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1 – 10 of over 17000Roksana Binte Rezwan and Yoshi Takahashi
In this study, the authors examine how employees' retention intentions are related to their proactive personalities through the theoretical lens of the model of motivational force…
Abstract
Purpose
In this study, the authors examine how employees' retention intentions are related to their proactive personalities through the theoretical lens of the model of motivational force of turnover and the model of proactive motivation. More specifically, the authors also verify the partial mediation of work engagement on the main relationship and moderation of high-performance human resource practices (HPHRPs) in the process, which has rarely been explored previously.
Design/methodology/approach
The hypothesized model was tested using partial least squares structural equational modeling on a sample of 221 employees of a bank in Bangladesh.
Findings
The results showed that having a proactive personality is positively related to retention intentions due to enhanced work engagement. However, the effect of the interaction between having a proactive personality and HPHRPs was found to be not significant on work engagement and retention intention.
Originality/value
This study contributes to the literature by exploring the reason behind mixed results found in the relationship between having a proactive personality and retention intentions through work engagement as a mediator and HPHRPs as a contextual boundary condition in a single model.
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Attia Aman-Ullah, Hadziroh Ibrahim, Azelin Aziz and Waqas Mehmood
This study aimed to examine the direct impact of work–life balance on employee retention and turnover intentions among doctors in Pakistan. Further, it also aimed to test the…
Abstract
Purpose
This study aimed to examine the direct impact of work–life balance on employee retention and turnover intentions among doctors in Pakistan. Further, it also aimed to test the mediating role of job satisfaction on these relationships.
Design/methodology/approach
This study's data were collected from 394 doctors working in public hospitals in Pakistan, using survey-based questionnaires and stratified random sampling technique. For data analysis, structural equation modelling was utilised to investigate the direct and indirect associations among the variables, while Statistical Software for the Social Sciences (SPSS) was used for data management.
Findings
Work–life balance was found to have a positive association with employee retention and a negative association with turnover intention. Results suggest that a fair work–life balance is a significant predictor of employee retention and turnover intention. Also, job satisfaction significantly mediated the relationship between work–life balance and employee retention and between work–life balance and turnover intention.
Research limitations/implications
This study's focus was limited to doctors working in public hospitals. Thus, future research can extend the scope to other segments such as nurses, paramedics and pharmacists from both public and private organisations.
Practical implications
Human resource (HR) executives can improve employee retention and turnover intentions through strategic implementation of work–life balance practices. Policymakers should stress upon hospitals to implement favourable working hours that are satisfactory to employees to reduce turnover intention.
Social implications
In the healthcare industry, suitable work–life balance strategies will help improve employees' lifestyle, which will positively impact their family and social relationships.
Originality/value
This study is expected to contribute to the existing healthcare literature in the context of Pakistan by explaining the process by which work–life balance affects employee retention and turnover intention. Specifically, job satisfaction is the mechanism that explains these relationships.
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Natalie Govaerts, Eva Kyndt, Filip Dochy and Herman Baert
The aim of this study is to investigate some factors that have an influence on employee retention. Based on the literature and previous research, both employee and organisational…
Abstract
Purpose
The aim of this study is to investigate some factors that have an influence on employee retention. Based on the literature and previous research, both employee and organisational factors are taken into account.
Design/methodology/approach
Data were collected by means of a questionnaire that was distributed on a voluntary basis in professional organisations and among employees, both electronically and in hard‐copy, during 2008‐2009. The study sample consisted of 972 employees, mainly clerks, from diverse profit and social‐profit organisations.
Findings
The results show that when organisations want to retain their employees it is important to pay attention to the learning of employees. Letting people do more and learn more of what they are good at will encourage them to stay with the organisation. Results concerning the selected employee variables show that only age has a significant relationship with retention. Regarding the intention to stay, there exists a positive relationship between age and retention.
Research limitations/implications
A limitation of this study is that both employee as organizational factors are measured through the perceptions of employees. The response set of subjects when responding to self‐report measures could therefore be the result of a temporary mood, or could be the result of what may be considered as socially appropriate by the participants. Another limitation is that the questionnaire was voluntarily completed by the respondents; the researcher had therefore no information about the non‐respondents.
Originality/value
The paper focuses on the factors influencing employee retention.
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Andrea Valéria Steil, Denise de Cuffa, Gabriel Horn Iwaya and Roberto Carlos dos Santos Pacheco
This study aims to identify the relation between perceived learning opportunities, behavioral intentions to voluntarily stay or leave technology organizations and employee…
Abstract
Purpose
This study aims to identify the relation between perceived learning opportunities, behavioral intentions to voluntarily stay or leave technology organizations and employee retention within these organizations.
Design/methodology/approach
This is a survey of 440 employees of a technology organization.
Findings
Learning opportunities perceived by managers and technicians presented significant positive correlations with the intention to stay and significant negative correlations with the intention to leave the organization. No relation was identified between perceived learning opportunities and manager retention. Among technicians, the correlation between perceived learning opportunities and retention was near zero.
Practical implications
If the organization wants to guarantee the intention of professionals to stay in the organization, the “perceived learning opportunities” indicator should have a similar level of importance as other objective indicators, such as performance and achievement.
Originality/value
To the best of the authors’ knowledge, this is the first study to identify relations between perceived learning opportunities and behavioral intention to stay and leave of professionals that work in technology organizations.
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Attia Aman-Ullah, Azelin Aziz, Hadziroh Ibrahim, Waqas Mehmood and Attiqa Aman-Ullah
This research aimed to study the impact of compensation on employee retention and turnover intentions among healthcare employees. The study also tested the mediation role of job…
Abstract
Purpose
This research aimed to study the impact of compensation on employee retention and turnover intentions among healthcare employees. The study also tested the mediation role of job satisfaction in the relationship.
Design/methodology/approach
In the present study, self-administrated questionnaires were distributed among 600 doctors working in public hospitals of Pakistan, following stratified sampling. The data analysis was conducted through SPSS and smart-PLS.
Findings
Results of the present study supported all the hypotheses (H1–H7), such as the significant relationship of compensation with employee retention and turnover intentions. Results further confirmed the mediation effect of job satisfaction between compensation and employee retention as well as compensation and turnover intentions.
Practical implications
This study is useful for policymakers and organizational managers since the study provides guidelines on employee retention and high turnover intentions and how these factors are influenced by improved compensation.
Originality/value
This study sheds light on the relationship of compensation together with employee retention and turnover intentions through the mediating role of job satisfaction in healthcare context, which was overlooked in the existing literature.
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Timothy L. Keiningham, Bruce Cooil, Lerzan Aksoy, Tor W. Andreassen and Jay Weiner
The purpose of this research is to examine different customer satisfaction and loyalty metrics and test their relationship to customer retention, recommendation and share of…
Abstract
Purpose
The purpose of this research is to examine different customer satisfaction and loyalty metrics and test their relationship to customer retention, recommendation and share of wallet using micro (customer) level data.
Design/methodology/approach
The data for this study come from a two‐year longitudinal Internet panel of over 8,000 US customers of firms in one of three industries (retail banking, mass‐merchant retail, and Internet service providers (ISPs)). Correlation analysis, CHAID, and three types of regression analyses (best‐subsets, ordinal logistic, and latent class ordinal logistic regression) were used to test the hypotheses.
Findings
Contrary to Reichheld's assertions, the results indicate that recommend intention alone will not suffice as a single predictor of customers' future loyalty behavior. Use of a multiple indicator instead of a single predictor model performs better in predicting customer recommendations and retention.
Research limitations/implications
The limitation of the paper is that it uses data from only three industries.
Practical implications
The presumption of managers when looking at recommend intention as the primary, even sole gauge of customer loyalty appears to be erroneous. The consequence is potential misallocations of resources due to myopic focus on customers' recommend intentions.
Originality/value
This is the first scientific study that examines recommend intentions and its impact on retention and recommendation on the micro (customer) level.
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Judite A. Adriano and Christian Callaghan
Social exchange theory predicts that perceptions of employee/employer exchange relationships may change as employees add educational qualifications. Literature also suggests that…
Abstract
Purpose
Social exchange theory predicts that perceptions of employee/employer exchange relationships may change as employees add educational qualifications. Literature also suggests that more innovative individuals, who are particularly important to organisations, may be more likely to change jobs. The purpose of this study is to test how the innovativeness of an individual differs in its contribution to retention when subjected to different mediating and moderating influences indicated in the literature, for a cohort of employees that are undertaking degree studies while working.
Design/methodology/approach
To test theory that suggests certain implications for employee turnover, the part-time studies unit of a large South African university offering degree studies by evening classes was sampled, yielding 323 useable responses, with a response rate of about 30%. Structural equation modelling (SEM) is used to test a theoretical model predicting certain mediating and moderating influences on the relationship between individual innovativeness and turnover intentions.
Findings
Individuals with higher innovativeness self-report higher turnover intentions, which seem to be reduced by the mediating effects of perceived supervisor support and job satisfaction. Perceptions of distributive justice and core self-evaluations, which may be associated with an individual's evaluation of the social exchange relationship, are found to directly enable retention.
Originality/value
A model of moderation and mediation relationships between employee innovativeness and turnover intentions is derived from the literature and tested, offering novel insights into how to retain valuable staff in this context.
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Norawit Sang-rit and Bhumiphat Gilitwala
This study aims to determine the factors influencing employee retention working in construction-related small-medium enterprises (SMEs) in Krung Thep Maha Nakhon. The study…
Abstract
Purpose
This study aims to determine the factors influencing employee retention working in construction-related small-medium enterprises (SMEs) in Krung Thep Maha Nakhon. The study contributes to the construction site manager getting insight into employees' desired goals in the workplace. Furthermore, the study provided information about the diversity of generations (age groups), income levels and educational levels of employees working in the construction industry in the Krung Thep area.
Design/methodology/approach
The researcher decided to investigate a sample size of 386 respondents based on the target population. A purposive sampling method was selected by giving out questionnaires to the respondents employed in construction-related SMEs in Krung Thep. The questions comprised two major parts, which are demographic questions and measuring variables relevant to the independent variables.
Findings
The study's aim of findings is to investigate the factors that retain the employees who are pursuing their careers in construction-related SMEs. The findings of this research are to unveil that task interdependence significantly contributes to agile working. Lastly, employee retention is significantly affected by agile working among employees in an organisation.
Research limitations/implications
This research only studies factors influencing employee retention among those of all ranges of ages, incomes and educational levels working in construction-related SMEs. The researcher collected data on the income level, age group and educational level of employees to use for further study.
Originality/value
The study is about determining the factor that affects agile working and employee retention among those working in construction-related SMEs.
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Adel Alferaih, Shagufta Sarwar and Ayman Eid
The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards, and job…
Abstract
Purpose
The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards, and job satisfaction) and the indirect impact of other factors (organisational commitment, talent retention, and talent engagement) on talent turnover intention.
Design/methodology/approach
A survey questionnaire collected 521 valid responses from employees holding managerial and non-managerial positions at various levels in 54 five-star hotels in 6 cities in Saudi Arabia.
Findings
Significant support was found for all nine hypotheses formulated to test the relationships among the seven constructs above. The model was found to explain 68 per cent of variance in talent turnover intention.
Research limitations/implications
The study contributes to human resource management literature in general and TM in particular by examining the different constructs used in the TM models and by conceptualising a research model, which was empirically validated within the service sector in the context of Saudi Arabia.
Practical implications
The research has several implications for practitioners in the tourism/service sector in the Middle East, pertaining to the management of talented employees. Specifically, it recommends that managers should promote training and development scenarios and provide a better work environment to strengthen individuals’ commitment to their jobs.
Originality/value
This is one of the first studies to examine a comprehensive model of TM in the Arab world in general and in Saudi Arabia in particular, using data gathered from employees in the tourism sector.
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M. Hazeen Fathima and C. Umarani
More attention should be paid to human resource management practices, as they play a vital role in the retention of the skilled workforce for improved competitive advantage and…
Abstract
Purpose
More attention should be paid to human resource management practices, as they play a vital role in the retention of the skilled workforce for improved competitive advantage and reduced skill shortage. This study aims to examine the impact of engineers' satisfaction regarding fairness in key human resource management practices such as performance management, compensation and pay, and employee relations on their intention to stay in Indian construction firms.
Design/methodology/approach
This research was undertaken using a questionnaire survey conducted among 230 engineers working in Indian construction firms. Data collection was done by using self-administered questionnaires. The quantitative analysis of the collected data was carried out. The constructs involved in the study were validated using factor analysis. The correlation and regression analyses were used to examine the relationship between engineers' satisfaction with fairness in human resource practices and their intention to stay.
Findings
Results showed that satisfaction with fairness in human resource practices, such as performance management and employee relations are positively related to engineers' intention to stay, whereas satisfaction with fairness in employee relation practices highly predicts engineers' intention to stay.
Originality/value
This study adds to the body of knowledge by examining the impact of engineers' satisfaction with fairness in human resource practices on their intention to stay in the Indian construction sector, which is an under-researched area. Satisfaction with fairness in employee relation practices is identified as the strongest predictor of engineers' intention to stay. The finding of the research could help construction companies develop human resource practices and policies to promote the retention of construction professionals, particularly engineers, who work for them.
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