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In this study we investigate the role of prevention and promotion focus on the relationship between enacted prevention- vs promotion-oriented organizational values and commitment as well as employer attractiveness in a longitudinal study in times of crisis.

Technological advances in the field of artificial intelligence (AI) are heralding a new era of analytics and data-driven decision-making. Organisations increasingly rely on or use people analytics to optimise human resource management practices in areas such as recruitment, onboarding, performance evaluation, personnel development, health and retention management. Recent progress in the field of AI and ever-increasing volumes of digital data have raised expectations and contributed to a very positive image of people analytics. However, transferring and applying the efficiency-driven logic of analytics to manage humans carries numerous risks, challenges, and ethical implications. Based on a theorising review our paper analyses perils that can emerge from the use of people analytics. By disclosing the underlying assumptions of people analytics and offering a perspective on current and future technological advancements, we identify six perils and discuss their implications for organisations and employees. Then, we illustrate how these perils may aggravate with increasing analytical power of people analytics, and we suggest directions for future research. Our theorising review contributes to information system research at the intersection of analytics, artificial intelligence, and human-algorithmic management.

Introduction Long-term orthodontic retention using removable or fixed retainers is needed to maintain the outcome of orthodontic treatment. The aim of this article is to describe how long-term retention is managed and to report on a survey of general dental practitioners (GDPs) as to how this management currently operates in the UK. Materials and methods GDPs were invited to complete a short online survey on orthodontic retention using an open notice posted in the British Dental Journal and a direct email to the members of a local dental clinical society. Results Fifty-six GDPs completed the online survey. Overall, the findings highlighted poor levels of communication between orthodontists and GDPs with respect to the latter assuming responsibility for the management of long-term retention. Conclusion The management of long-term retention could be improved by more effective communication between the orthodontist and GDP. One solution might be a retention management pro forma. GDPs are in some instances willing to undertake more of the management of retention following further training and possible remuneration., Key points Outlines why long-term orthodontic retention is needed for stability of tooth positions after orthodontic treatment. Highlights the importance of the general dental practitioner's role in long-term orthodontic retention and the need for good communication between orthodontists and general dental practitioners. Suggests how communication between orthodontists and general dental practitioners might be improved.

This article shows success criteria for joint HR projects of hotel companies and universities for recruiting and retention management. Influenced by demographic developments and a changed preferenc...

Purpose The purpose of this paper is to support the management of organizational knowledge retention through a multi-criteria decision aiding–constructivist model. Design/methodology/approach This exploratory and descriptive case study presents a decision support model guided by the constructivist approach and proactive in its operationalization. Findings The objectives and concerns of decision-makers regarding the retention of organizational knowledge are identified and organized into six strategic areas of concern, namely, recognition, knowledge dissemination, organizational culture, succession of professionals, management of vulnerability origins and knowledge management; a multi-criteria model is constructed and operationalized by a cluster of cardinal scales, showing and measuring the status quo of the performance profile, both in a local and global way, to support the management of the organization's knowledge retention; activities are classified into three performance levels (compromising, competitive and excellent), supported by graphical and numerical evidence; and the process to generate actions to improve the performance of critical activities and create the conditions to maximize the results of the organization is illustrated. Practical implications Based on the model, decision-makers are now aware of the essential aspects to support knowledge retention management, enabling them to monitor the current situation and proactively respond to ensure that the current knowledge potential is maintained and exploited. Originality/value Use of a constructivist approach to support the management of knowledge retention, incorporating into the model the specifics of the context and the values of its managers, and thus giving it legitimacy.

PurposeThis paper presents exploratory, empirical data from a three-year study of organizational culture in for-profit, employee-owned businesses within the UK, comparing ownership types (direct, trust, and cooperative). It outlines the study and then focuses on worker cooperatives. Culture is illuminated through the lens of performance and reward management.Design/methodology/approachQualitative data was gathered from three worker cooperatives based in the North of England, using semi-structured interviews, participant observation, and document review and was compared to qualitative data collected from other types of employee-owned businesses.FindingsThe findings suggest a distinct culture within worker cooperatives encompassing five key values: a whole life perspective, consistently shared values, self-ownership, self-control, and secure employment.Research limitations/implicationsAdditional time with each cooperative and a greater spread of cooperatives would be beneficial. The research was carried out during a period of organizational growth for the case organizations, which may influence attitudes to reward and retention management.Practical implicationsThe results inform recruitment and retention policy and practice within worker cooperatives and highlight concerns regarding the stresses of being a self-owner. These are important considerations for potential worker co-operatives alongside policy recommendations to advance employee ownership.Originality/valueA comparative analysis of culture, performance, and rewards across different employee ownership types has not been undertaken before. This addresses an under-researched area of employee ownership regarding HR practices. Within the UK, recent research on the culture(s) of worker cooperatives is limited.

We perform two approaches of machine learning, logistic regressions and decision trees, to predict student dropout at the Karlsruhe Institute of Technology (KIT). The models are computed on the bas...

As markets are becoming increasingly saturated, many businesses are shifting their focus to customer retention. In their need to understand and predict future customer behavior, businesses across sectors are adopting data-driven business intelligence to deal with churn prediction. A good example of this approach to retention management is the mobile game industry. This business sector usually relies on a considerable amount of behavioral telemetry data that allows them to understand how users interact with games. This high-resolution information enables game companies to develop and adopt accurate models for detecting customers with a high attrition propensity. This paper focuses on building a churn prediction model for the mobile gaming market by utilizing logistic regression analysis in the extended recency, frequency and monetary (RFM) framework. The model relies on a large set of raw telemetry data that was transformed into interpretable game-independent features. Robust statistical measures and dominance analysis were applied in order to assess feature importance. Established features are used to develop a logistic model for churn prediction and to classify potential churners in a population of users, regardless of their lifetime.

The effort to overcome the employee's intention to quit the company is a serious concern for companies in Lumajang Regency. The purpose of the research is to test the concept empirically, namely how retention management can provide satisfaction and commitment to company employees so that they do not have the intention to quit the company. The sample used as many as 37 people, namely all account officers in Lumajang district. The research method is the partial least square approach. The results show that the implementation of retention management is very effective in overcoming employees' intentions to quit the company. The unique thing is that retention management does not have a significant effect on employee intentions to stop if through employee satisfaction and commitment. Employee satisfaction does not play an important role in overcoming employee intentions to quit, both directly and indirectly, through employee commitment. So the company to prevent the employee's intention to quit from the company is the right step to implement retention management in accordance with the expectations of employees. Keywords : Retention Management, Intention to Stop, Employee Satisfaction, Employee Commitment.

Die Fallstudie «Vom Head HR zum HR Consultant – ein später Karriereschritt bei der Aduno Gruppe» beleuchtet den Funktionswechsel des ehemaligen Head HR der Aduno Gruppe Rolf Arnet, der seine Funktion als Mitglied der Geschäftsleitung aufgab, um zukünftig im selben Unternehmen als HR Consultant strategische Projekte zu leiten.

It is often assumed that ambition has important workplace outcomes, but empirical research has only partially addressed this issue and frequently relied on imprecise measures of ambition. In two studies, based on an improved measure of ambition as a general disposition, we clarified how, why, and when ambition relates to performance evaluations and organizational commitment outcomes. Study 1 suggests that ambition has significant reputation effects in that self-rated ambition was positively related to ambition rated by supervisors and spouse/life partners, based on 100 employee-supervisor-spouse/life partners triads. Moreover, supervisor-rated ambition, but not self-rated ambition, was significantly positively related to higher supervisor-rated job performance and promotability, beyond employee-rated proactivity and generalized self-efficacy. Study 2 focused on organizational commitment outcomes with a three-month time-lagged study with 194 employees. We found that ambition was positively related to higher affective organizational commitment beyond achievement striving, especially when more organizational career opportunities were perceived. However, controlling for perceived organizational career opportunities and achievement striving, ambition was also positively related to increased organizational turnover intentions. Overall, the studies suggest that ambition among employees is generally positive and indirectly beneficial for individual job performance evaluations, but also poses some risks to organizational retention management.

Partial retention harvest (PRH) has received attention as an alternative to clear-cutting, yet most studies of its effects on boreal songbirds have been conducted shortly after harvest. We assessed...

As the DRAM cell size continues to shrink, the proportion of leaky cells is increasing. As a result, the prior approaches, called retention aware refresh, which skip unnecessary refresh operations for non-leaky cells, are unable to skip as many refresh operations as before. The large granularity of the DRAM refresh mechanism makes this problem more serious. Specifically, even when there are only a small number of leaky cells in a particular retention group, that group is classified as a leaky group. Because of that, many non-leaky cells that also belong to that group are refreshed at an unnecessarily frequent rate. Since the granularity of the retention group is larger, this inefficiency becomes huge. To solve this problem, we propose a novel retention aware refresh approach called Elaborate Refresh, to reduce the granularity of the retention group further. The key idea of the Elaborate Refresh is to store leaky row addresses per each chip, and refresh different leaky row in each chip simultaneously. By doing so, Elaborate Refresh reduces the overhead of the leaky group refresh 16 times. In addition, Elaborate Refresh stores retention information in the DRAM chip, thus saving the refresh energy, even in the self-refresh mode when the memory controller cannot control the DRAM.

The aim of the research was to examine the effects of satisfaction and commitment of employees on the employees’ loyalty and to investigate the effect of employees’ loyalty on quality of services provided for customers. This research is applied in terms of objective and correlational type of descriptive-survey in terms of data collection. Population of the research includes two groups. The first group included employees providing service to customers of Ports and Maritime Organization of Bushehr (Iran) and the second group included customers receiving the services of the organization. From both groups, 250 people were selected using available sampling method to respond to questions of the research. To test the research conceptual model and research hypotheses, structural equation modeling was used. The results showed that job satisfaction of employees have significant positive effect on organizational commitment of employees. Also, job satisfaction and organizational commitment of employees have significant positive effect on their loyalty to organization. In addition, organizational loyalty of employees has positive and significant impact on improving the quality of customer service. Therefore, organizations should make their effort to recruit employees who are suitable for their activities.

This work proposes an innovative model for segmenting online players based on data related to their in-game behaviours to support player retention management. This kind of analysis is helpful to explore the potential reasons behind why players leave the game, analyse retention trends, design customised strategies for different player segments, and then boost the overall retention rate. In particular, a new similarity metric which is driven by players' stickiness to the game is developed to cluster players. Three feature dimensions, namely engagement features (e.g., log-in frequency and length of log-in time), performance features (e.g., level, the number of completed tasks, coins and achievements), and social interactions features (e.g., the number of in-game friends, whether or not to join a guild, and the guild role), are employed and aggregated to derive the stickiness metric. The applicability and utility of this new segmentation model are illustrated through experiments that are conducted on a realistic MMORPG dataset. The derived results are also discussed and compared against two benchmark models. The results reveal that the new segmentation model not only achieves better clustering performance, but also improves player's lifetime prediction by better distinguishing between loyal customers and churners. The empirical results confirm the effects of social interaction, which is usually underestimated in the current research, on player segmentation. From an operational perspective, the derived results would help game developers better understand the different retention-behaviour patterns of players, establish effective and customised tactics to retain more players, and boost product revenue.

Purpose The purpose of this paper is to investigate how companies are handling the issue of knowledge retention from old age retiring workers in the oil and gas sector. This is achieved by providing a detailed insight on the challenges and strategies related to knowledge retention through study of companies from different geographical locations across the globe. Design/methodology/approach The study adopts a qualitative research methodology and 20 semi-structured interviews, with open-ended and probing questions, were conducted to gain an in-depth insight into the knowledge retention phenomena. Findings Knowledge retention activities tend to be inconsistent in majority of the oil and gas companies, with not much work being done regarding knowledge loss from old employees, partly because of the fall in oil prices and layoffs. Oil prices turn out to be a decisive factor in oil and gas industry regarding workforce and knowledge retention activities. The political situation and geographical locations of the companies also affect the knowledge retention activities. Moreover, the aging workforce and retirement issue is more acute in the upstream sector. Research limitations/implications The focus of the study was on the oil and gas sector, and thus the research results may lack generalizability. Originality/value This paper fulfills an identified need for investigating the issues and challenges of knowledge retention regarding old age retiring employees by taking into account a global perspective and providing a comparison among different companies in different geographical locations.

Post-treatment stability is one of the most challenging aspects of orthodontic treatment and is a concern to all orthodontists. There are some important post-treatment factors that could influence the result, such as normal maturational changes, post-treatment tooth alterations, and persistent imbalance in the neuromuscular environments. Thus, early treatment brings about many benefits including better use of the patient's growth potential, less risk for adverse iatrogenic effects, better patient compliance, and potentially better outcomes, some with and others without retention management.

Retention protocols remain controversial despite the fact that long-term stability is rarely observed in orthodontics. In this review article, we examine current evidence and discuss emerging trends to managing retention which may ultimately improve patient care. Our goal is to provide information that may help overcome the gap between scientific evidence and clinical practice.

This study aimed at studying the effect of training strategy on employees’ loyalty through investigating the role of both employees’ satisfaction and performance as a mediating variables. The study employed both the deceptive and analytical approaches to prepare the study theoretical framework based on reviewing the interrelated previous literature. A special survey has been designed to collect the primary data from the study population from all employees who work for the Agricultural Credit Corporation (ACC) who counted for 469 and the number of returned survey that valid for analysis was 233. This study found that there is a direct effect for training strategy on employees’ loyalty, satisfaction and performance. The study also found that there is a relationship between training strategy and employees’loyalty through the employees satisfaction as a mediating variable. However, there is no relationship between training strategy and employees loyalty through the employees performance as a mediating variable. This means that the training strategy that ACC offered is acceptable from the employees and it usually increase all levels of satisfaction, performance and loyalty. The study recommended that there is a need to develop a set of training programs that aimed to enhance employees’ loyalty which highlighted why they are important for the organisation and offered opportunities to retain them.Also, there is a need to offer both professional training programs that proposed a real growth for the employees’ jobs and to offer personnel training programs that fit with their personalities which in turn enhance the trust levels for themselves to do their jobs and encourage them to achieve both the organizational objectives and at the same time achieve the personnel objectives. To add more, the ACC management is recommended to offer suitable salaries and privileges that suit the ACC employees’ main responsibilities and offer to proper opportunities that fit with their ambitious and their future perspectives.

Die vorliegende Masterarbeit beschäftigt sich mit dem Einsatz von Instrumenten zur Sicherung der Mitarbeiter*innenzufriedenheit. Durch den demographischen Wandel und damit einhergehenden Fachkräftemangel sind Konzepte zur Sicherung der Mitarbeiter*innenzufriedenheit als Methode der Bindung an die Organisation notwendig geworden. Auf Basis der theoretischen Konzepte der Mitarbeiter*innenzufriedenheit wurde ein Fragebogen entwickelt, mit dem anhand von fünf Facetten Arbeitsplatzzufriedenheit, Mitarbeiter*innengesundheit, Autonomie/Mitbestimmung, Work-Life Balance und Leitbild/Werte den Einsatz von Instrumenten durch Führungskräfte im Bereich Begleitung von Menschen mit Behinderung in Österreich erhoben wurde. Aus den erhobenen Daten mit N = 138 Fällen konnte gezeigt werden, dass das Thema in den Zielen der Führungskräfte einen Anteil von 50% ausmacht. Autonomie/Mitbestimmung und Team/Klima sind Bereiche mit denen sich Führungskräfte am häufigsten beschäftigen. Wie für Non-Profit-Organisationen zu erwarten war, spielen materielle Anreize eine untergeordnete Rolle. Leistungsfeedback, Kommunikation über Ziele und Beteiligung an der Urlaubsplanung stellen die häufigsten Instrumente dar. This thesis deals with the use of instruments to ensure employee satisfaction. Due to the demographic change and the associated shortage of skilled workers, concepts to ensure employee satisfaction have become necessary. Based on the theoretical concepts of job satisfaction a questionnaire was developed which uses manager in the area of accompanying people with disabilities in Austria. This questionnaire was based on the five main categories job satisfaction, employee health, autonomy / participation, work-life balance and mission statement / values of the operating unit. With the Data sample for N = 138 it could be shown that the topic already accounts for 50% of the managers goals. Participation and team atmosphere are the areas managers are spending the most effort in. As expected for non-profit organizations, material incentives do not matter. Feedback about work, communication about goals and the participation in the planning of vacation tend to be the main instruments. Abweichender Titel laut Übersetzung der Verfasserin/des Verfassers Arbeit an der Bibliothek noch nicht eingelangt - Daten nicht geprüft Wien, FH Campus Wien, Masterarb., 2020

Employee retention is the biggest challenge faced by human capital management in the modern and digital economy. Due to a growing shortage of talented employees, organizations are looking for comprehensive strategies to attract and retain potential employees. Talent management as employee management has a strategic role in retaining employees, as well as building organizational commitment. This study aims to determine the effect of talent management on employee retention through organizational commitment as a mediating variable. This research was conducted at a company based on agricultural technology in Cikarang. This study uses the census method in determining a sample of 83 respondents. This research uses partial least square method structure equation modeling (PLS-SEM). The result of this research shows the partial mediating model hypothesised was supported by the SEM model, indicating that retention management require both good talent management and a good organizational commitment.

Contributing to the HR-approach to knowledge management (KM), this chapter aims at outlining the role of human resource management (HRM) in supporting KM through utilizing the theoretical and empirical literature. The article is divided into two sections. The first section presents various knowledge concepts, KM perspectives and KM strategies. This section ends up by linking these topics in a KM sequential model which helps us to track the philosophical underpinnings and perspectives of each KM strategy. The second section investigates various HR orientations and HR practices and situates their differing contextual characteristics under each KM strategy. It aligns various HR practices with different KM strategies; suggesting that HRM is most effective as a combination of practices that are consistent and sharpened in supporting each KM strategy, which is part of the organizational strategy. The debated practices are recruitment and selection, compensation management, training and development, performance management, retention management and career management. Each of those practices is speculated to alter based on the chosen KM strategy; presenting a framework that is useful for practitioners and academics alike. The review ends up by identifying some research gaps and opportunities to be carried out in future studies. Those research gaps, if addressed, will extend our understanding of KM and the supporting role HRM.