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This study aims to explore various personnel retention practices and its influence on employees’ retention intention. This mainly focuses on identifying the effective employee retention practices that managers utilize in retaining key people in the organization. This study employed the usage of correlation-quantitative descriptive research method with convenient selection of participants. The primary gathering tool was a modified survey questionnaire. The data obtained from the survey questionnaire were analyzed and interpreted using an interval data measurement scale, specifically a Likert scale ranging from 1 to 5. The study discovered that employee retention practices such as giving financial rewards, coaching and mentoring programs, telling clearly what is expected of employees, personalized voice mails/ messages from management team, fair overtime practices, employee empowerment and engagement, listening well and showing interest to employee’s ideas, and fair employee treatment were noted to have a significant influence on the retention intentions of employees. It was highlighted that the influence of personnel retention strategies to employees’ retention intention was in great extent. The result of Pearson r correlation coefficient shows that there is a statistically significant relationship between these two variables. Consequently, implementing these retention strategies may lead to attaining productivity benchmarks, retaining skilled and productive employees, and fostering the desired behaviors.These strategies should be applied consistently across all employees, regardless of their position, to ensure fair and impartial management practices. It is expected that the results of this study may help managers in taking proactive measures encouraging employee retention.

Drawing on an existing typology, this study used latent transition profile analysis (LTPA) to examine changes in the striving and wellbeing profiles among teachers from their early until mid-career. Five profiles were identified (Sparing, Good health, Ambitious, Burnout and Wornout) among a longitudinal sample of 414 Australian secondary and primary teachers. LTPA showed that 28% of teachers were movers over time. Most movers from maladaptive types underwent a recovery transition to a more adaptive profile by mid-career, although initial Burnout and Wornout profiles were overrepresented among those who subsequently quit teaching. Perceived excessive work demands and supportive leadership were significant covariates: perceived excessive work demands decreased the likelihood of transitioning to Good health or Ambitious profiles; supportive leadership increased the likelihood of transitioning to Ambitious. Profiles were associated with teachers' professional engagement; the Wornout profile exhibited the lowest, and the Ambitious and Good health profiles the highest professional engagement by mid-career. Implications for theory and policy to support teachers' development and wellbeing are discussed.

Employee retention, a strategy towards sustainable development of each enterprise, affects greatly its productivity, quality and efficiency. This paper employs primary data collected from questionnaire, both in online and face-to-face forms, of 390 employees working in high-class accommodation system in Da Nang – Viet Nam. Using quantitative analysis techniques of scale testing, exploratory factor analysis, and multivariable regression analysis, we found that there are 9 major factors having positive effects on employee retention in luxury accommodation business system in Da Nang – Viet Nam. These factors, both material and non-material, include, from higher to lower levels: welfare, salary; manager’s support; corporate social responsibility; recognition and reward; working environment; promotion opportunities; training and development; working conditions.

Strong recognition and rewards are the core pillars of a healthy, dynamic talent management strategy. The world is becoming a culture in which people expect to be rewarded for drawing breath and taking up space, which makes the job of an HR professional or business leader tasked with employee retention a difficult one. Thus, this study was conducted to evaluate the rewards and recognition schemes of selected food manufacturing companies in Central Visayas in the hope of creating a list of rewards and recognition programs best practices helpful to HR practitioners in the industry itself as well as the HRDM instructors in the academe producing HRDM graduates in terms of discussion points and reference material. Moreover, the findings of the study indicated that the majority of the workers in the selected food manufacturing company were males due to the nature of the job, and it is much preferable to have male workers than women in the production department. The average age for the employees is 30 years old. Most of the respondents had graduated from high school, and the majority of them were married at that age. The majority of the respondents are regular employees in their company with a tenure of one to three years. Performance evaluations were conducted quarterly and semi-annually to improve and maintain the efficiency of the employees and to be able to address the needs of those who didn’t meet the standards. The majority of the employees are motivated to go to their job and achieve good performance to be retained in the company to provide for their families. The level of compliance of the companies to the DOLE rewards and recognition was between expanding and consistent.

In today's competitive labor market, firms use employer branding strategies to engage their workforce for better performance. However, the current understanding of the role of employer branding in firm-level performance in the context of developing countries is very limited. This study aims to investigate the importance of employee retention and recruitment efficiency to strengthen the relationship between employer branding and firm-level performance. Data are collected from 316 Azerbaijani firms that are tagged by the Glassdoor and reviewed by former employees. Structural equation modeling is used to test the hypotheses. The results of the study show that employer branding can enhance firm-level performance through employee retention and recruitment efficiency. However, online employee reviews on the Glassdoor do not moderate the connection between employer branding and employee retention. Current employees feel motivated to continue working with those companies which show excellent employer strategies. Furthermore, a firm's strategy to attract the best employee pool improves firm-level performance. It is also concluded that employees working in developing countries do not concern about online reviews on their employer, and prefer to continue working despite contrary thoughts. © Aydan Huseynova, Jana Matošková, Aleš Gregar, 2022, IGA/FaME/2019/008; Univerzita Tomáše Bati ve Zlíně

The amount of people leaving an organization plays a critical role in business success. Higher employee turnover could be serious as they are an essential part of every business. The loss of key people would have significant impacts on organizational and financial development as well as on maturity. The word “Attrition” refers to scaling down of employees in an organization. It occurs because of retirement, resignation or death of the employee. There can be many reasons for an employees to leave an organization like he may be getting higher job position in some other company or he may want to change his profession or he may leave an organization for higher studies, etc. A further contributing factor to turnover is the absence of employees’ confidence in their representatives, which results in a lack of motivation and therefore in low employee retention. From the employee’s side they state that lack of recognition and lack of growth within the organizations. Unfair treatment of employees is also another reason. Recently, gender discrimination has also contributed attrition. Finally, the present generation finds their jobs less challenging.

BACKGROUND: This study builds on the little guidance in the existing literature to analyze the relationship between employee-oriented CSR actions and employee retention in a business context, while using Freeman’s stakeholders model as a theoretical research framework. This research also aims to shed light on significant behavioral factors facilitating the relationship between CSR endeavors and turnover rate. OBJECTIVE: This paper builds on the existing research gap in the literature and suggests that behavioral factors, including job satisfaction, organizational identification, and motivation facilitate the relationship between employee-oriented CSR actions and employee retention, which contributes to laying the foundations of a theoretical framework that has the potential to advance both research and practitioner debates and disentangle the complexity of such a relationship, while offering strategically-focused development venues in the CSR and HRM fields. METHODS: This research uses a single case study design to ensure an in-depth and detailed analysis of the phenomenon under scrutiny, while relying on a triangulation methodology for data collection, including a questionnaire used as exploratory approach, interviews to generate explanatory data, and archival data to bring confirmatory insights. Data analysis followed the procedures of a deductive approach. RESULTS: The research results show a positive relationship between employee-oriented CSR actions and employee retention, while demonstrating the facilitating role of job satisfaction, organizational identification, and motivation in moderating such a relationship. The findings also stress the importance of framing CSR interventions within the organization’s strategy and goals, while ensuring employee participation in such decision making processes to maximize the effect of CSR interventions on employee commitment and reduce turnover. CONCLUSIONS: This research has the potential to better clarify the nature of the relationship involving CSR interventions, from an employee perspective, retention, and turnover, while laying the foundations of a theoretical framework linking such constructs and other behavioral factors that underpin and support such a relationship. Building on the study’s findings and assumptions, future research is needed to gain a more comprehensive understanding of how HR-related CSR actions affect behavioral performance dimensions, resulting in employee commitment and retention. Future research should also consider multiple case study, multicultural, and ethnographic approaches for the sake of generalizability and theory building.

Employee retention is one of the challenging process in human resource management although there are many research studies have been carried out in the past. Poor employee retention in an organization incurs high intangible cost and resources to maintain the operation performance, includes the glove manufacturer. This paper aims to identify and examine the key determinants influencing lower & junior management employee retention in a glove manufacturer for outlining the major areas that should be improved to increase the employee retention rate. Occupational Safety & Health, Performance Management, Training & Development, Total Rewards and Employee Motivation are the variables that obtained through literature review from the previous studies. These variables have been hypothesized to examine the cause-and-effect towards Employee Retention in the glove manufacturer. Primary data is collected through survey questionnaires into 300 lower and junior management employees in the glove manufacturer. Partial Least Squares-Structural Equation Modeling (PLS-SEM) is selected as the most appropriate technique to analyze the quantitative data. As a result, Training & Development and Total Rewards with Employee Motivation as the Full Mediator show a positive significance relationship to Lower & Junior Management Employee Retention in a glove manufacturer. Current reward system should be examined to enhance the employee motivation by considering paying higher than market rate for retaining the employees effectively. Training contents need to align with the technology implementation pace for upskilling plan to the technicians and staying competitive. Achieving high competency rate improves the operation and business growth at the same time. Sustainable practices in occupational safety & health and performance management fulfilled basic needs among the employees and thus insignificant to employee retention strategy in the glove manufacturer.

Employee retention is a common issue in lighting companies due to its competitiveness in the industry. The objective of this research is to study the effect of job design and organizational commitment on employee retention in a lighting company. The quantitative approach used in this research with survey method. The sample size for this research was 204 employees selected randomly. The data were obtained by distributing a questionnaire and analyzed by using path analysis. The result of the research can be concluded that: 1) job design and organizational commitment had a positive direct effect on employee’s retention; 2) job design had a positive direct effect on organizational commitment. The implication is that weak or strong retention needs to be considered in company management because it will have an impact on the tendency or resilience of employee turnover.

The purpose of this study was to understand the challenges SME managers in a developing economy such as Ghana face in retaining their employees and how the situation could be mediated. This is because Ghanaian small and mediumsize enterprises are overwhelmed with the issue of how to retain their employees. Using a quantitative approach, data was collected from a sample of 300 SME managers and employees in fifteen small and medium firms in the manufacturing, financial, hospitality, IT, retail and service industries, it was found that the firms’ HR practices significantly impact negatively employee retention. It is therefore concluded that the best retention strategies available to SMEs in Ghana is the need to adopt a flexible workplace practices and work family support policies as well as focusing on good reward management practices.

Many believe employee retention as connecting to the efforts by which employer’s put efforts to retain the employees in their workforce. Employee Retention turns out to be tactic rather than result. It is essential to initially pinpoint the main driver of the maintenance issue before actualizing a program to address it. When distinguished, a program can be custom fitted to meet the special needs of the association. It is significant for representatives to comprehend their vocation way inside an association to spur them to stay in the association to accomplish their own vocation objectives. Through reviews, conversation and study hall guidance, representatives can all the more likely comprehend their objectives for self-improvement. Executive instructing can be utilized to construct skills in pioneers inside an association. Training can be valuable in the midst of hierarchical change, to build a pioneer's adequacy or to urge directors to execute instructing systems with peers and direct reports

PurposeThis study aims to explore the relationship between work–life balance and employee retention by examining the mediating role of psychological empowerment among software firms based in India.Design/methodology/approachThe study collected 283 responses by using a structured questionnaire and interview method. Structural equation modeling (SEM) was used to validate the hypothesized research model for examining the consistency and sturdiness of the study variables by applying AMOS 20.FindingsThe result reveals that psychological empowerment partially mediates the relationship between work–life balance and the retention of professionals. This indicates that a high degree of psychological empowerment strengthens the relations between work–life balance and the retention of professionals.Research limitations/implicationsThe research outlined a best-fit model of psychological empowerment as a partial mediator among work–life balance and the retention of professionals. The study presents a set of sensible and practical aspects where work–life balance and retention of professionals can aid in developing and generating commitment to the organization which could offer new insights for software professionals, managers and practitioners.Originality/valueThis study emphasized that psychological empowerment helps in enhancing dedication, loyalty, integrity, allegiance and trustworthiness among employees, thus playing a role between work–life balance and the retention of professionals.

Sustaining employees performance is a critical process. Employee sustainability is crucial for achieving organizational sustainability. For an organization, it's important to understand the individual employees perspective based on their age differences. Needs and resources are different for young employees and old employees. This paper proposes a model of sustaining employees performance of diverse age groups of employees by considering individual employee’s based on Herzberg two factor theory, the motivational theory of lifespan development, and transformational leadership theory. This is a conceptual paper in nature and has successfully developed a model. The proposed model has covered important areas which can create employees satisfaction to retain them in the organization. Employee retention has been proposed as a mediator which is a strong component to build employee’s sustainable performance. For the researcher and practitioners, it will be recommended to test this model to identify its impact on employees and employers.

PurposeMore companies embrace flexible work arrangements (FWA) as one of their employee retention strategies, yet its effectiveness is not consistent. Generally, past researchers use the social exchange theory to explain how FWA lowers turnover intention, while the rest adopts the border theory to justify why FWA can be ineffective. Here, the authors compare the competing theories for the first time to differentiate the theoretical reasoning of three forms of FWA (flex time, flex leave and homeworking). Two mediators (organisational commitment and work−family conflicts) are chosen to represent the mechanism of each theory.Design/methodology/approachThe authors employ the latest wave of the International Social Survey Program (ISSP) Work Orientation Module from 2015. Based on nationally representative data from 35 nations and 17,604 participants, the authors employed simple mediation and parallel double-mediation models via bootstrapping procedures to investigate the theoretical reasoning behind each FWA.FindingsThe results indicate that organisational commitment and work−family conflicts as significant mediators in all models, supporting both theories. The authors first tested each mediator in separated models. In models concerning the social exchange theory, all FWA lead to increased organisational commitment before lowering turnover intention, implying the beneficial outcomes of FWA. However, findings also support the border theory's perspective where flex time and homeworking increase turnover intention through heightened work−family conflicts. The parallel double-mediation further suggests that all three FWA forms have their unique theoretical framework, impacting turnover intention differently.Originality/valueBoth the social exchange theory and border theory are well-developed theories but grounded on different theoretical reasoning. This is the first paper that compares both theoretical perspectives in the context of FWA. It offers a new perspective in explaining the inconclusive effectiveness of FWA and provides future researchers a more integrated interpretation and prediction of FWA's impact on turnover intention.

Purpose The purpose of this study is to determine the impact of job security on doctors’ retention, with job satisfaction and job embeddedness as the mediators. In doing so, the authors seek to contribute to the existing literature by providing additional empirical evidence on the links between job security, job satisfaction, job embeddedness and employee retention by using social exchange theory. Design/methodology/approach An empirical study was conducted on doctors working in public hospitals in Pakistan. Data from selected public hospitals were collected using semi-structured questionnaires. The simple random sampling method was applied for participant selection and partial least squares-structural equation modelling was used for data analysis purposes. Findings The findings confirmed the direct and mediation relationships. Thus, all of this study’s hypotheses are supported. The results indicate that job security can improve doctors’ retention. Further, job satisfaction and job embeddedness play crucial roles in mediating the direct relationship. Originality/value This study elaborates job security in health-care sector of Pakistan and also provides empirical evidence of the antecedents and mediators of doctors’ intention to continue working in the health-care industry.

We study employment policies in private loss firms and their impact on loss reversal. We show that employee retention positively affects the likelihood of a return to profitability in firms with family CEOs, who are typically averse to employee dismissals for reasons mainly related to preserving socioemotional wealth. This effect is more pronounced for firms with transitory (i.e., less severe) losses. Further analysis suggests that productivity improvement following employee retention is the main economic channel of our results. A lack of socioemotional wealth also helps explain the negative association between employee retention and loss reversal in firms with outside CEOs. This pronounced duality of performance responses to employee retention supports prior findings on the importance of socioemotional wealth for family firms. In light of the crisis induced by COVID-19, our findings can provide insights that may enhance the efficacy of employee retention-related government schemes assisting firm recovery.

The decline of the Zimbabwean economy characterised by the high inflation rate has rendered it difficult for Zimbabwean manufacturing to retain talented employees. The quantitative research methodology was adopted in this paper. The sample size of the study comprised 100 respondents who were randomly selected from the manufacturing companies in Zimbabwe. The sample size of the study was made out of 10 managing directors 10 managers 10 supervisors and 70 employees drawn from the 50 manufacturing companies that were randomly selected. It was established that the companies are failing to retain talented employees and a lot of the employees are leaving the organisations. Retrenchments and restructurings have become the order of the day. The study recommended that employees needed to implement employee retention strategies to remain viable.

This study was conducted to determine the effect of rewards systems and training and development on employee retention, mediated by the effects of job satisfaction, in Yemeni commercial banks. The study used cross-sectional data collection methods. Data was collected from the headquarters of 15 commercial banks. A set of questionnaires using a 5-point Likert scale was distributed to employees; the data was analyzed using the Structured Equation Model (SEM) by IBM SPSS AMOS 25.0. The results indicated that both the rewards system and training and development significantly affect job satisfaction, while job satisfaction has a significant positive effect on employee retention. Training and development themselves have no statistically significant effect on employee retention. The results showed that job satisfaction plays a mediating role because the indirect effect is significant. The mediation is complete because the direct impact is not significant. The result indicates that job satisfaction is an important variable that links the reward system and training and development to employee retention in Yemeni banks. This study is expected to make significant theoretical, practical, and methodological contributions to this field of research due to the development of a model of the effects of the reward system and training and development on employee retention through job satisfaction.

Employee performance is one of the most important things to achieve company goals. With employee performance, company optimization can be realized. PT Bhanda Ghara Reksa's performance in 2019 experienced a decline in revenue so that the profit target generated was not maximized. In order to improve employee performance, the company must design a strategy to retain potential employees. One of them is the application of a talent management and knowledge management. The objective of this research was to analyze the influence of talent management and knowledge management on employee performance through employee retention as intervening variable at PT Bhanda Ghara Reksa Divre I Medan. The research used descriptive quantitative approach and explanatory research method. The population in this research are permanent employees as many as 74 respondents, taken by using saturated sample with census sampling technique. The method in analyzing the data is descriptive and inferential statistical analysis with using path analysis and Sobel test to test the significance of the intervening variable. The result of the research showed that talent management had positive and significant influence on employee retention, knowledge management had positive and significant influence on employee retention, employee retention had positive and significant influence on employee performance, talent management had positive and significant influence on employee performance, knowledge management had positive and significant influence on employee performance, talent management had positive and significant on employee performance through employee retention, and knowledge management had positive and significant on employee performance through employee retention. Knowledge management most dominantly affects employee retention and employee retention most dominantly affects employee performance. Keywords: Talent Management, Knowledge Management, Employee Retention, Employee Performance.

Employee retention is an important aspect of the growth of the organisation. Retention can be increased by various factors such as Career Development, Communication, Rewards/Recognition, Job Satisfaction, etc. So the purpose of this study is to find the association between various factors and employee retention among 151 participants from the textile industry of Haryana. The study factors are Career Development, Communication, Rewards/Recognition, Job Satisfaction, Work-life Balance, and Training and Development. The collected data has been analyzed by Cronbach’s Alpha and the Pearson Correlation Method for the relationship between the variables. Job Satisfaction has the highest association with Employee Retention and the least association is with work-life balance. After completing this research the following policies are included in the organisation to increase engagement and ultimately Employee Retention which is flexible working hours, more communication between management and employees, rewards and recognition according to employee performance, etc.

The study evaluated the social security on the employee performance of food, beverage and tobacco manufacturing firms in Enugu State. The specific objectives were to; evaluate the effect of health insurance on the employee output; influence of profit sharing on the employee punctuality and the influence of paid leaves on the employee retention. The study firms were: Nigerian Breweries, Aqua Raph Investment and Juhel company, Descriptive survey design approach was adopted. A total population of 2668 selected staff of the study firms. Sample size of three hundred and thirty-six (336) using Freund and William's statistic formula at 5 percent margin of error was adopted. Three hundred and one (301) staff returned the questionnaire. Data was presented and analysed by mean score and standard deviation using Sprint Likert Scale. The hypotheses were analysed using Z – test statistic tool. The study revealed that Health insurance had positive effect on the employee output, Z (95, n = 301) = 8.415 < 11.643, p

PurposeThis paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention.Design/methodology/approachA cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro.FindingsThe results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals.Practical implicationsThe findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees.Originality/valueThe researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

Employee engagement has attracted widespread interest over the past twenty years from the practitioner network and researchers. It is claimed that organizations that focus on growing an engagement culture will result in increasing employee productiveness, the fulfilment of the organizational objectives, and competent employee retention. However, the fundamental issues revolving around the meaning and key antecedents of employee engagement nevertheless require similar research interest. The Saudi Banks are an important component of Saudi Arabia’s financial system. In light of the emerging high volume of business activities, Saudi Banks are keen to inspire worker participation and employee engagement. This behaviour will allow banks to achieve sustainable business development. In response to these issues, the present research offers the possibility to advance the knowledge of organizational culture’s influence on employee engagement. The present research adopts a qualitative approach, and the method used is a grounded theory. The data collection process adopted an issue focused approach. Interviews were conducted with banks managers and their subordinates (male- female). The findings of the present study indicate that the factors that make the greatest contribution to employee engagement were employee satisfaction, achievement recognition, and jobs that were in line with the employees’ competent. Furthermore, the results revealed that the Saudi national culture, which is rooted in Islamic belief, has an influence on employee engagement in Saudi banks. This influence manifested itself as Non-interests bearing transactions, and the female segregation rule. The outcomes of the present research contributes to the existing theory of employee engagement by providing empirical evidence regarding the engagement meaning construct and its distinctiveness from similar, alternative, well-established attitudinal constructs. Furthermore, the present research offers a framework consisting of the themes that emerged from the analysis of the present study, and the proposed interventions to maintain an employee engagement culture. Furthermore, a discussion of the analysis’ limitations and recommendations for future researches will be presented, and a conclusion will be drawn.

PurposeThe purpose of this paper is to measure the impact of organizational culture on managerial effectiveness of academic leaders to enhance employee engagement and retention in higher educational institutions. This study utilizes “Social Exchange Theory (SET)” as a theoretical lens to clarify the phenomena.Design/methodology/approachThis study uses an exploratory cum descriptive research design. Data collected via a structured questionnaire was analyzed and interpreted through structural equation modeling.FindingsOrganizational culture is found to have a significantly positive impact on managerial effectiveness. The findings also delineate a positive influence of managerial effectiveness on employee engagement and employee retention.Research limitations/implicationsThis study provides insights into the cultural neuances and subtleties of how organizational culture influences managerial effectiveness of institutional leaders. This has a direct bearing upon work engagement and retention of employees. Therefore if leaders focus on organizational culture they will succeed in creating a productive and healthier workplace for their employees. This study is also addressing the strategic concern of sustainability in higher educational institutions through employee engagement and retention.Originality/valueIt is an original work based on primary data to bridge the research gap concerning the prevalent OC shaping ME in Indian higher educational context. It also enriches understanding about alignment of cultural dimensions towards achieving work engagement, and retention of employees through managerial effectiveness of leaders in higher education institutions.

Employee engagement has attracted widespread interest over the past twenty years from the practitioner network and researchers. It is claimed that organizations that focus on growing an engagement culture will result in increasing employee productiveness, the fulfilment of the organizational objectives, and competent employee retention. However, the fundamental issues revolving around the meaning and key antecedents of employee engagement nevertheless require similar research interest [2]. The Saudi Banks are an important component of Saudi Arabia’s financial system. In light of the emerging high volume of business activities, Saudi Banks are keen to inspire worker participation and employee engagement. This behaviour will allow banks to achieve sustainable business development. In response to these issues, the present research offers the possibility to advance the knowledge of organizational culture’s influence on employee engagement. The present research adopts a qualitative approach, and the method used is a grounded theory. The data collection process adopted an issue focused approach. Interviews were conducted with banks managers and their subordinates (male- female). The findings of the present study indicate that the factors that make the greatest contribution to employee engagement were employee satisfaction, achievement recognition, and jobs that were in line with the employees’ competent. Furthermore, the results revealed that the Saudi national culture, which is rooted in Islamic belief, has an influence on employee engagement in Saudi banks. This influence manifested itself as Non-interests bearing transactions, and the female segregation rule. The outcomes of the present research contributes to the existing theory of employee engagement by providing empirical evidence regarding the engagement meaning construct and its distinctiveness from similar, alternative, well-established attitudinal constructs. Furthermore, the present research offers a framework consisting of the themes that emerged from the analysis of the present study, and the proposed interventions to maintain an employee engagement culture. Furthermore, a discussion of the analysis’ limitations and recommendations for future researches will be presented, and a conclusion will be drawn.

Purpose This paper aims to emphasize the need for a strategic approach to employee retention beyond financial benefits. This is directly proportional to employee retention. Bringing out the retention measures preferred by employees, depicting the relationship of demographic profile with employee retention tendency and exploring implications giving importance to beyond paycheque factors are the objectives of the study. Design/methodology/approach This study uses applied qualitative approach with a realistic view to collect the details of retention measures and practices from purposively selected 36 health-care experts by the conduct of interview using a one-to-one discussion with written notes. With quantitative approach, opinion survey was administered to receive the perceived opinion of randomly selected 350 health-care employees on paycheque and on beyond paycheque factors boosting their intention to stay. Bhattacharya and Ramachandran’s health-care study framework on retention was applied for the identification of the factors. Findings Both paycheque and beyond paycheque benefits are important for retention. Most respondents prefer beyond paycheque factors practiced at sampled hospital. Age, marital status and residence of employees are significantly associated with retention. The strategic initiatives of the sampled hospital to retention concerning motivational needs of employees in the workplace are thank you board, camp head, ad act camp, success corner and so forth. Research limitations/implications Addressing health-care work and relationship-related issues in terms of employee retention giving importance to beyond paycheque benefits – remedy for compassion fatigue health-care employees face in routine works, meeting promises made by management regarding paycheque or beyond paycheque benefits, employees participative in decisions in medical, clinical and in functional areas, reducing workload and role stress by the conduct of role analysis. Originality/value Many research studies are emphasizing the contribution of financial benefits to employee retention. Only a few studies have been carried out exploring and emphasizing the importance of beyond financial benefits motivating employee retention. This is the study of evidence from a hospital that gives strategic importance to beyond paycheque elements as well as paycheque elements.

Purpose: The purpose of this study was to investigate the relationship between workplace environment practices and employee retention in selected International Non-Governmental Organizations in Nairobi County. Methodology: This study adopted a descriptive survey design. The sampling frame was the listing of staff in 93 International Non-Governmental Organizations that were selected using a simple random sampling method from the 1,252 INGO’s with offices in Nairobi County. Purposive sampling was used to select 120 staff from the 93 INGOs who participated in the study. A semi-structured self-administered questionnaire was used to collect primary data while secondary was collected through a review of published literature such as annual INGO reports, journal articles and published theses. Data analysis involved preparation of the collected data - coding, editing and cleaning of data in readiness for processing using Statistical Package for Social Sciences (SPSS) package version 24.0. Cronbach’s Alpha was used to measure consistency and content validity. Quantitative data was analyzed using detailed statistics that include mean, standard deviation as well as the statistical package of social sciences (SPSS) version 24 and Microsoft Excel. Qualitative data was evaluated and analyzed using content analysis. Multiple linear regression analysis was used to evaluate the relationship between the independent and dependent variables and information obtained from the study presented using graphs, charts, written text and tables. Results: Internal promotion plans, mentoring programs, management support, effective career development policy, proper individual performance management, practical on-the-job training, effective organizational training policy, flexible leave plans, job sharing and job scheduling practices strongly influence the intention of the respondents to stay with their employers. More work needs to be done to improve succession planning, career break practices and the overall effectiveness of the work life balance policy.

Millennial generation employees are employees who value flexibility in their work. Therefore, work-life balance is one of the factors that can affect the attitude of millennial employees in the company. Job satisfaction is an employee's perspective on his work to see how far the company has met employee expectations. A work-life balance makes employees feel job satisfaction because they can work well while in the office; therefore they do not need to be burdened with problems outside of work. In addition, good quality of work-life balance will increase employee retention so that the company can avoid problems related to employee retention. This research aimed to explore the effect of work-life balance on job satisfaction and employee retention of the millennial generation employees in the city of Bandung, Indonesia. The sample used in this study was 196 employees from various fields of work. Analysis of data used simple linear regression, by testing the quality of the data through validity and reliability test. Study results found that there was an effect of work-life balance on job satisfaction as much as 8.3%, and there was an effect of work-life balance on employee retention of 4.4%. One of the managerial implications of the research results that can be implemented is organization should provide a good work environment and facilities to increase the motivation of the employees.

The purpose of the paper is to examine the relationship between green human resource management (GHRM) practices such as green recruitment, green training, green performance management, green reward, green involvement and millennial employee retention in the hotel industry in Bangladesh. The study examined the moderating effect of psychological empowerment on the relationship between GHRM practices and millennials’ retention. This study used a survey questionnaire of 394 employees in Bangladeshi 3-star to 5-star hotels to test hypotheses using SmartPLS. The study found that green reward and green training have significant relationships with millennials’ retention in hotels. The results showed psychological empowerment as a significant moderator on the relationship between three GHRM practices, green training, green performance management, green and reward and millennials’ retention. With significant environmental degradation in South-Asia, this study establishes GHRM can reconcile environmental regeneration and business strategy in the hotel industry, whose environmental footprint is increasingly under scrutiny.

The aim of this paper is to analyze the influence of teachers’ views of corporate reputation on behavioral outcomes in educational cooperatives. Educational cooperatives are social companies that must adequately manage their intangible assets to improve their competitiveness in the education sector. However, research on how teachers perceive corporate reputation is limited. Data was obtained through a survey of 101 teachers to test the research model proposed using path analysis. The findings highlight that teachers’ views of corporate reputation in educational cooperatives have significant and positive effects on employee satisfaction, retention and perceived service quality. Likewise, employee satisfaction has significant effects on teacher retention and perceived service quality. Therefore, given that employee satisfaction is a relevant variable in an educational organization’s operation, employees’ views of corporate reputation can be used as a strategic tool to manage and improve organizational outcomes.

إن الاحتفاظ بالموظفين يعد شاغلا رئيسا للمنظمات؛ حيث يمثل رأس المال البشري مورد هام من موارد المنظمة ويعد ميزة تنافسية مستدامة لها، وفي هذا الإطار - ومع توقع أن تکون المنافسة أکثر شدة في المستقبل القريب- بدأت معظم المنظمات إدراک أهمية الاستراتيجية الجيدة للعلامة التجارية لجهة التوظيف، من أجل أن تصبح أکثر تنافسية لجذب أفضل قوى عاملة من سوق العمل، وأيضا لدعم الموارد البشرية في المنظمة والاحتفاظ بهم. فى هذا السياق يسعى البحث إلى فحص العلاقة بين العلامة التجارية لجهة التوظيف لاستکشاف دورها فى الاحتفاظ بالموظفين واستبقائهم فى المنظمة. Employee retention has been considered as a major focus of the organizations, as the human capital remains one of the most important resources that can provide a sustainable competitive advantage for organizations. In this regard - with the expectation of increasing competition in the near future - most of the organizations have realized the importance of having a good/strong brand strategy in the recruitment process. In return, the organizations would be more competitive in attracting the highly qualified workforce. In addition, the organizations will be able to support and retain the current employees. As a result, this research seeks to examine the relationship between the employer’s brand and employee retention.

أصبح الاحتفاظ بالموظفين شاغلا أساسيا للمنظمات؛ حيث يظل رأس المال البشري أحد الموارد المهمة التي يمکن أن توفر ميزة تنافسية مستدامة للمنظمات، ومن أجل مساعدة ودعم المنظمات للاحتفاظ بموظفيها واستبقائهم فيها ، فإن البحث الحالي يسعى إلى وضع إطار نظري للعلاقة بين ممارسات إدارة الموارد البشرية والاحتفاظ بالموظفين، حيث يتضح أن هناک ارتباط بين ممارسات إدارة الموارد البشرية واحتفاظ المنظمة بموظفيها لأطول مدة ممکنة. Employee Retention has become the major focus of business organizations, in which the human capital is one of the most important resources that can provide a sustainable competitive advantage for the organizations. Therefore, in order to help and support the organizations to retain their employees, this research seeks to develop a theoretical framework for the relationship between human resource management practices and employee retention. The research finding advocates the existence of clear link between the human resource management practices and the employee retention

Purpose: This research aimed to examine the effect of Self-Efficacy, Quality of Work Life and Compensation on Employee Retention. This study aimed to see how large the correlation of the three exogenous variable factors on Employee Retention at PT Antaran Sukses Express Tangerang. Research Methodology: The sampling in this research uses a simple random sampling technique, with the number of respondents as many as 100 employees. The technique of methodology used is with the distribution of questionnaires and the statistical testing tool used is SMARTPLS 3.0. Results: The results of this study show that Self-Efficacy (0,207), Quality of Work Life (0,398) and Compensation (0,382) were positively and significantly influential on Employee Retention. Based on the R Square test, it has been indicated that the level of Self-Efficacy, Quality of Work Life and Compensation affect the Retention of Employees to 79.3%, while the remaining 20.7% is affected by other variables outside this study.

The aim of this paper was to provide a better understanding of the adoption of GHRM mechanisms to improve employee retention in Nigerian hotels. Specifically, to help managers improve employee retention, as this topic has largely been neglected by researchers studying management in the hotel sector in Nigeria. Therefore, the present study assesses HRM strategies based on responses to 430 structured questionnaires. Data were coded in SPSS23 and analysed using PLS-SEM 3.0. The results show that green personal values (GPV), green recruitment and selection, green training and development, and employee empowerment have positive and significant effects on employee retention. Also, employee empowerment mediates the effects of all other aforementioned variables, except GTD, on employee retention. A notable contribution of this study is the introduction of GPV as an imperative variable that can enhance employee retention in the hotel sector. Managers are encouraged to apply the green HRM strategies discussed in this study, which can be achieved through productive organisational and national human resource development programs. This study emphasises the importance of giving clear and helpful information to organisations to promote sustainable practices in hotels. As such, green human resource management (GHRM) strategies have recently attracted considerable attention from academics and practitioners worldwide as potential methods for enhancing employee commitment.

Aim: The paper aims to measure the role of motivational factors on employee retention practices in service sectors in Chennai city. Data Sources: Primary and Secondary data used for the study. The Primary data sourced from the employees working in service sectors. The employees are contacted in electronic mode and obtained the responses from employees. Sample size & Method: The sample for this study consisted of 600employees drawn based on a simple random sampling method from the service sector. Out of 600 samples, 39 samples were rejected due to inadequate information provided by the employees. Finally, 561 samples were used for analysis. Findings: The study originated that the employees are satisfied with the motivational factors, i.e., compensation and Rewards, Pleasant Work Environment, Leadership styles, Training and Development, and Fringe benefits, offered by the service sectors in Chennai city. In addition, the paper also identified a significant association between motivational factors and employee retention practices in the service sectors. Furthermore, the study concluded that there is no significant difference among the employee's working sectors concerning the average score of motivational factors offered by the service sectors in the study region. The study created a significant association between motivational factors and the personal profile of employees working in the service sector in Chennai city. The study also initiates that there is a significant impact of motivational factors on employee retention in service sectors in the study region.

This study aims to conduct and see the overall organizational picture of the Bengkulu City Water Supply Company (PDAM) performance appraisal using the Balanced Scorecard approach. seen from four perspectives, namely: financial perspective, customer perspective, internal business perspective, and learning and growth perspective. From the results of research on the Performance Measurement of Regional Drinking Water Companies (PDAMs) Bengkulu City using the Balanced Scorecard approach from a financial perspective through current ratios, profit margins, operation ratios, return on investment shows that the company's financial performance is in good condition. For performance measurement based on customer perspective from customer acquistion, customer retention, customer satisfaction, customer satisfaction can be said to be good. Furthermore, the relationship / coleration of performance based on the perspective of internal business processes on the variables of motivation, alignment power, has a level of influence of 50.9% with a significance level of

The paper aims to examine the factors that influence employee attrition rate using the employee records dataset from kaggle.com. It also aims to establish the predictive power of Deep Learning for employee churn prediction over ensemble machine learning techniques like Random Forest and Gradient Boosting on real-time employee data from a mid-sized Fast-Moving Consumer Goods (FMCG) company. The results are further validated through a regression model and also by a multi-criteria Fuzzy Analytical Hierarchy Process (AHP) model which takes into account the relative variable importance and computes weights. The empirical results of the machine learning models indicate that Deep Neural Networks (91.2% accuracy) are a better predictor of churn than Random Forest and Gradient Boosting Algorithm (82.3% and 85.2% respectively). These findings provide useful insights for human resource (HR) managers in an organizational workplace context. The model when recalibrated by the human resource team of organizations helps in better incentivization and employee retention.

Employee retention continues to pose one of the greatest challenges facing organizations and managers today with the loss of valuable talent incurring heavy costs to the organization in terms of institutional know-how as well as the time, money, and efforts needed to recruit and train replacements. The purpose of this research is thus to observe the impact of retention on organizational performance. Career development, Supervisor support, Work environment and Rewards are the key variables employed in this research. The variables lead to reflecting how they influence employee retention that is how much impact they have on towards retaining the employees, which ultimately will have an impact on the organization’s performance. The findings of this study will help determine the key elements that lead to employee retention in business organizations in Pakistan.

Purpose The purpose of this study to explore the relationship between organizational citizenship behavior (OCB), team effectiveness (TE), employee motivation (EM) and employee retention (ER) in the service sector. This study proposes an alternate heuristic TE framework, which is termed as IMMO (input-moderated mediation-output) by replacing M with MM (moderated mediation) in IMOI framework. Design/methodology/approach The research was conducted in service sector of Uttarakhand state and the data collected from the employees working in different service organizations (such as educational institute, banking, insurance several others). Collected data were analyzed by using different analytical tools like confirmatory factor analysis and structural equation modeling for validating the constructs used in this study and to assess the relationship among different variables used for this study. Findings The result of this study reveals that OCB has positive impact on TE, and the relationship is mediated partially by EM, and the relation between EM and TE is moderated by ER. Originality/value This study contributes to the existing literature on OCB and TE. The relation between OCB and TE with the mediation of EM and the moderation effect of ER between the relation of EM and TE was investigated. This study suggests both theoretical and practical implications based on the findings.

PurposeIn Australia, it is estimated that volunteers provide over $14.6 billion of unpaid labour to not-for-profit organisations. Much of the work that volunteers undertake is within a project context, yet the impact of a project and its environment on volunteer commitment is unknown. A conceptual model proposes three categories of factors that impact volunteer commitment to a project: purposeful, emotional and contextual. The purpose of this research is to empirically explore the conceptual model of volunteer commitment with volunteers working on projects in order to seek support for, and refine, the model.Design/methodology/approachThe research design was exploratory and Q methodology was used as a framework to collect and analyse data. Forty-one Australian volunteers engaged in project-based tasks participated in the study.FindingsRefinement of the initial conceptual model of volunteer commitment is required. The three categories that influence volunteer commitment to a project should be labelled “my contribution”, “relationships” and “the project”. The revised model shows early evidence that the project itself is the main commitment building factor.Originality/valueWhilst volunteer retention is not a new field of knowledge, research such as this further informs not-for-profit organisations in their volunteer recruitment and retention practices.

Most organizations always look for ways in how to improve employee retention and satisfaction in order to maintain their organizational productivity and performance. The purpose of this paper is to investigate the perspective of selected employees on the effect of career development on employee retention in logistics industry at Labuan F.T, with pay satisfaction playing the role as the mediator. The sample size of this quantitative study is 200 employees of Asian Supply Base Sdn. Bhd. (ASB) while the sampling method are purposive sampling and convenience sampling. The collection of data was analysed using Smart-PLS. The results showed that career development has a significant impact on employee retention, whereas the relationship between career development and employee retention can be mediated by pay satisfaction.

The study examines the relationship among perceived performance appraisals (PA) and retaining employees in Lebanese banks from a human resources management (HRM) viewpoint. As a consequence of regulatory demands and high levels of employee turnover, improvements are urgently required in Lebanon. The study explores the effects of perceived PA effectiveness on the employees in Lebanese banking sector and in particular explores the complexity of partnership between basic PA successful elements (targets, requirements, expectations, source and input and frequency) and the purposes of employee turnover. For data collection, a questionnaire has been distributed over 201 respondents. The obtained data has been then analyzed using SPSS. The results reveal that the expected efficacy of PA in Lebanese banking has a detrimental connection to the goals of employee turnover. Multiple linear regression (MLR) reveals the substantial intention for employee turnover within the banking industry as Lebanon as a feedback aspect of PA. Structural equation modeling (SEM) results show that three components of PA accounted for 37% of the improvement in workers purpose. The findings indicate that increased understanding of the PA systems will help to minimize the turnover intention.

Purpose The advent of technology has played a crucial role in changing the landscape of the hospitality sector. One such technology is the adoption and installation of kiosks in hotels. While some of the hotels have adopted and installed kiosks for self-services, the other hotels are still not very comfortable with the idea of self-service. This paper aims to explore the possibilities, challenges and issues that hoteliers face while dealing with self-service kiosks, it further investigates the customer’s perspective and its benefits to the end-user. Design/methodology/approach This study has assimilated data from hotel managers and executives that have deployed kiosks. This study involved the collection of primary data through structured interviews. Eight different hotels from the UK and India have been compared and analyzed to formulate subcategories to answer the research questions. A total of 200 customers from both the countries were approached to get the primary data; the customers were from the same hotel where the hotel executives and managers were interviewed. Findings The customers accepted Kiosks as easy to use, fast to run, fun to operate, but, lacking human interaction and counter language issues were simultaneously discussed. Kiosks have been emerging as self-service technologies in hotels and play a key role in reducing bottlenecks in hotel operations. The technology anxiety and counter service argument is merely a transition phase that will fade away gradually. However, the financial feasibility and the level of adoption depend upon the level of operations and the demographic characteristics of customers. Research limitations/implications The dependence of data from the person interviewed and their biases for answers, along with the trust and credibility of the data available online remain the biggest challenge. Increasing the sample size and more participation from different hotels would have made the study even more useful. Originality/value The research seeks to eliminate the gap in research by studying both the hotels' and the customers' perspective toward kiosks deployment in hotels. The results of the study would highlight the potential challenges being faced by hotel operations and opportunities they perceive in kiosks installation, therefore the results are very useful for hotels, hoteliers, academicians and students pursuing a career in the hospitality sector.

This research aims at addressing the relationship between social networking sites with selected human resource management (HRM) practices that include recruitment and selection, compensation, and training and development toward a relationship with employee retention. Several studies and research (Cappelli, 2009; McDonald & Thompson, 2015) stated that effective use of social networking sites could help to improve personal branding and therefore help to develop one’s career. This research used a quantitative survey method to gather the data. A purposive sampling technique was used in this study and a total of four hundred employees from the largest 20 public listed services provider companies in Malaysia participated in the study. Communication networks are measured with 14 items for professional purposes and another 14 items measured the usage of social networking sites for social purposes. These 28 items are modified to assess the usage of communication networks based on Warnakula and Manickam (2010). For HRM practices, 26 items are given to the respondents to answer. Meanwhile, employee retention is measured by 10 items adopted based on Allen and John (1990). The data was analysed using SPSS where descriptive and inferential analyses were used to answer the research objectives. The findings and implications of the study are discussed.

The background of the study with regards to the employee retention strategies in the IT industry to ascertain the organizational effectiveness and the theoretical framework. The findings of the research work done on the Employee Retention Strategies in IT industry with specific reference to Bengaluru City. The result shows the significant difference between demographic variables of employees in the IT industry, organizational variable and its effectiveness. The IT industries need to find a way to increase employee retention to achieve more organizational goals. Moreover, the organization should understand the potential grievances that prevent employees from leaving. IT industry that continually seeks to improve HR practices and there is no single policy to retain the employees.