Retention Of Human Resources Research Articles

Retention of Human Resources for Health in the Decentralised Health System in Tanzania: Does Training matter?

Retention of Human Resources for Health in the Decentralised Health System in Tanzania: Does Training matter?

Employee incentives, job performance and career loyalty: Basis for strategic human resource retention framework

Employee incentives, job performance and career loyalty: Basis for strategic human resource retention framework

TALENT MANAGEMENT IN FACING THE DEMAND OF ENVIRONMENTAL CHANGES: A STUDY IN GALUH UNIVERSITY

Environmental and technological changes are unavoidable for organizations, thereby making survival dependent on the ability to adapt to the demands of these changes. This signifies a critical weakness for Galuh University, as the current lack of optimal talent management leads to a deficit in skills. Talent management has not been integrated with operational personnel activities in the procurement, placement, development, and retention of human resources (HR) resulting in inadequate skills among lecturers and education staff. Therefore, this study aims to elucidate talent management performed by Galuh University in response to environmental changes. A qualitative method was used in analyzing the actual condition of the university. Participants constituted top management of Galuh University who provided information about talent attraction, development, and retention. The results signified that talent management at Galuh University lacked proper planning, and no talent pool was available. Failure to keep pace with these changes threatens the university’s survival. HR should be optimized to anticipate environmental changes. Highly skilled personnel serve as an essential potential for organization capable of coping with environmental changes. Consequently, Galuh University is expected to execute talent management optimally.

Effect of Employee Retention on Organizational Performance in Selected Manufacturing Companies in Calabar, Cross River State, Nigeria

Increasing competitiveness has influenced the retention of knowledge-based human resources in manufacturing firms for sustainable performance in a changing business environment. This study examined effective work environments, compensation and benefits, and training and development. The study was guided by research questions, hypotheses, and Job-Embeddedness Theory. A cross-sectional research design was used for data collection with a sample size 329 staff. A content validity on the instrument was carried out and reliability was through the use of Cronbach Alpha. The study adopted the linearity and multicollinearity tests to ascertain data accuracy, while correlational analysis was used to test the hypotheses at 0.01 level of significance. Findings revealed that an effective work environment relates to organizational performance (r =.354 (35.4%), n= 322, p>0.05). The second hypothesis shows compensation and benefit relates to organizational performance (r =.577 (57.7%), n= 322, p>0.05). The findings on the third hypothesis reveal that training and development relate to organizational performance (r =.743 (74.3%), n= 322, p>0.05). The study concludes that improved organizational performance significantly depends on HR policies and practices to retain the workforce in a volatile and knowledge-driven environment. The study recommends among other things that management should review the policy framework of the firms to ensure that the work environment appeals to the confidence of the employees and encourages teamwork and collaboration.

Phenomenological Analysis of Factors that Affect the Increase in the Willingness to Reengage Volunteer Rescuers and Saviors of the Red Crescent Society of the Islamic Republic of Iran.

The present study aimed to analyze the factors that influence the increase in the desire to re-engage volunteer rescuers and saviors of the Red Crescent Society of the Islamic Republic of Iran. This qualitative descriptive phenomenological study involved the participation of volunteers who had not volunteered in the Iranian Red Crescent Society (IRCS) for at least one year but expressed a willingness to be re-engaged. The semi-structured in-depth interview process and data collection continued until the theoretical saturation stage was reached. The collected data was analyzed using the interpretive approach and the 7-step Claesian method. The results show that several factors influence the increase in the desire to reengage volunteer rescuers and members of IRCS. These factors were categorized into 136 codes, 63 main codes, 20 clusters, 7 classes, and 3 themes, namely "organizational support and understanding," "work characteristics," and "organizational credibility." The results of the study indicate that each of the identified factors plays a significant role in the dynamics of the re-engagement process for rescuers and volunteer rescuers within the IRCS. The experiences of volunteer rescuers and members can be utilized to enhance the recruitment and retention of volunteer human resources within the IRCS.

Explaining the Structural Model of Factors Influencing the Retention and Maintenance of Human Capital Based on Organizational Productivity

Objective: An organization demands its employees to possess the maximum potential benefits and expects them to meet organizational needs. Therefore, in a new perspective, the creation of an appropriate environment for the retention and maintenance of human capital and its connection to increased organizational productivity has been introduced as an important step towards the realization and achievement of objectives, including organizational productivity. The aim of this paper is to explain the structural model of factors effective in retaining and maintaining human capital based on organizational productivity in the National Iranian Oil Company. Methodology: The research method was descriptive-survey, and the statistical population consisted of senior managers and deputies in the human resources domain from the National Iranian Oil Company in headquarters and field staff (582 individuals), of whom 235 were selected as the sample using Cochran's formula. Interviews and questionnaires were used as data collection tools, validated through content and construct validity, and reliability was established using Cronbach's alpha coefficient. For data analysis, statistical methods and tests such as Pearson correlation coefficient, single variable t-test, Kolmogorov-Smirnov test, exploratory and confirmatory factor analysis were used, employing SPSS and LISREL software. Findings: The results indicate that the investigation into creating an appropriate environment for retaining and maintaining human capital and increasing organizational productivity involves individual factors, organizational factors, and group factors, each including components that significantly impact the productivity of the organization at the National Iranian Oil Company. The research also showed that retaining and maintaining human capital is key to improving and increasing organizational productivity, with the most influential components on productivity in the National Iranian Oil Company being organizational factors—performance management (efficiency and effectiveness) with an impact of 0.85, merit selection with an impact of 0.83, intellectual capital smartization with an impact of 0.80, talent management with an impact of 0.80, and individual factors—ability and knowledge with an impact of 0.79. Conclusion: A comprehensive human resource retention program can play a vital role both in attracting and retaining key employees and in financial turnover and other human resource costs. These factors significantly aid organizational productivity and overall business performance. It is far more efficient to retain a competent employee than to hire, train, and guide a replacement with similar capabilities.

Exodus of Lebanese doctors in times of crisis: a qualitative study.

Since 2019, Lebanon is experiencing an unprecedented exodus of doctors, seriously threatening the national health system, which is expected to continue without quick and effective solutions. Therefore, this study aimed to understand the factors that push Lebanese doctors to migrate and the factors that retain others in the country. Additionally, this study aims to propose solutions to preserve an adequate supply of medical care amidst the crisis. Qualitative semi-structured interviews and focus group discussions were conducted using pre-developed guides. Purposive and snowball sampling was adopted to recruit physicians who emigrated and physicians staying in Lebanon. Transcripts of interviews and focus groups were coded using Dedoose software and analyzed through a combination of inductive and deductive approaches. Emigration was found to be the result of numerous interconnected factors. The main drivers for emigration were declining income, career problems, reduced quality of care, unhealthy work environment, and the deteriorated political and socio-economic contexts leading to instability and insecurity. As for the retention factors, they included affective attachment and sense of belonging to the professional environment and the country, followed by recognition and valorization at work. Several recommendations were developed to maintain quality of care delivery, including reforms of the health system, development of focused human resource retention strategies based on resource mapping evidence, negotiations with recruiting institutions to endorse the code ethics ending unethical practices draining countries' human resources, provision of financial incentives to doctors, and the recognition and valorization of physicians. Other rapid interventions were suggested, such as short-term medical missions to mitigate shortages in certain specialties, telemedicine, adaptation of recruitment processes to compensate for resources shortages in certain specialties, and adoption of task-shifting approaches to alleviate the workload on overburdened specialists. The findings of this study shed the light on the different factors influencing migration while framing them in the Lebanese context. These findings and recommendations should inform stakeholders and policy makers about the interventions needed to restore the quality of care. The feasibility and sustainability of most formulated recommendations depend on several factors, with political and socio-economic security and stability being the most crucial ones.

Employee Satisfaction and Retention in Kenyan Public Universities

Retention of human resources is vital in companies and institutions whose financial sustainability and survival in a competitive environment are dependent on scarce human and specialist capabilities. The employee is the most important resource because of how much they contribute to the performance and success of the company. When talented employees leave an organization, they leave a hole that can be expensive to fill and difficult to manage, which undermines institutional performance. The research design used in the study was ex post facto. 430 non-teaching employees from 4 public Universities were chosen for the study using simple random sampling. A questionnaire with closed-ended (Likert type scale 1–5) items was used to gather the data. With the aid of descriptive statistics, the data was analyzed. According to the study's findings, more satisfied employees would have little intentions to quit.

Human Resource Management Practices as Determinants of Organizational Performance

Human capital being unique and inimitable is a source of competitive advantage for organizations. Literature suggests that effective and well-established human resource management (HRM) practices help in better retention and utilization of human resources, thereby resulting in the improvement of the organizational performance overall. Most studies have examined the linkage between HRM practices and organizational performance in large organizations. Not much research is available on the effect of HR practices on the performance of small and medium enterprises (SMEs). Coimbatore is an entrepreneurial hub, its industrial ecosystem dominated by SMEs, therefore, there is a need to explore the HR practices in the SMEs of Coimbatore. This study evaluates the relationship among HR practices and organizational performance of SMEs in Coimbatore. Data was collected from 200 SMEs that were members of the Coimbatore District Small Scale Industries Association (CODISSIA). It was found that HRM practices had a significant positive effect on organizational performance.

Improving university competitiveness and quality education through Human Resource Development in the digital era

In its quest for quality education, Higher Education Institutions (HEI) ascribed to the UN's SDG 4 Quality Education in ensuring that inclusive and equitable quality education will promote lifelong learning and opportunities for all. The critical role of Higher Education Institutions (HEIs) in building teaching skills, fostering knowledge, and engagement with society are significant factors in developing its human resources, particularly, the faculty. The benefits and challenges brought about by Industry 4.0 drive the universities to integrate quality education into their mission of promoting positive change, lifelong learning, and competitiveness. The study utilized qualitative and descriptive design to probe the variabilities and similarities of Human Resource Development strategies, quality education initiatives, and university competitiveness of HEIs in Bandung and Manila. Thematic analysis was carried out to produce more conclusive results. The researchers applied a data condensation process to form a perceived relevant category and a theme was created based on strategies and competitiveness. The significant result shows a deficit in the strategy to target specific faculty KSAs in the personal development in-service programs instituted by the HEIs in Manila. Remarkable are the many organizational strategies employed by both cities that yields quality education indicator (management) particularly the essential role of the HEI in instituting policies for faculty’s wholistic development. Results on competitiveness denote compliance to most functional capacities of both cities as a valuable means of mobility as the education workers meet the demands of their job. Moreover, the strong partnership with local and international agencies solidifies various developmental programs and the social relevance of the university. The study recommends further study on the impact of the educational global ranking system in the retention of human resources and employment of graduates.

Human resource retention strategies to reduce swim instructor turnover intention

ABSTRACT Research question Leisure organisations’ most valued staff are often the most likely to leave. Leisure employees (e.g. swim instructors) are resources essential to organisational performance requiring proactive strategies by managers and human resource departments to retain talented individuals. The association between job satisfaction and turnover intention is well supported in the literature. The study aimed to identify and explain the current turnover intention of Victorian, Australia swim instructors. Methods Using a modified version of Roodt’s Turnover Intention Theory, this study utilised semi-structured interviews with current swim instructors (n = 42; 62% female, 38% male). A deductive content analysis assisted to explain the turnover intention of current swim instructors. Results Younger swim instructors (i.e. 18–28 years old) presented a high turnover intention. Older swim instructors (i.e. 45+ years old) presented a low turnover intention. Implications Managers of swim schools should contemplate implementing retention strategies to reduce the turnover intention of younger swim instructors and consider the benefits of having a workforce containing older swim instructors. Supporting the industry to manage turnover intention might support in improving ineffective pedagogy and teaching, enable more individuals to participate in swimming lessons, and improve drowning outcomes.

Validation of the Model of Recruitment, Maintenance and Organization of Human Resources of North Khorasan Education

The aim of the current research was to validate the model of factors affecting the recruitment, retention and organization of human resources for education and training in North Khorasan. The current research is of the correlation type using structural equation modeling. The research community included all administrative employees of education in North Khorasan who were working in the period of 1402-1401. Therefore, Cochran's formula was used to estimate the sample size, and considering a 20% drop, the sample size was 320 people. The sampling method used in this study was stratified random sampling. To check the construct validity of the proposed model, first- and second-order confirmatory factor analysis was used with AMOS24 software, and to check the paradigm model of the research, the structural equation approach based on the partial least squares method was used with PLS-3 software, and the regression coefficients of direct effects for all paths The model was reported. Based on the findings, the standard factor loading for each of the main and sub-categories of each of the factors of the paradigm model of attracting, maintaining and organizing the human resources of education and training was more than 0.3 and approved. Convergent validity and divergent validity of the scales of the proposed model were also suitable. Also, the general fit of the model was confirmed and the sum of the structural model and the measurement model had good quality in explaining the research variables. Therefore, using the model obtained in the current research to carry out the successful process of attracting, maintaining and organizing human resources for successful education and training will be an effective method that has high credibility.

Workers’ retention factors: a study on plant workers among small manufacturing firms

Human assets play a very important in the survival of small firms. There are prominent studies from developed and developing countries exploring the human resource practices among small firms. From the perspective of Resource Based View, human resources are regarded as potential assets that are indispensable for sustainability of all firms. Studies concentrating on human resource practices from small and large firms’ perspectives are abundant. Still there are fewer studies which view the importance and factors for fostering workers retention from the purview of plant workers of small firms in developing countries. The objective of the study is to explore workers retention factors among plant workers and whether it differs significantly sector wise. The study confirms that human resource retention factors are important for retaining plant workers among small manufacturing firms. The findings also proves that there is significant differences in workers’ retention factors with respect to demographic characteristics of workers. The study underlines that small manufacturing firms are relatively less conscious to retain workers in the plant thus leading to their instability.

Satisfaction with Human Resource Management Practices and Job Performance of Academic Staff in Public Universities in Uganda: A Case of Kyambogo University

The quality of job performance of employees, regardless of context, cannot be any better than the quality of Human Resource Management Practices (HRMPs) at the place of work. This cross-sectional survey study provides insights regarding the relationship between satisfaction with HRMPs and the job performance of academic staff in public universities in Uganda. The study comprised a sample of 198 from a population of 406 full-time academic staff of Kyambogo University. Data was collected using a questionnaire and analysed using SPSS for descriptive analysis and SmartPLS for Structural Equation Modelling (SEM). Descriptive results showed that teaching performance was high while research and publication and community service performance were moderate. The results revealed that satisfaction with placement, development, engagement and talent retention HRMPs was moderate while satisfaction with human resource (HR) recruitment was slightly high. Overall, job performance was high while satisfaction with HRMPs was moderate. SEM revealed that while HR recruitment practices and placement had a positive significant influence on job performance, the influence of HR development, retention and engagement practices was insignificant. It was concluded that high and moderate satisfaction of academic staff with HR recruitment and placement, respectively, is imperative for their job performance. However, moderate satisfaction with HR development, engagement and talent retention practices impedes job performance of academic staff. This study recommended that university managers should ensure that HR recruitment and placement practices implemented provide satisfaction to academic staff. University managers should also ensure that satisfying HR development, engagement and talent retention are designed and implemented.

Modeling the Problems of the System of Recruitment, Retention and Training of Human Resources

Modeling the Problems of the System of Recruitment, Retention and Training of Human Resources

Literature Review on Human Resource Churning—Theoretical Framework, Costs and Proposed Solutions

As a result of the complexity and multiplicity of definitions of the concept of human resource churning, to guide this entire research, the cost resulting from replacements was taken as a premise. Although churning is related to turnover, there are differences, turnover has as its focus the turnover of workers and churning is also related to the same approach, but this concept has as its focus the costs associated with the replacements of workers derived from voluntary departures, i.e., churning is only related to the costs of hiring from replacements. Despite the complexity and multiplicity of definitions of the concept of churning, to guide the present research, we chose to adopt as our premise the costs resulting from the voluntary exits of workers, that is, the relationship between resulting costs associated with employee substitutions. The present investigation intended to identify the causes of churning through the identification of its main dimensions. This theoretical research resorted to the following methodology: a literature review and an empirical study review that approached the subject of the churning of human resources. The resulting outcome enabled us to identify how these dimensions had an influence on the management of human resources regarding the mitigation of the occurrence of churning and the application of strategic measures to retain workers. In this regard, we have identified as main dimensions the work environment; leadership; recognition; schedule flexibility; wage; career progression, responsibility, and retention of human resources.

Predictors of staff retention satisfaction: The role of the psychological contract and job satisfaction

Higher education institutions in South Africa are experiencing alarmingly high levels of staff turnover and struggling to retain their valuable employees. This study explored whether the psychological contract significantly predicted employees' satisfaction with human resource retention practices within the higher education sector. A total of 493 employees of a large South African higher education institution were participants (black Africans = 48%, female = 63%; mean years of service longer than 15 years = 35%). Results from regression analysis revealed psychological contract factors of employer obligations, employee obligations, job satisfaction, and state of the psychological contract to be associated with employee retention factors of compensation, job characteristics, training and development opportunities, supervisor support, career opportunities, and work-life balance. Furthermore, black African, females, employed as academic personnel, and those with shorter tenure were significantly more satisfied with their psychological contracts and the organisation's retention practices, than the other employees. These findings are consistent with the social exchange theory proposition on the importance of the psychological contract in the retention of key employees through employee retention satisfaction practices.

Creative abilities and digital competencies to transitioning to Business 4.0

The article aims to define the role of human resources in the transition to Business 4.0 and identify the requirements for HRM (Human Resources Management) for this role’s performance. This paper determines the targeted set of characteristics of human resources (distinct traits, skills, and competencies) necessary for the transition to Business 4.0. The critical role of human resources in the changes to Business 4.0 and the conditions and requirements for HRM for this role’s performance are substantiated. As a result, it is demonstrated that the value of human resources in the transition to Business 4.0 is high. This allowed us to reconsider their role from the service-like process to active participation in the creative process using digital competencies. These results necessitate an innovative approach to HRM during the transition to Business 4.0, which presupposes the preservation (retention) of human resources as carriers of unique and valuable abilities, competencies, and skills.

Human resource retention in sport: The impact of self-reflective job titles on job burnout and security

ABSTRACT Research Question Despite some management practices that have been identified in the field of human resource retention (HRR) in sport, little is known about the individual practices, especially selecting self-reflective job titles (S-RJTs), and their impact on HRR reflectors. To fill this gap, this study presents retention guidelines by considering the effect of S-RJTs on job burnout and security, through the use of a HRR framework. Research Methods Using a quasi-experimental design, one hundred eighty paid sport staff (school sport team coaches, public fitness trainers, local sport team coaches, and recreational department employees) working in the sport organizations located at remote areas were randomly assigned to experiment (n = 92) and control (n = 88) groups. The participants were asked to respond to the job burnout and job security questionnaires in Time 1 (at the beginning of the study) and Time 2 (five weeks later). Results and Findings Results indicated that those professional paid sport staff creating S-RJTs reported less emotional exhaustion and more feelings of job security and continuity over a five-week period, whilst depersonalization and reduced personal accomplishment did not change. Implications Referring to individual manipulation, S-RJTs can thus be considered as an effective instrument of HRR in sport, but there may be different types of S-RJTs, which need to be triangulated with the nature of the job title, the mission of the organization, and a person's personality.

COVID-19 crisis overshadowing the health workforces’ rights and resilience: a systematic review

Purpose In the time of the COVID-19 crisis, many physical, psychological and spiritual difficulties are imposed on the front line staff and overshadow their rights, resilience and retention. In addition, the loss of this important organizational resource imposes huge costs on the system. The purpose of this study is systemic review of the influential factors, policies and strategies applied to defend the rights of health-care staff and improve the resilience and retention of health system human resources in the COVID-19 crisis. Design/methodology/approach This systematic review was conducted in 2021. Data were collected by keyword search in Google Scholar, PubMed, Scopus, Web of Science, Science Direct, Magiran, SID and Irandoc databases until December 2021. In addition, the quality of the studies was evaluated by three experts using the Strobe checklist. The analysis used in this study to categorize the results was thematic analysis. Findings Factors that cause tension and injustice to employees and also strategies to overcome it and increase their resilience were classified into general categories according to their nature. Factors included factors related to safety, economic and financial, staff characteristics, crisis management characteristics, organizational climate and working conditions. Existing strategies also fall into four categories of physical, psychological and spiritual health promotion strategies; organizational climate and work environment; education and empowerment and economic and financial. Originality/value This study is a systematic review of the factors that affect the health workforce rights and resilience of health-care personnel during the COVID-19 crisis. On the other hand, the policies and strategies used in different countries to overcome the difficulties and increase the resilience and retention of health workers have been summarized and can be used in other crises.