi- cance of non-pecuniary benefits in shaping corporate culture and employee retention.

Can the Original Use of an Employee Handbook Inform Present Day and Future Employee Relations?

Can the Original Use of an Employee Handbook Inform Present Day and Future Employee Relations?

Sustainable HR Practices and Employee Retention: The Impact of Social Capital in Pakistan’s Banking Sector

Study experts constitute the active concerns pertaining to human resource management draw as well as conserving talent are rooted in developing and growing the involvement of employees and sustainably leading and organizing the teams within the organization. The motive regarding this research document is to analyze the consequences of managing human resources sustainability upon the loyalty of employees and retaining them in the organization as well as how they share values within the group setting that is social capital. The insights were gathered from the online survey of banking employees in Pakistan. Data was processed by using the PLS-SEM technique. Our findings highlight that social sustainability initiatives significantly enhance the perceived social capital among employees. Importantly, this enhanced social capital subsequently leads to increased levels of employee loyalty and greater retention rates. These results underscore the importance of fostering a socially sustainable workplace environment, not only for its direct benefits but also for its indirect influence through bolstering social connections among employees. This research contributes to the understanding of how organizational efforts toward social sustainability can effectively strengthen employee retention and loyalty, offering practical insights for managers and policymakers seeking to enhance organizational outcomes through sustainable practices. This methodology not only benefits workforce morale besides retention but also makes a contribution positively to the organization's operations and societal impact. In essence, effective management of social sustainability actions can lead to a win-win situation where both organizational outcomes and societal benefits are maximized. This strategy not only benefits worker's morale as well as retention but also makes a contribution positively to the organization's functions and societal impact.

Exploring employee’s perception of line manager’s leadership style and its impact on employee retention: A qualitative investigation

Exploring employee’s perception of line manager’s leadership style and its impact on employee retention: A qualitative investigation

A Study on Impact of Work-Life Balance on Employee Retention in IT Companies

This study investigates the impact of work-life balance on employee retention in the IT sector, focusing on key demographic data, stress, and job satisfaction among employees. Data was collected from 100 employees through a structured survey. Descriptive statistics, correlation, and ANOVA were used to analyze the influence of worklife balance factors on retention rates. Results indicate a significant correlation between flexible work policies, organizational support, and employee retention. Key findings highlight that initiatives like childcare support, paid time off, and wellness programs play a crucial role in improving job satisfaction and reducing turnover

Impact of Succession Planning on Organizational Performance

This research delves deeper into how succession planning contributes to an organization’s long-term success by ensuring a steady pipeline of capable leaders, fostering a culture of continuous talent development, and retaining valuable employees. By establishing clear pathways for leadership continuity, organizations can reduce disruptions during transitions, thereby maintaining operational stability. Furthermore, talent development through succession planning allows employees to acquire essential skills and competencies, enhancing their readiness to take on future leadership roles. Employee retention also plays a critical role, as well-supported succession planning tends to increase job satisfaction, loyalty, and motivation among employees. The data gathered through the structured questionnaire provides a comprehensive overview of these factors, illustrating the essential link between succession planning and organizational performance. This study, therefore, highlights that by investing in succession planning, organizations can not only secure their leadership future but also create a positive work environment that drives superior organizational outcomes.

The Effect of Remote Work on Talent Management and Employee Retention in the IT Sector in Bangalore During Covid-19

This study seeks to examine the effect of adopting remote work in the period of “COVID-19 on the talent management and employee retention of IT firms in Bangalore”. Given the shift towards remote work, there was a new set of issues when it comes to human capital management and employee retention. This paper also focuses on how approved remote working policies such as flexible working arrangements, communication technology and performance appraisal systems; combined with talent management initiatives; impacted the rate of attrition among employees at this period of volatility. Exclusively survey research method for the study and data was gathered using a structured questionnaire administered only on the IT professionals in Bangalore. Analytical utilization of SPSS was employed in order to assess correlations between employment of remote work policies as well as Talent management strategies and Employee retention rates. As the result, it indicates that organization with proper remote work policies experienced considerably positive effect on retaining the employees by focusing their needs on flexibility and work-life balance. Moreover, other talent management methods, like virtual training, performance management, and engagement activities became important contributors to the workforce satisfaction. Although both practices were important, it was identified that remote work policies had a slightly more significant impact on retention. This evidence implies that organisations that have put into practice remote working policies and adjusted their talent management practices were able to retain their workforce. This research will be relevant for understanding the best practices and prospects for retaining employees in the IT businesses in Bangalore as well as other global organizations functioning within the new format of work. Considering ongoing changes that are taking place as organisations transition to and establish post-pandemic working environments, these insights can help organisations understand how to effectively manage their people and organise remote work to retain and enhance employees’ commitment and satisfaction.

Impact of human resource practice on work engagement and turnover intention in information technology companies

Orientation: The information technology (IT) sector, a global economic driver, faces high employee turnover because of low work engagement. This study examines the relationship between human resource management (HRM) practices and their impact on work engagement and turnover intention (TI) in IT companies.Research purpose: The primary purpose of this research article is to investigate how HRM practices influence employee work engagement and TI in the IT sector.Motivation for the study: This study is motivated by the need to address this critical issue by exploring the role of HRM practices in shaping employee engagement and TI.Research approach/design and method: The research data came from 10 IT organisations in Pune IT parks. Non-probability convenience sampling was used to collect data. Data were analysed using Structural Equation Modelling (SEM), Statistical Package for Social Science (SPSS) and Moment Structure Analysis to evaluate the hypotheses.Main findings: The study found that HRM practices such as effective communication (EC), training satisfaction (TS), performance appraisal satisfaction (PAS), pay satisfaction (PS) and opportunities for development (OFD) positively influence work engagement among IT employees. Addressing these HRM practices can enhance employee retention and engagement in the IT sector.Practical/managerial implications: Implementing these strategies can lead to a more committed and productive workforce, improving overall organisational performance and retention.Contribution/value-add: This research offers actionable recommendations for IT companies to improve employee retention and engagement, filling a gap in existing literature by focussing exclusively on the unique challenges and dynamics of the IT industry.

Strategies for Enhancing Employee Morale in the Workplace: A Comprehensive Approach

This article examined staff morale and its improvement methods. According to recent research, boosting staff morale boosts productivity, retention, and business culture. Employee rewards, open communication, and real-time feedback were crucial short-term and long-term initiatives. Objectives included career advancement, professional growth, flexible work arrangements, and an inclusive workplace. Many companies struggle to match short-term decisions with long-term objectives and tailor morale-boosting programmes to various employee demands. Morale-boosting approaches were evaluated. The research offered real suggestions for improving staff morale. According to the research study, a friendly workplace, recognition, work-life balance, professional development, diversity and inclusion, and effective leadership boost employee morale. Leadership and targeted recognition programmes were crucial to boosting morale, as these characteristics demonstrated. Organisations encouraged friendly work cultures, individual recognition, work-life balance, professional growth, diversity, and inclusion. These methods boosted morale, productivity, and company culture. Keywords: Employee morale, Organizational success, Productivity, Employee retention, Business Culture.

Predicting Employee Turnover in the Financial Company: A Comparative Study of CatBoost and XGBoost Models

Abstract: Employee turnover is a significant issue for financial institutions, impacting productivity, increasing recruitment costs, and disrupting critical operations. In this project, this study aimed to predict employee turnover using a dataset containing attributes such as employee satisfaction, performance, and tenure. By framing the task as a binary classification problem, this study employed CatBoost and XGBoost, two advanced regression-based algorithms, to develop predictive models. This paper's analysis demonstrated that CatBoost outperformed XGBoost across all evaluation metrics, including MAE, MSE, RMSE, and R, making it the more effective model for predicting turnover in the financial sector. The study highlights key factors contributing to employee attrition, such as job satisfaction, tenure, and promotion opportunities, offering actionable insights for retention strategies. Additionally, by predicting probabilities rather than binary outcomes, this study aims to make more detailed decisions about employee retention. This research provides valuable tools for financial institutions to mitigate the risk of turnover, retain critical talent, and ensure operational continuity.

Factors Affecting Employee Turnover in Local Government Authorities in Tanzania: A Case of Dar es Salaam City Council

This study assessed the factors affecting employee turnover in local government authorities (LGAs) in Dar es Salaam City Council, Tanzania. Specifically, the study sought to ascertain how motivational factors affect employee turnover in the Dar es Salaam City Council, to assess how hygiene factors affect employee turnover in the Dar es Salaam City Council, and to establish mitigation strategies to reduce employee turnover in the Dar es Salaam City Council. A combination of qualitative and quantitative research methods was employed, utilizing a case study design to gain a comprehensive understanding of the phenomena. Primary data were collected through a survey method using a questionnaire and interview guide, involving 129 respondents who were randomly and purposefully selected from the Dar es Salaam City Council. The study was guided by two theoretical frameworks: the Existence, Relatedness, and Growth (ERG) Theory and the Conservation of Resources (COR) Theory. The analysis of the questionnaire data was conducted descriptively using the Statistical Package for Social Science (SPSS), with frequencies and percentages presented in tables, while the interview data were analyzed through content analysis. The findings revealed several factors contributing to employee turnover in LGAs, including low salaries and benefits, poor leadership and supervision, limited opportunities for training and development, delayed promotions and re-categorization, a shortage of working tools and infrastructure, job dissatisfaction, lack of incentives, and late or absent payments and other monetary rewards. In conclusion, the study recommends that the management of LGAs in Tanzania, particularly the Dar es Salaam City Council, develop and implement policies aimed at improving the work environment to enhance employee retention.

Junior Doctor Retention Strategies: Integrating Knowledge Management with Supportive Leadership and Organizational Climate

AbstractThis study aims to evaluate interventions and strategies used to retain junior doctors, with a specific focus on the roles of organizational climate, supportive leadership, and work engagement influenced by effective knowledge management practices. We examine how knowledge management—the systematic process of creating, sharing, using, and managing the knowledge and information of an organization—contributes to creating a favorable organizational climate and supportive leadership strategies. Engaging in a quantitative study with a sample of 950 junior doctors across four Central European countries, we explore the impact of an integrated approach that combines traditional performance-oriented climate models (rational goals model) with knowledge management practices tailored to the unique demands of healthcare settings influenced by current healthcare reforms and bureaucratic systems. Our findings suggest that not only do supportive leadership and a positive organizational climate enhance work engagement among junior doctors, but robust knowledge management practices also play a crucial role in improving retention rates by facilitating continuous learning and effective information sharing. To the best of our knowledge, our research is the first to draw on the synergy between rational goals, organizational climate, supportive leadership, and knowledge management practices to explain the antecedents of junior doctor work engagement and retention. This approach offers new insights into the dynamics of employee retention and underscores fundamental factors influencing junior doctors’ retention, paving the way for a more resilient and thriving healthcare workforce amidst the ongoing turbulence in global healthcare.

Advocacy versus depart: How perceived organizational support influences employee well-being and shapes their intentions

Abstract This study investigates the influence of perceived organizational support (POS) on employees’ intentions to recommend their employer or leave the organization. Based on social exchange theory, it explores how POS affects employee well-being and shapes behaviors such as loyalty and advocacy. An online survey gathered data from 604 French employees across various sectors, analyzing variables like POS, positive and negative well-being, and intentions to leave or recommend the employer. Structural equation modeling was used to examine the relationships among these variables and to test the mediating role of well-being. Results show that POS positively influences employee well-being. High POS is associated with improved positive well-being, which decreases the intention to leave and increases the intention to recommend. Similarly, reduced negative well-being linked to high POS lowers the desire to leave and lessens negative effects on recommendation intentions. The study confirms the mediating role of well-being between POS and employee intentions. The study provides new insights into the impact of POS on employee intentions by highlighting the pathways of positive and negative well-being. For human resource practices, strengthening POS is essential to boost employee retention and encourage positive behaviors, thereby enhancing the organization’s reputation and attractiveness.

The Role of Organizational Culture in Employee Retention in Kosovar Businesses

This research aimed to examine the impact of organizational culture on employee retention, providing insights to enhance long-term engagement and satisfaction. A mixed-methods approach was used, beginning with a comprehensive literature review of organizational culture and employee retention. Surveys were conducted with a representative sample of employees across different sectors in Kosovo. The data were analyzed using regression and correlation techniques to identify quantitative relationships between organizational culture and retention. The findings reveal that organizational culture plays a significant role in employee retention. Specifically, cultures focused on employee well-being, career development, and transparency are positively associated with higher retention rates. Employees are more likely to stay with organizations that align with their values, offer support, and create a transparent working environment. Conversely, toxic cultures marked by negativity and poor leadership are linked to higher turnover. The study underscores the importance of fostering a positive, inclusive culture that prioritizes employee growth. Kosovar businesses should invest in employee development, training, and continuous feedback to build a productive environment that supports retention.

Influence of Employer Branding on Employee Retention in Automobile Industry

Influence of Employer Branding on Employee Retention in Automobile Industry

The Mediating Role of Leader-Member Exchange in the Relationship Between Paternalistic Leadership and Turnover Intention: A Study on Millennial Employees in China

This study investigates the relationship between three-dimensional paternalistic leadership and turnover intentions among millennial employees in China, with a focus on the mediating role of leader-member exchange (LMX). A sample of 241 millennial employees from private enterprises was analyzed using SPSS and PLS techniques. The findings indicate that LMX effectively mediates the influence of three-dimensional paternalistic leadership on turnover intentions. The study's use of single respondent and cross-sectional data may limit the robustness and generalizability of its conclusions. Nevertheless, the results offer valuable insights for management practices and decision-making processes in organizations. This research contributes to the literature by highlighting LMX as a crucial mediator in the relationship between three-dimensional paternalistic leadership and turnover intentions among millennial employees. It underscores the importance of further exploring LMX's mediating role in similar contexts, thereby advancing theoretical understanding and practical applications in leadership and employee retention strategies.

Corporate Social Responsibility Programs and Employee Retention: The Mediating Effects of Employee Trust in Organization

ABSTRACTThis study aims to examine the impact of corporate social responsibility initiatives on employee retention rates in private hospitals in Jordan. Additionally, this study investigates the mediator function of employee trust in private hospitals regarding the relationship between CSR initiatives and employee retention. A stratified sample of 363 personnel from private hospitals in northern Jordan is used, representing four distinct groups: physicians, nurses, technicians, and administrators. The data analysis uses the structural equation modeling (SEM) technique. The results indicate that corporate social responsibility (CSR) measures and trust in private hospitals in Jordan benefit employee retention. Furthermore, the level of trust in hospitals plays a crucial role in mediating the connection between corporate social responsibility (CSR) initiatives and the ability to retain employees. These findings hold promise for the healthcare sector in Jordan, offering potential solutions to the pressing issue of employee retention and the potential to improve patient care quality significantly.

Attitudes and preferences about retention: A survey study of nursing home employees

ObjectiveThere is an anticipated surge in demand for nursing home staff associated with the doubling of Americans aged 65 and older by 2060. Nursing homes face alarming turnover rates, exacerbated by the COVID-19 pandemic. This study explores the attitudes and preferences of nursing home staff toward non-monetary perks to better understand perks’ impact on employee retention. MethodsThis cross-sectional survey study, conducted in a 115-bed nursing home in Pittsburgh area, assessed employee preferences toward non-monetary workplace incentives. Descriptive statistics were used to analyze multiple choice questions and thematic analysis was used to assess open-ended questions. ResultsA total of 59 employees completed the survey. Participants indicated preferences for perks with monetary benefit, such as extra PTO for good work, gift cards, and classes. Thematic analysis revealed preferences for incentives such as equitable treatment. DiscussionThese preliminary findings offer insights on increasing nursing home employee retention using non-monetary incentives.