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1 – 10 of over 3000
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.

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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

Keywords

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…

50453

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

Keywords

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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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

Keywords

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…

14930

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

Keywords

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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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

Keywords

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

Keywords

Article
Publication date: 12 September 2022

Gunjan Tomer and Anupama Sharma

The purpose of this study is to explore the dimensions of technology on which information technology (IT) professionals assess and evaluate a given technology. The authors…

Abstract

Purpose

The purpose of this study is to explore the dimensions of technology on which information technology (IT) professionals assess and evaluate a given technology. The authors believe that these dimensions influence their career outcomes and hold the potential to explain the intent to leave among IT professionals.

Design/methodology/approach

This study hypothesizes that the likelihood of a given technology being assessed favorably depends on various technology features perceived by IT professionals. These features influence their career prospects, thus influencing work outcomes like turnover intention. This study uses a survey-based quantitative technique to test the proposed research model. Data has been recorded from 312 IT professionals working in different service-based IT firms.

Findings

The findings of this study indicate that the technology IT professionals work with impacts their work and career-related outcomes. IT professionals evaluate and understand technology to assess the favorability of these technologies. Individual preferences to work with a specific technology are driven by that technology's possible influence on career outcomes such as the availability of job opportunities.

Research limitations/implications

This study proposes that assigned technology influences career outcomes among IT professionals and has a potential to explain their turnover intentions. The authors have found that technologies fulfilling their career expectations, such as better work opportunities and job security, might be favorable for IT professionals. Unmet expectations with the assigned technology affect the turnover intention among IT professionals. Though this study examines turnover intention as an outcome, future studies can explore the attributes of technology relevant to IT professionals and their impact on other significant consequences such as work exhaustion and job satisfaction.

Practical implications

With a growing attrition rate and significant demand for skilled IT professionals, the importance of studying their behavior has become essential for both academia and the industry. Despite ample research, there is still a gap between theory and practice. This study on IT professionals proposes that understanding technology and how it is perceived, understood and evaluated by IT professionals might provide significant insights into their work behavior.

Originality/value

This study contributes to the literature by describing the unexplored phenomenon of the impact of technology assignment on IT professionals' work outcomes. This study is valuable in exploring a new dimension to explain turnover intention.

Details

Journal of Systems and Information Technology, vol. 24 no. 4
Type: Research Article
ISSN: 1328-7265

Keywords

Article
Publication date: 21 April 2022

Andrew Franklin Johnson, Katherine J. Roberto, Christopher J. Hartwell and Jennifer F. Taylor

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media…

Abstract

Purpose

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media privacy orientation model provides better understanding of complexities of selection and retention created by the social media landscape.

Design/methodology/approach

Organizations are increasingly seeking talent to support burgeoning social media strategies. Qualified employees may be expected to have related professional experience and an active personal social media presence. In contrast to this evolving demand, prevailing guidelines suggest applicants minimize their social media activity altogether. These restrictive guidelines may be better suited for organizations that prefer or require high levels of discretion on social media given the differing engagement expectations across firms and among individuals.

Findings

How the congruence between an employee's expectations of privacy on SM and the organization's expectation of employees' SM usage affects applicant attraction to organizations and employee retention is outlined. Propositions are offered to foster research in this area.

Practical implications

Social media congruence is an important consideration for human resource (HR) policies and associated training.

Social implications

Public policies toward the use of social media in recruitment and privacy should consider social media congruence.

Originality/value

The model advanced in the paper provides organizations and applicants with a stronger understanding of the complexities surrounding the use of SM in selection and retention decisions.

Peer review

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-05-2021-0260

Details

Online Information Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1468-4527

Keywords

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

Keywords

Article
Publication date: 20 January 2022

Verma Prikshat, Parth Patel, Arup Varma and Alessio Ishizaka

This narrative review presents a multi-stakeholder ethical framework for AI-augmented HRM, based on extant research in the domains of ethical HRM and ethical AI. More…

Abstract

Purpose

This narrative review presents a multi-stakeholder ethical framework for AI-augmented HRM, based on extant research in the domains of ethical HRM and ethical AI. More specifically, the authors identify critical ethical issues pertaining to AI-augmented HRM functions and suggest ethical principles to address these issues by identifying the relevant stakeholders based on the responsibility ethics approach.

Design/methodology/approach

This paper follows a narrative review approach by first identifying various ethical/codes/issues/dilemmas discussed in HRM and AI. The authors next discuss ethical issues concerning AI-augmented HRM, drawing from recent literature. Finally, the authors propose ethical principles for AI-augmented HRM and stakeholders responsible for managing those issues.

Findings

The paper summarises key findings of extant research in the ethical HRM and AI domain and provides a multi-stakeholder ethical framework for AI-augmented HRM functions.

Originality/value

This research's value lies in conceptualising a multi-stakeholder ethical framework for AI-augmented HRM functions comprising 11 ethical principles. The research also identifies the class of stakeholders responsible for identified ethical principles. The research also presents future research directions based on the proposed model.

Details

International Journal of Manpower, vol. 43 no. 1
Type: Research Article
ISSN: 0143-7720

Keywords

1 – 10 of over 3000