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Article
Publication date: 3 March 2020

Nesreen El-Rayes, Ming Fang, Michael Smith and Stephen M. Taylor

The purpose of this study is to develop tree-based binary classification models to predict the likelihood of employee attrition based on firm cultural and management attributes.

Abstract

Purpose

The purpose of this study is to develop tree-based binary classification models to predict the likelihood of employee attrition based on firm cultural and management attributes.

Design/methodology/approach

A data set of resumes anonymously submitted through Glassdoor’s online portal is used in tandem with public company review information to fit decision tree, random forest and gradient boosted tree models to predict the probability of an employee leaving a firm during a job transition.

Findings

Random forest and decision tree methods are found to be the strongest attrition prediction models. In addition, compensation, company culture and senior management performance play a primary role in an employee’s decision to leave a firm.

Practical implications

This study may be used by human resources staff to better understand factors which influence employee attrition. In addition, techniques developed in this study may be applied to company-specific data sets to construct customized attrition models.

Originality/value

This study contains several novel contributions which include exploratory studies such as industry job transition percentages, distributional comparisons between factors strongly contributing to employee attrition between those who left or stayed with the firm and the first comprehensive search over binary classification models to identify which provides the strongest predictive performance of employee attrition.

Details

International Journal of Organizational Analysis, vol. 28 no. 6
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 9 October 2007

Jyotsna Bhatnagar

With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels…

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49209

Abstract

Purpose

With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design.

Design/methodology/approach

The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis.

Findings

The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career planning along with incentives and organizational support. The first two were indicative of high attrition.

Research limitations/implications

A limitation of the research design was a sample size of 272 respondents. Some of the Cronbach's alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data triangulation, which was obtained through a mixed method approach, a survey and unstructured focus group interviews. There are theoretical implications for the construct of employee engagement. There seems to be a construct contamination from the fields of employee satisfaction, employee commitment and employee involvement, which is beyond the scope of this paper. Future studies in India may look into this area and construct an independent scale of employee engagement, focusing on the antecedent variables and testing them for theoretical underpinnings.

Originality/value

The present study indicated that a good level of engagement may lead to high retention, but only for a limited time in the ITES sector. The need for a more rigorous employee engagement construct is indicated by the study. Practical implications for retention in the BPO/ITES sector are referred to.

Details

Employee Relations, vol. 29 no. 6
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 18 January 2013

Gaurav Bagga

The purpose of this paper is to examine where high rates of employee attrition are a problem and put forward some possible solutions.

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2186

Abstract

Purpose

The purpose of this paper is to examine where high rates of employee attrition are a problem and put forward some possible solutions.

Design/methodology/approach

The paper concentrates on the experience of information technology (IT) firms in India.

Findings

The paper describes how employees seem most likely to leave a company after around five years. The longer an employee remains with a company, the less likely he or she is to leave.

Practical implications

The paper highlights the importance of making employees feel valued, keeping them informed of what is going on in the company, relating their work to the aims of the organization as a whole and ensuring that they have a clear career‐development path.

Social implications

The paper stresses that high rates of employee attrition can harm not only individual companies, but also national economies as a whole.

Originality/value

The paper focuses on the IT industry in India to recommend how to reduce employee attrition.

Details

Human Resource Management International Digest, vol. 21 no. 1
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 16 April 2018

Deepika Pandita and Sampurna Ray

The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter…

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10230

Abstract

Purpose

The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees.

Design/methodology/approach

The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices.

Findings

One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end.

Research limitations/implications

Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature.

Practical implications

Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations.

Originality/value

Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.

Details

Industrial and Commercial Training, vol. 50 no. 4
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 3 July 2007

Vijaya Murthy and Indra Abeysekera

The purpose of this study is to explore the human capital (HC) value creation practices of knowledge‐based software and service exporter industry in India.

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1354

Abstract

Purpose

The purpose of this study is to explore the human capital (HC) value creation practices of knowledge‐based software and service exporter industry in India.

Design/methodology/approach

The study used HC disclosure attributes as a tool to the contents of the annual reports for the year 2003‐2004, to evaluate the type and amount of HC disclosed by the software firms. The study also conducted semi‐structured interviews with the heads of human resources (HR) of 14 software firms to obtain a greater understanding of the similarities between reporting and managed HC practices.

Findings

The study identified most reported and least reported attributes of HC using content analysis and explained their reporting of value creation using interviews and resource‐based view. The findings suggest that the HC reporting practices were consistent with interview findings. The frequency of HC attributes reported followed the extent of the management's perception of HC value creation to the firm.

Research limitations/implications

The limitations of the study are: first, it is a cross‐sectional study; second, the findings may be applicable exclusively to the software and service industry in India and cannot be generalised to other industries in India or software industry in other countries; third, the assertions by the HR heads are assumed to faithfully reflect the firm's HC practices; fourth, the study assumes that annual reports are the primary documents available to public (stakeholders) requiring information on the firms.

Originality/value

This study provides an insight into the HC reporting practices of the nascent software and service exporter industry in India that is experiencing an economic boom that is positively influenced by the information technology software industry. This study throws light on the utilization of HC for value creation by the top software firms. This may help countries having tie‐up with Indian firms to understand the value creation process of these firms to sustain growth. The study would enable other software firms to understand HC reporting practices of the industry, and could use a framework that is similar to the framework used in this study.

Details

Journal of Human Resource Costing & Accounting, vol. 11 no. 2
Type: Research Article
ISSN: 1401-338X

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Case study
Publication date: 9 April 2020

Mihir Ajgaonkar, Keith D’Souza and K. P. Asha Mukundan

The learning outcomes are as follows: understanding issues involved in the employee motivation, particularly those engaged in social change and development in emerging…

Abstract

Learning outcomes

The learning outcomes are as follows: understanding issues involved in the employee motivation, particularly those engaged in social change and development in emerging economies; develop insights into how to motivate team members by drawing on relevant theories of motivation; and orient students towards the application of these theories in the organization.

Case overview/synopsis

Resource cell for juvenile justice (RCJJ) was initiated as a field action project at the centre for criminology and justice, Tata Institute of Social Sciences with the objective of working on issues of children with a special focus on juveniles in conflict with law (JCL). RCJJ aimed at highlighting the socio-legal issues of juvenile children who were in conflict of law providing aid to these children and their families, and working towards their eventual social reintegration. RCJJ also trained stakeholders in the juvenile justice system and facilitated rehabilitation and social integration of JCLs as directed by the juvenile justice boards (JJBs). RCJJ had teams at six places within India. These teams worked with various government institutions, parents and JCLs to eventually effect change in the conditions of JCLs. The social workers engaged by RCJJ had a challenging task of facilitating social integration of the children, in coordination with the police, JJBs, families and lawyers. They had to actively manage help desks at the judicial observation homes where JCLs were housed. The social workers were under great stress because of antagonism from lawyers and police. The JJBs were prejudiced against them for being “outside watchdogs”. This resulted in high demotivation and attrition among employees. Jyoti Mhatre, project manager, interviewed past and present field workers to gauge the extent and reasons for demotivation. This intervention highlighted the positive and negative aspects of the organizational culture and the stress points that were causing demotivation. The situation was alarming and Jyoti had to develop an action plan to improve the motivation of the social workers to bring down the attrition.

Complexity academic level

Courses in human resource management, organizational behaviour and general management as part of masters-level programmes in business administration and management, and executive development programmes on employee motivation for middle/senior management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
ISSN: 2045-0621

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Article
Publication date: 18 August 2020

Anamika Sinha, Biju Varkkey, Surajit Saha and Shiva Kakkar

The paper reports the practices and interventions adopted at a successful business transformation in an Indian family run organization. The firm deployed internal HR…

Abstract

Purpose

The paper reports the practices and interventions adopted at a successful business transformation in an Indian family run organization. The firm deployed internal HR marketing and large-scale interface to deliver results in terms of improved financial performance.

Design/methodology/approach

Single case study method and grounded theory approach was used to conceptualise the practices deployed to implement desired change. Multiple interviews and on-site observations were conducted and validated through different primary and secondary data sources to build the case narrative.

Findings

The results demonstrate how repositioning and rebranding of HR as strategic partner helped in building promoter and line manager buy in of HRM initiatives, build capabilities, controlled employee attrition, increased engagement and productivity, and eventually resulted in improved the financial performance of the company.

Research limitations/implications

The article is based on single organization in India. Hence, generalizability of the study is limited. The description and analysis provide insights about internal HR marketing and navigating the professionalising journey of traditional firms.

Practical implications

Scholars and practitioners working in the domain of internal HR marketing, employer/HR branding will develop a nuanced understanding of using internal HR marketing as a strategic tool for business realignment. The study also makes readers aware about the dilemmas faced by decision-makers during such transitions.

Originality/value

The study illustrates how internal HR marketing can be successfully deployed in family business environments and adds to both “family business management” “Internal HR Marketing” and “Employer/HR branding” literature.

Details

Benchmarking: An International Journal, vol. 28 no. 5
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 31 July 2009

Rick Ferguson and Bill Brohaugh

The purpose of this paper is to advise employers on how to recognize and reward their best employees in order to retain and motivate top talent during a recession.

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4072

Abstract

Purpose

The purpose of this paper is to advise employers on how to recognize and reward their best employees in order to retain and motivate top talent during a recession.

Design/methodology/approach

The paper explores, with commentary from leaders in the marketing industry, business‐to‐employee marketing (B2E) and employee incentive programs as a means to enhance employee loyalty and customer service.

Findings

Good people retain career mobility even in tough times; simply having a job is not a sufficient employee motivator during tough times. Retaining your top performers pays out both in the short term, by helping to avoid Circuit City‐style meltdowns, and in the long term, by retaining their expertise, skills, contacts and relationships.

Practical implications

By rewarding employees as businesses would consumers, marketers can enhance their employees' work experience and thus expand their bottom line.

Originality/value

The paper has exclusive interviews with representatives from some of the largest marketing firms in the industry today and provides tangible tips and tools to utilize in the real world.

Details

Journal of Consumer Marketing, vol. 26 no. 5
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 1 February 2016

Seeta Gupta and A. Uday Bhaskar

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers…

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7721

Abstract

Purpose

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR.

Design/methodology/approach

In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed.

Findings

Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent.

Research limitations/implications

Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations.

Originality/value

Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.

Details

Cross Cultural & Strategic Management, vol. 23 no. 1
Type: Research Article
ISSN: 2059-5794

Keywords

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Article
Publication date: 25 January 2021

Kumar Mukul and Gordhan K. Saini

The purpose of this paper is to explore the talent acquisition practices adopted by startups and understand how small entrepreneurs leverage social capital to address the…

Abstract

Purpose

The purpose of this paper is to explore the talent acquisition practices adopted by startups and understand how small entrepreneurs leverage social capital to address the talent acquisition challenges faced by them, and; identify some of the unique parameters adopted by startups in talent acquisition.

Design/methodology/approach

This study uses a multiple case study method to explore the talent acquisition practices in startups in India. The study included six case studies on startups in Hubli city of North Karnataka in India.

Findings

This paper finds that startups (especially in smaller cities) face challenges such as lower quality of talent pool, absence of a brand name, inability to provide competitive salary and other benefits as per industry standards and locational disadvantages in talent acquisition. Thus, entrepreneurs leverage their social capital for talent acquisition by handpicking talent on the basis of familiarity or credible networks and recommendations. Incubation centres provide institutionalized sources of social capital to help them attract good talent. This study finds that employee-culture fit and trust play important role in acquiring talent in startups.

Practical implications

The study has implications for startup entrepreneurs, recruitment service providers, incubation centres, trainers, policymakers, etc. The study provides useful insights to the startups with regard to their recruitment practices.

Originality/value

This study contributes to the literature in the domains of talent acquisition, startups and social capital by describing hiring challenges faced by startups and exploring the mechanisms used by them in overcoming such challenges.

Details

Journal of Entrepreneurship in Emerging Economies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4604

Keywords

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