Search results
1 – 10 of over 11000Ans De Vos and Annelies Meganck
The purpose of this paper is to explore HR managers' and employees' views on the factors affecting employee retention using the perspective of the psychological contract.
Abstract
Purpose
The purpose of this paper is to explore HR managers' and employees' views on the factors affecting employee retention using the perspective of the psychological contract.
Design/methodology/approach
Two studies were conducted. First, a sample of HR managers gave their view on the factors affecting employee retention and turnover and described their retention practices. Second, a large sample of employees reported on the importance attached to five types of employer inducements commonly regarded as retention factors, on their evaluation of these inducements and on their loyalty. Regression analysis was used to examine the impact of the delivery of employer inducements on retention.
Findings
The HR managers survey indicates that retention practices focus more on the factors believed to cause employee turnover (career opportunities and financial rewards) than on those believed to affect employee retention (social atmosphere, job content, work‐life balance). The focus on career opportunities is supported by the employee survey. The delivery of career opportunities had the strongest impact on employee loyalty while the impact of the delivery of financial rewards was much smaller.
Research limitations/implications
It is useful to distinguish between different content dimensions of the psychological contract when studying its impact on employee outcomes. The psychological contract provides a relevant framework for studying employee retention.
Practical implications
This paper offers HR professionals' insights into the effectiveness of retention practices.
Originality/value
The paper shows how the psychological contract can be applied in retention management and examines impact of different content dimensions of the psychological contract on employee outcomes.
Details
Keywords
Belkacem Athamena, Zina Houhamdi and Ghaleb A. ElRefae
This paper aims to focus on the utilization of retention contracts to screen and discipline managers in a context in which the council, board of directors, possesses incomplete…
Abstract
Purpose
This paper aims to focus on the utilization of retention contracts to screen and discipline managers in a context in which the council, board of directors, possesses incomplete information about the consequences of managers’ decisions. The analysis enlightens us on empire building, on the slight connection between achievement and firing, and describes concerns about the belief that low achievements result from bad managers.
Design/methodology/approach
This paper analyzes a basic model to show the resulting dilemmas. The desire to screen managers to enhance the organization's future well-being motivates managers to show their credentials by becoming excessively active. The council can address this bias by firing a manager whose project is proven to ruin value. Moreover, the council can replace the manager if he has implemented a project but its outcomes remain unobservable. Both decisions decrease the attraction to develop loss-generating projects. However, the dismissing decision on either ground will affect the council deduction that the expected competence of the incoming manager is lower than that of the dismissed manager.
Findings
This study shows in which situation the selection option is preferred over the disciplining option using two different retention contracts: optimistic contract and pessimistic contract.
Originality/value
This study shows in which situation the selection option is preferred over the disciplining option using two different retention contracts: optimistic contract and pessimistic contract.
Details
Keywords
Brigitte Kroon and Charissa Freese
Workers have different motives to be employed at specialist contract work agencies, such as career development aspirations, or a desire for freedom and independence. The purpose…
Abstract
Purpose
Workers have different motives to be employed at specialist contract work agencies, such as career development aspirations, or a desire for freedom and independence. The purpose of this paper is to study how these different motives relate to the appreciation of HR practices applied by agencies and consequently to employee retention at the agency.
Design/methodology/approach
Data were collected in a contract work agency for financial professionals. Management was interviewed about the HR practices used for employee retention. In addition, 291 agency employees filled out a questionnaire about their motives to be employed at the agency, their appreciation of the HR practices of the contract agency and their turnover intentions.
Findings
Regression analysis showed that career development motivation was related to retention at the agency, but that this relation became weaker when tenure with the agency increased. HR practices (like training, supervisory support, career development support, information sharing and employee participation) proved to be related to lower turnover intentions of flex workers with a career development motivation. For flex workers with a freedom motivation the HR practices had no relationship with retention.
Research limitations/implications
Data collection in one agency may limit generalization. Additional research needs to zoom in on alternative HR retention practices that align with freedom motivation.
Originality/value
Specialist contract work agencies typically experience difficulties with employee retention. Agencies may retain their workers if they apply HR practices that are aligned with the motivation of people engaging in contract work.
Details
Keywords
Fazeelath Tabassum and Nitu Ghosh
This paper aims to explore the role of retention strategies and psychological contract (PC) factors in private hospitals.
Abstract
Purpose
This paper aims to explore the role of retention strategies and psychological contract (PC) factors in private hospitals.
Design/methodology/approach
The current study is an empirical research. The study was conducted by receiving responses from a sample size of 190 respondents who participated in the Doctors and Nurses’ survey.
Findings
The study results show the relationship between PC and the retention strategies of employees in hospitals. The research found that employees try to be committed to the hospital due to the image of the hospital and career development opportunities. Creating a sense of commitment among the employees towards their job and organisation, making to feel pride in the job, creating an attitude among the employees, a willingness to advocate the benefits and advantages and satisfaction among the employee towards the job and organisation.
Research limitations/implications
With a population of more than one million employees (Doctors and Nurses) in the Indian health-care sector, the sample needs to be more adequate. However, these limitations present scope for future studies on this topic bearing on the aspiration for generalisation of the findings on the entire population.
Practical implications
The study has strong practical implications in strengthening the relationships by identifying the factors of PC and influencing the retention strategies of health-care professionals in the hospital.
Originality/value
This research explores the changing dynamics of the Indian health-care sector. Health-care professionals may perceive and react differently to the retention strategies and policies of the HR system in the health-care sector and have more expectations of PC fulfilment that enhance their capability to use professional skills and resources in the realisation of their organisational goals.
Details
Keywords
Contracts term of commercial sale of goods have a ‘title retention clause’, preventing the transfer of ownership till the seller is fully paid. The unpaid seller gets the right to…
Abstract
Contracts term of commercial sale of goods have a ‘title retention clause’, preventing the transfer of ownership till the seller is fully paid. The unpaid seller gets the right to repossess the goods from the buyer. Exigencies of businesses have led to introduction of further clauses allowing the buyer to use or sub-sell the goods even before the transfer of ownership. The United Kingdom Court of Appeal judgment in the Caterpillar Case brings out the effects of the contradictions of a title retention clause qualified by the right of the buyer to use or sub-sell.
Details
Keywords
ANDREW R.J. DAINTY, BARBARA M. BAGILHOLE and RICHARD H. NEALE
In order to retain and motivate employees, organizations must respond to their expectations, both in terms of meeting formal aspects of their employment contracts and in…
Abstract
In order to retain and motivate employees, organizations must respond to their expectations, both in terms of meeting formal aspects of their employment contracts and in addressing their less formal expectations of the employment relationship. Within the current human resources management (HRM) literature, these informal expectations are known as psychological contracts. This paper reports on research that explored psychological contracts within the construction industry. In‐depth interviews were held with more than 80 construction managers and professional staff who worked for five large UK contracting organizations. The interviewees were asked to describe their career histories, and to discuss any tensions between the personnel policies of their organizations and their personal career aspirations and expectations. It emerged that responsibility for human resource development (HRD) had been largely devolved to divisional and operational management. This led to HRD becoming fragmented and unresponsive, and to employees becoming disillusioned by their employers' failure to meet their expectations. It is argued that construction companies require a more sophisticated understanding of their employees' expectations of the employment relationship if they are to be retained in the long term.
Details
Keywords
This paper aims to focus on the issue of high employee turnover in the Indian tech industry. An integrative review is conducted to analyse the past and current state of…
Abstract
Purpose
This paper aims to focus on the issue of high employee turnover in the Indian tech industry. An integrative review is conducted to analyse the past and current state of literature, as well as prepare a research agenda for future studies.
Design/methodology/approach
A pool of 72 articles published between 2010 and 2022 is reviewed with a special focus on Indian tech employees. This study elucidates the extent and impact of employee retention strategies through content analysis.
Findings
Two broad perspectives have been established in the literature: the reasons for quitting and the explanations for staying. By means of a comprehensive review, this paper combines these two aspects of literature and suggests factors under organization’s control to retain competent tech employees.
Originality/value
The study is designed to integrate the two theoretical viewpoints of employee turnover literature by consolidating the reasons behind quitting behaviour and staying intention. Codes combining the two aspects are presented as a valuable resource to retain tech talent.
Details
Keywords
Tian Wang, Yunan Duan and Yangyang Liang
The authors address a two-dimensional (both customer acquisition and retention) incentive in a decentralized service chain consisting of a risk-neutral brand and agent (or…
Abstract
Purpose
The authors address a two-dimensional (both customer acquisition and retention) incentive in a decentralized service chain consisting of a risk-neutral brand and agent (or averse).
Design/methodology/approach
The authors focus on the relationship between acquisition and retention, that is, retained customers (repeated purchases) are based on and come from the acquired (new) customers in the former period. The authors also design a two-period separate incentive on both dimensions.
Findings
The authors found that a targeted incentive strategy should be applied for achieving more revenue when the incentive intensities are relatively small. Otherwise, the brand needs to adjust the targeted incentive strategy into incentivizing the opposite dimension, particularly on acquisition. Under the optimal contract, the brand needs to be very careful with deciding the fixed part of the incentive salary and the incentive intensities on both dimensions. For example, the fixed salary initially decreases and then increases in the incentive intensities. For the optimal incentive policies, the brand should incentivize acquisition but outsource retention if the agent is risk-neutral. When the agent is becoming risk-averse, the brand should lower its incentive intensity as the risk degree and variances become larger. Interestingly, the brand may benefit from introducing risks.
Originality/value
The study contributes to the literature by considering the following points. First, the authors extend the principal-agent incentive model by considering two-period decisions of customer acquisition and retention. Second, based on the two-period principal-agent problem, the authors design separate incentive intensities on acquisition and retention, respectively. While, most of the literature focused on acquisition incentives. Third, different from other works focusing on either risk-neutral or risk-averse environments, the authors consider both and compare the cases of risk-neutral and risk-averse to analyze the impact of risk on the optimal decisions and the brand's expected profit.
Details
Keywords
M. Saleem Ullah Khan Sumbal, Irfan Irfan, Susanne Durst, Umar Farooq Sahibzada, Muhammad Adnan Waseem and Eric Tsui
The purpose of this article is to investigate how organization retain the knowledge of Contract Workforce (CWF) and to understand the associated challenges in this regard.
Abstract
Purpose
The purpose of this article is to investigate how organization retain the knowledge of Contract Workforce (CWF) and to understand the associated challenges in this regard.
Design/methodology/approach
Adopting an inductive approach, 15 semi-structured interviews were conducted with senior managers, project heads and consultants working in leading oil and gas companies across eight countries (USA, Australia, UAE, KSA, Pakistan, UK, Thailand and Russia). Thematic analysis was carried out to analyze the data collected.
Findings
CWF appears to be a significant source of knowledge attrition and even knowledge loss in the oil and gas sector. There are various risks associated with hiring of CWF, such as hallowing of organizational memory, repeated training of contractors, no knowledge base, workforce shortage among others which can impede the knowledge retention capability of O&G companies in the context of contract workforce. Various knowledge retention strategies for CWF have been revealed, however, there is interplay of various factors such as proportion of CWF deployed, proper resource utilization, cross-functional multi-level teams' involvement and strength of transactional ties. Maintaining strong relationships (Transactional ties) is crucial to maintain a virtual organizational memory (partial knowledge retention) and to follow a adopting a rehired when required policy.
Originality/value
The knowledge retention issue in the context of CWF has not be addressed in past researches. This article attempts to fill this gap.
Details
Keywords
This study aims to understand employee career retention in the hospitality industry. Building on the socially embedded model of thriving, signaling theory and social cognitive…
Abstract
Purpose
This study aims to understand employee career retention in the hospitality industry. Building on the socially embedded model of thriving, signaling theory and social cognitive career theory (SCCT), the study examines a structural model of psychological contract fulfillment (PCF), perceived organizational support (POS), thriving, career satisfaction and career turnover intention.
Design/methodology/approach
The proposed research model was tested using structural equation modeling with responses from 300 US hospitality employees. Data were collected using an online survey available through a panel service at Qualtrics.
Findings
Empirical results supported all proposed hypotheses and confirmed the critical mediation role of thriving for workplace contextual factors and employee career retention. As predicted, both PCF and POS positively influenced employee thriving, which positively influenced career satisfaction and negatively influenced career turnover intention.
Practical implications
Findings of this study yielded several recommendations for hospitality managers, including using the concept of thriving as an indicator and a remedy for employee career development and retention.
Originality/value
Given the increased need for qualified talent and reduced career satisfaction, this study sheds light on the further understanding of sustainable employment in the hospitality industry. Using signaling theory and SCCT as an overarching framework, this study extends the socially embedded model of thriving as well as SCCT and supports combining psychological contract theory and organizational support theory to better understand hospitality career retention.
Details