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1 – 10 of 609Martin Gelencsér, Zsolt Sandor Kőmüves, Gábor Hollósy-Vadász and Gábor Szabó-Szentgróti
This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the…
Abstract
Purpose
This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.
Design/methodology/approach
The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.
Findings
Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.
Research limitations/implications
As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.
Practical implications
The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.
Social implications
The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.
Originality/value
The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.
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Jianxi Liu, Yu Gan and YiJun Chen
This study delves into the impact of mindfulness on the retention intention of technology employees, with a particular focus on the mediating variables of affective commitment…
Abstract
Purpose
This study delves into the impact of mindfulness on the retention intention of technology employees, with a particular focus on the mediating variables of affective commitment (AC) and organizational identification (OI). The primary aim is to gain a comprehensive understanding of the underlying mechanisms through which mindfulness influences the retention intention of technology employees.
Design/methodology/approach
The research employed a survey approach with self-administered questionnaires and structural equation modeling. The collected data were analyzed using Statistical Product and Service Solutions (SPSS) 24 and Analysis of Moment Structure (AMOS) 28. Multiple mediation analyses was conducted through AMOS to examine the mediating effects of OI and AC.
Findings
The association between mindfulness and retention intention among technology employees showed an overall positive correlation. Additionally, AC and OI were positively correlated with retention intention. In the impact of employee mindfulness (EM) on retention intention, all indirect effects were found to be significant.
Originality/value
To the best of the authors' knowledge, this study is the first to investigate the relationship between EM and retention intention, as well as the associations of AC and OI with them, extending the application of mindfulness in management and offering insights for talent retention among company decision-makers.
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Surekha Nayak, Anjali Ganesh, Shreeranga Bhat and Roopesh Kumar
The present research focuses on improving the awareness related to soft total quality management (TQM) practices by looking from the viewpoint of strategic human resources (HR)…
Abstract
Purpose
The present research focuses on improving the awareness related to soft total quality management (TQM) practices by looking from the viewpoint of strategic human resources (HR). In addition, it is intended to reflect on the resulting soft TQM-HR outcomes and determine the mediating effect between soft TQM-HR strategies and organizational effectiveness (OE).
Design/methodology/approach
An exploratory research methodology with an online survey technique was adopted for the study. Three hundred and three managerial-level personnel from nine large Indian manufacturing organizations participated in the research. A theoretical model is projected and verified using correlation and mediation analysis.
Findings
The results show that commitment, reduced turnover intentions and satisfaction levels of employees mediate the relationship between resources, development and retention strategies and OE. However, the retention strategy has the strongest association with the OE of the three strategies. Also, of the three HR outcomes, satisfaction was strongly associated with OE. The analysis proved that the proposed model is an acceptable fit.
Practical implications
Implementing HR-related TQM strategies will likely impact OE since it elicits positive HR outcomes such as commitment, reduced turnover intention and satisfaction. Recognizing human resources as a unique strategic asset will help HR managers devise adequate resourcing, development and retention strategies instrumental in executing TQM.
Originality/value
The present micro study is unique in scrutinizing the influence of soft TQM-HR practices on organizational effectiveness by analysing the mediating effects of commitment, reduced turnover intention and satisfaction in Indian large-scale manufacturing organizations. The study is unique since no literature deciphers the linkages between HR strategies and organizational effectiveness in the Indian manufacturing sector.
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Catarina Gonçalves Rodrigues and Bruno Barbosa Sousa
This research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these…
Abstract
Purpose
This research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these strategies can help companies to overcome the difficulties related to the talent shortage, from the perspective of a SME Portuguese metallurgical industry.
Design/methodology/approach
The research resorts to a case study of a qualitative nature, through a semi-structured interview with the head of the human resources (HR) training and development area of the Navarra Group, and quantitative, through surveys to its employees. Based on the literature, a conceptual model was constructed, whose application allowed us to perceive the relationships between the practices of EB and IM; satisfaction, motivation and commitment; attraction and retention.
Findings
The exploratory interview concluded that organizations consider EB and IM essential for an effective talent management strategy. The quantitative results demonstrate that IM and EB practices implemented in the organization contribute to the satisfaction, motivation and involvement of employees, which results in a decrease in the intention to leave. It is also noted that these practices promote an increase in the perception of organizational attractiveness, which represents a positive impact on its ability to attract.
Research limitations/implications
From a theoretical perspective, the research contributes to the development of knowledge about IM, EB and talent management, providing relevant data that can help define the best strategies for attraction and retention, from the point of view of IM and EB.
Originality/value
The research presents preliminary insights that can be an auxiliary tool for HR managers and professionals in the context of industrial SMEs.
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Naimatullah Shah, Safia Bano, Ummi Naiemah Saraih, Nadia A. Abdelmageed Abdelwaheed and Bahadur Ali Soomro
Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic…
Abstract
Purpose
Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.
Design/methodology/approach
The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.
Findings
The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.
Practical implications
The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.
Originality/value
The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.
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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.
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Xiaoman Zhou, Christina Geng-Qing Chi and Biyan Wen
Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and…
Abstract
Purpose
Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and perceptions towards working in the hotel industry. This study aims to examine the effect of organizational socialization on the retention of Chinese Gen Z employees, the mediating role of person–environment fit (P-E fit) and the moderating effect of career commitment.
Design/methodology/approach
Time-lagged data were collected from 426 Gen Z new employees from 20 upscale hotels at two different times (2 weeks and 12 weeks after the employees entered the hotel). Confirmatory factor analysis, structural equation modeling, bootstrapping analysis and moderated hierarchical regression analyses were used for data analysis.
Findings
Organizational socialization positively affects employee retention via person–environment fit. Moreover, career commitment positively moderates the relationship between person–environment fit and employee retention.
Practical implications
Hotels must view organizational socialization as a long-term investment in Gen Z talent management by offering effective training through diverse methods, creating a collaborative environment and helping them develop career plans to enhance their career commitment.
Originality/value
This study unpacks the four dimensions of organizational socialization and investigates their differential effects on Gen Z employees’ retention through P-E fit. The moderating role of career commitment is also examined. This study contributes to the growing body of hospitality human resources management research on this new generation of workforce in China.
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Christian Di Prima, Anna Kotaskova, Hélène Yildiz and Alberto Ferraris
Despite the growing interest regarding companies' sustainability, its social dimension has mostly been neglected by academics and practitioners. Consequently, this study aims to…
Abstract
Purpose
Despite the growing interest regarding companies' sustainability, its social dimension has mostly been neglected by academics and practitioners. Consequently, this study aims to address this issue by investigating if the adoption of human resource (HR) analytics can positively influence the impact of social sustainable operations practices (SSOP) on employees' motivation and engagement and the effect of these lasts on organizational retention.
Design/methodology/approach
Data were collected through online questionnaires addressed to 281 HR managers of heterogeneous companies from Europe and analyzed through a structural equation modeling (SEM) technique.
Findings
The findings confirmed the positive effect of SSOP on employees’ motivation and engagement, and of these last on employees’ retention. Furthermore, they confirmed that the usage of HR analytics positively moderates the relationship between SSOP and employees’ motivation and engagement.
Originality/value
This study contributes to both sustainable operations management and HR management literature streams. First, it adopts a multidisciplinary perspective which also considers evidence from HR management literature, allowing the authors to concentrate on the social dimension of sustainability. Second, it provided further insight regarding the adoption of a data-driven approach in relation to social sustainable operations management. Finally, it contributes to HR analytics-related literature by demonstrating its impact also on organizational aspects that are not directly controlled by the HR department.
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Christian Di Prima, Wan Mohd Hirwani Wan Hussain and Alberto Ferraris
Despite talent management’s (TM) importance for improving organizations' competitiveness and resilience, the pandemic highlighted the weakness of organizational-level TM…
Abstract
Purpose
Despite talent management’s (TM) importance for improving organizations' competitiveness and resilience, the pandemic highlighted the weakness of organizational-level TM strategies. Therefore, the objective of this study is to investigate the moderating impact of HR analytics on the relationship between TM and its individual outcomes (talent motivation and quality of hires) and subsequently, their impact on organizational outcomes (talent retention).
Design/methodology/approach
The structural equation modeling (SEM) technique was used to analyze 219 online questionnaires administered to HR managers from European companies.
Findings
A positive relationship exists between TM activities and talent motivation as well as the quality of hires. Furthermore, HR analytics positively moderates these relationships. Finally, talent motivation and the quality of hires are positively related to talent retention.
Research limitations/implications
This study offers several contributions to theory, as it analyzes TM from an individual perspective and provides further empirical confirmation of the potential benefits of HR analytics and additional grounding to the contingency theory.
Practical implications
Our results will allow practitioners to better orient their HR investments, with positive effects for their organizations and their employees.
Social implications
This study demonstrates that HR analytics can help organizations adopt a human-centric approach to TM, thus increasing the chances for talents to fully express their potential.
Originality/value
This study takes a step forward toward considering TM outcomes from an individual perspective, responding to new generations' need to pay more attention to their individualities. HR analytics can be a suitable tool to do so, as it can provide insights and suggestions based on the actual organizational context, making TM a more data-driven process.
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Gouranga Patra, Sumona Datta and Indranil Bose
The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated…
Abstract
Purpose
The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.
Design/methodology/approach
Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.
Findings
Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.
Research limitations/implications
Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.
Practical implications
Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.
Originality/value
The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.
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