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Metamorphosis 16(2) 1-7 Team Effectiveness: A Relational Approach with Employee Retention
Abstract
Purpose
The current study endeavours to highlight the relation among team effectiveness (TE) and the employee’s decision to stay with or leave the organization. The research also studies the impact of demographic factors such as gender, qualification, experience, and tenure on employee retention (ER) and TE.
Approach
The research was conducted to collect the response through questionnaire by the employees working in different organizations of service sector (such as educational institute, banking, insurance, and several others) in Uttarakhand state. Different statistical tools, such as Cronbach’s alpha, coefficient of correlation, t-test, and analysis of variance (ANOVA), have been applied to test the hypothesis.
Findings
The result of the study reveals that tenure of the employee in an organization influences its decision to stay in the organization, which further helps the teams to perform effectively.
Limitations
Irrespective of limitations, such as small sample size and survey of few teams from a certain type of sector, this research carries implications for researchers to investigate the unrevealed facts on TE and ER in the context of the service sector of Uttarakhand.
Practical Implication
The ER strategies can help to improve and develop TE, which has paramount importance for service sector.
Originality
This article fulfils and identifies the need of retaining valuable employees to increase the organizational and individual effectiveness.
... It is important to retain these employees in the effort to retain the best-performing workers in the long term (Ashraf, 2018). The failure to retain qualified employees could lead to significant losses of a considerable amount of time, effort and money spent on training employees to develop new employees (Ansari and Bijalwan, 2017). Organisations cannot prevent their employees from searching for more appealing and lucrative opportunities from other employers; hence, organisations realised the importance of retention strategies to enhance employee loyalty and commitment to remain in the organisations (Khalid and Nawab, 2018). ...
... The retention of employees is regarded as the centre of organisational performance (Khalid and Nawab, 2018). Employee retention (ER) is a process in which employees are encouraged and motivated to stay in an organisation for a long time (Ansari and Bijalwan, 2017). This process can ensure that the working environment is conducive to encourage skilled employees to remain in the organisation. ...
Purpose
This study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities.
Design/methodology/approach
This study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents.
Findings
The findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university.
Research limitations/implications
This study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry.
Originality/value
The findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.
... Supportive leadership (associated with providing employees with information, knowledge, psychological support, inspiration, and encouragement) affects employee desire to stay working for their companies significantly (Chih et al., 2018). Teamwork also enhances the company's brand by boosting the social values needed to encourage employees to stay working for their companies (Ansari and Bijalwan, 2017). ...
This study examines the relationship between high-performance work practices (HPWPs) and employee retention
in the hospitality industry. A survey was conducted among 1319 hotel employees in Jordan, resulting in a high
response rate. The data were analyzed using various statistical methods, including descriptive, linear regression,
hierarchical regression, and Macro-process-plugin analysis. The analysis showed that HPWPs have a direct impact
on employee retention and an indirect effect on employee well-being and psychological capital. Furthermore, it is
the first study to identify employee well-being and psychological capital as a moderated mediation mechanism
between HPWPs and employee outcomes in tourism and hospitality. The paper presents significant theoretical
contributions, practical implications, and recommendations for the industry, particularly during the post-COVID19 era.
... al., 2020). This retention issue would significantly affect the quality of education (Ansari & Bijalwan, 2017). Therefore, the effort to retain talented academic staff must be prioritized by Malaysian private universities to get more effective retention strategies which can ensure that academic staff could be retained even there is an opportunity available. ...
The shortage of academic staff in private universities is at an alarming stage and would have a huge-impact on educational quality. This study aims to examine the mediating role of job embeddedness (JE) in the relationship between perceived organizational support (POS), perceived co-worker support (CWS) and employee retention (ER) in Malaysian private universities. Numerous studies have been conducted to examine POS, CWS and turnover with on-the-job factors such job satisfaction and job commitment. These two on-the-job factors are the two attitudinal constructs most frequently studied by the researchers. However, the mediating role of JE plays in understanding ER has yet to be completely specified. Stratified sampling technique was used to collect data from 482 academic staff. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to test all the hypotheses. The findings indicated that JE mediates the relationship between POS and ER partially. However, there is no direct relationship between CWS and ER. ER cannot be increased by providing high CWS directly. It should go through JE as a mediator. This study could contribute fresh-insight for human resource practitioners from private universities to get more effective retention strategies on how to retain staff even if an opportunity arises by emphasizing JE.
... The feedback of employees of any departments about performance appraisal mechanism is a major factor for success or failure of that system (Pichler et al., 2016). Ansari and Bijalwan (2017) stated that organizations should focus on development of strategies for retention of employees as well as organizational success. According to Upadhyay et al. (2020) there is a significant link among performance appraisal, organizational performance and staff turnover. ...
The purpose of research in hand was to develop and validate Teachers’ Performance Appraisal Scale (TPAS) to appraise the performance of public primary school teachers of Punjab (Pakistan). The five distinctive dimensions of performance through TPAS were teaching-learning, classroom management, assessment, teacher-student relationship and staff collaboration. Data were collected from 1080 male and female public primary school teachers from nine districts with low, average and high school performance. The experts’ opinion was also incorporated in order to enhance content validity of TPAS. The reliability coefficient of TPAS was observed as (α=.915). The current TPAS comprised on 28 statements. Confirmatory Factor Analysis (CFA) and Exploratory Factor Analysis (EFA) were also carried out. The factor loading of all factors and items were above the threshold value 0.50. The findings of said research indicate that current TPAS is valid and capable in order to appraise performance of public primary school teachers. It is recommended that TPAS may be used by the authorities for teachers' appraisal for the improvement of quality of teaching and learning in primary schools.
... The notion of sustainability in HRM practices is important because it can intensify employment relationships and social participation, as well as helping employees to stimulate their positive attitude towards workplace retention. It has been found that there is a strong association between the identified factors and employee retention, as the organization's HR support, along with the social and economic contributions, facilitates employees' behavior to develop long-term retention commitment [73][74][75][76]. Hence, it has been deduced that the existence of such organizational factors and the promotion of sustainability growth through having good internal and external relationships will not only help the organization to reduce turnover but also attract new and talented employees [77]. ...
Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct
were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sustainable & effective recruitment and selection practices. The paper contributes to a comprehensive review of the literature on employee retention strategies in the hospitality context. The study proposes a model for the hospitality industry to revamp its recruitment and selection
practices in order to retain its employees. Furthermore, the study provides a focused directions that will aid in the establishment of employee retention strategies and practices. It was concluded that satisfied employees are less likely to leave their current job, while unsatisfied employees are expected to leave their current job for a better career opportunity. Managerial implications were also discussed.
... Kapasitas yang dimiliki berupa kemampuan mencapai tujuan bersama, situasi kerja yang suportif antar anggota tim, memiliki antusiasme kerja yang tinggi, koordinasi kerja antar anggota tim berjalan dengan tertib, antar anggota tim saling terhubung dengan rasa kepercayaan dan komitmen yang terbentuk lewat iklim komunikasi yang kondisif, memiliki pembagian tugas yang seimbang dan adil, serta adanya upaya untuk mengembangkan kualitas tim dari waktu ke waktu [6], [7]. Kondisi tim yang dapat berfungsi secara efektif semakin membantu perusahaan atau organisasi dengan meningkatkan produktivitas dan pencapaian potensi-potensi perusahaan lainnya yang berasal dari dukungan internal [8], [9], [10]. ...
Team management is needed to support the achievement of organizational goals. One form of good team management also includes efforts to understand and develop the team. The purpose of team development is to ensure that the team can consistently produce the required performance to help organizational processes. This study uses the Open-System model as an effort to understand and carry out team development. The object of this study is the components in one of the teams, namely the Human Resource Development (PSDM) team with team members and the team's environmental conditions. The data collection methods used were interviews with team members, observations of the team's work environment, and document studies on team performance profiles. Data analysis is carried out by integrating findings that have been categorized based on the Open-System model qualitatively. The findings of this study indicate that the Open-System model is able to provide a structured picture of the condition and performance of the HRD team. The main problem condition is that the team work target is not yet solid. The intervention used in responding to the team's assessment results is the preparation of team performance targets using special key performance indicators for the team, so this research is very helpful in developing excellent performance.
... Employee retention is a process where employees are inspired and encouraged to stay in the organisation for a long time or complete the project (Ansari, 2017). Numerous factors that influence employee retention-one of them is the working environment. ...
In the globalisation era, the rapid development of business creates the competitions and opportunities of employee business. The present study seeks to analyse the relationship between individual dimensions of the supportive work environment (peer group interaction, perceived climate, perceived organisational support, supervisory relationship) and employee retention academic staff in Malaysia context. This quantitative study uses a cross-sectional survey in data collection. A total of 225 academic staff from one of the public universities in Malaysia were participated in this study and collected by using hardcopy and an online survey. The structural equation modelling approach through partial least square (SEM-PLS) technique analyses the data and tests the proposed hypotheses in this study. This study indicated that individual dimensions of supportive work environment have a significant positive relationship on employee retention. In conclusion, the employees' positive perception of the work environment can reduce the turnover intention among academic staff in Malaysia context. In line with the present research findings, we suggest that universities need to provide supportive environments that enabled academic staff to remain focused and dedicated to maintaining high morale and reduce academic staff turnover.
... In India, Ansari and Bijalwan (2017) examined the relationship between team effectiveness and employee retention. The study end eavored to highlight the relation among team effectiveness (TE) and the employee's decision to stay with or leave the organization. ...
Purpose
The purpose of this study to explore the relationship between organizational citizenship behavior (OCB), team effectiveness (TE), employee motivation (EM) and employee retention (ER) in the service sector. This study proposes an alternate heuristic TE framework, which is termed as IMMO (input-moderated mediation-output) by replacing M with MM (moderated mediation) in IMOI framework.
Design/methodology/approach
The research was conducted in service sector of Uttarakhand state and the data collected from the employees working in different service organizations (such as educational institute, banking, insurance several others). Collected data were analyzed by using different analytical tools like confirmatory factor analysis and structural equation modeling for validating the constructs used in this study and to assess the relationship among different variables used for this study.
Findings
The result of this study reveals that OCB has positive impact on TE, and the relationship is mediated partially by EM, and the relation between EM and TE is moderated by ER.
Originality/value
This study contributes to the existing literature on OCB and TE. The relation between OCB and TE with the mediation of EM and the moderation effect of ER between the relation of EM and TE was investigated. This study suggests both theoretical and practical implications based on the findings.
The changing business environment in the service sector requires service providers to adapt to the ongoing changes that incorporate more adaptability with a higher quality of service. Teamwork is an important aspect of working in the service sector as nowadays teamwork is seen as a fitting response to the changes in the business environment. Effective teamwork can help the service organizations to provide better quality service to its customers. The current study is an attempt to highlight the influence of performance appraisal (PA), employee satisfaction (ES) and employee retention (ER) on team effectiveness (TE) in the service sector. The analysis of the data was carried out using statistical tools, like the confirmatory factor analysis, and the structural equation modelling for elucidating the validity of the design. The results of the study show that PA and TE have a significant relation. ER acts as a partial mediator between PA and TE, and, on the other hand, ES acts as a moderator between PA and ER. The article provides key practical implications for the service sector in the state of Uttarakhand.
The changing business environment in the service sector requires service providers to adapt to the ongoing changes that incorporate more adaptability with a higher quality of service. Teamwork is an important aspect of working in the service sector as nowadays teamwork is seen as a fitting response to the changes in the business environment. Effective teamwork can help the service organizations to provide better quality service to its customers. The current study is an attempt to highlight the influence of performance appraisal (PA), employee satisfaction (ES) and employee retention (ER) on team effectiveness (TE) in the service sector. The analysis of the data was carried out using statistical tools, like the confirmatory factor analysis, and the structural equation modelling for elucidating the validity of the design. The results of the study show that PA and TE have a significant relation. ER acts as a partial mediator between PA and TE, and, on the other hand, ES acts as a moderator between PA and ER. The article provides key practical implications for the service sector in the state of Uttarakhand
Employee retention is one of the challenging issues faced by corporate leaders in any industry as the performance of any business unit depends on its employees. The ability to retain talented and committed employees contributes significantly to the success of the business. As employees are important, so is employee retention an important factor for all companies, especially the small businesses. In Micro, Small and Medium Enterprises, the skills of employees are the key human capital for efficient operations of the business. Therefore, the need for designing effective retention strategies arises. If the talent of the employees is retained and rewarded, the problem of turnover can be minimized. This study makes an attempt to analyze the various employee demographic characteristics and their effects on turnover and retention in MSMEs. The objectives of the study are to investigate the major factors that affect employee retention in MSMEs, to examine the relationships between the demographic variables and retention of employees and to identify the negative effects of voluntary turnover of key employees on MSMEs. Descriptive research approach has been followed and data was collected from 120 MSMEs randomly selected from the cotton textile, agro, jute and leather based sectors in Kancheepuram District through a structured questionnaire. To examine the hypotheses of the study, regression and chi-square analyzes were employed for analyzing the study variables. The findings reveal that retention factors are strongly associated to different demographic characteristics. Further, voluntary turnover of key employees have a number of adverse consequences for MSMEs, including, lowered productivity and profitability. It is therefore concluded that increasing job satisfaction, providing good working environment and career development opportunities, increasing recognition and rewards are some of the strategies that can help minimize the turnover rate.
The objective of this study was to conduct a systematic review and meta-analysis of teamwork interventions that were carried out with the purpose of improving teamwork and team performance, using controlled experimental designs. A literature search returned 16,849 unique articles. The meta-analysis was ultimately conducted on 51 articles, comprising 72 (k) unique interventions, 194 effect sizes, and 8439 participants, using a random effects model. Positive and significant medium-sized effects were found for teamwork interventions on both teamwork and team performance. Moderator analyses were also conducted, which generally revealed positive and significant effects with respect to several sample, intervention, and measurement characteristics. Implications for effective teamwork interventions as well as considerations for future research are discussed.
Employees are the most valuable assets of an organization. Their significance to organizations calls for not only the need to attract the best talents but also the necessity to retain them for a long term. This paper focuses on reviewing the findings of previous studies conducted by various researchers with the aim to identify determinants factors of employee retention. This research closely looked at the following broad factors: development opportunities, compensation, work-life balance, management/leadership, work environment, social support, autonomy, training and development. The study reached the conclusion that further investigations need to be conducted regarding employee retention to better comprehend this complex field of human resource management.
Hospitals in which wide variety of types of health care services are provided require the work of many professionals working together in a harmony. However, it is possible to provide the harmony by teamwork. For the quality health care, it is a must to keep the morale-motivation at high level of the hospital employees who serve 24-hour continuously. Teamwork, same in all other businesses, is considered as a factor that affects the morale and motivation of hospital employees in a positive manner.
The purpose of this research is to determine the relationship between teamwork and morale-motivation levels of employees at surgery section of Pamukkale University Hospital in the province of Denizli. For this purpose, hypothesis of the research are determined by considering the theoretical discussions in the literature and research findings. Research hypothesis were tested by using the data obtained from the survey method with 58 employees of Pamukkale University Hospital in the province of Denizli. Descriptive statistical methods, correlation and regression analysis were used to analyze the data. Statistically significant relationship between some demographic characteristics of employees and the teamwork environment and morale-motivation level was found in the results. Relation between the teamwork environment and morale-motivation level was measured by correlation regression analysis, and no statistical significance was observed between two concepts. However, a statistical significance was found between the support for sub-dimension of innovation within the teamwork environment-team vision dimension and morale-motivation level.
Following the classic systems model of inputs, processes, and outputs, this study examined the influence of three input factors, team climate, work overload, and team leadership, on research project team effectiveness as measured by publication productivity, team member satisfaction, and job frustration. This study also examined the mediating effect of a process factor, team commitment. The sample comprised 292 faculty members of four research universities in Malaysia. The respondents were asked to consider one research project in which they were involved either as a project leader or team member when completing the questionnaire. The results of the study demonstrated that there were direct relationships only between team climate and team member satisfaction (β = 0.265, p < 0.05) work overload and team member frustration (β = 0.381, p < 0.05), and team leadership and team member satisfaction(β = 0.200, p < 0.05). Team commitment had a full or partial mediation effect on the relationships between team climate and research productivity (β = 0.335, p < 0.05) and team member satisfaction (β = 0.235, p < 0.05) and team member frustration (β = -0.217, p < 0.05). Team commitment only showed a statistically significant mediating effect on the relationship between work overload and research productivity (β = -0.043, p < 0.05) and team member satisfaction (β = 0.030, p < 0.05), and on the relationship between team leadership and research productivity (β = 0.335, p < 0.05). These findings suggest that different input factors influence different aspects of team effectiveness and that team climate is a key input factor that influences team effectiveness through team commitment as a process factor in an academic setting. The results of this study provide a potentially useful framework following the classical systems model of input-process-output for the establishment of effective research project teams in an academic setting.
The study investigates the relationship between prior job experience and current academic performance among management students in India. It further explores the impact of individual and situational factors on the above relationship. Based on a longitudinal study spanning over nine months in the academic year 2010–11 among a sample of 324 management students, the study found a positive relationship between prior job experience and current academic performance. Among individual factors, conscientiousness, openness to experience, and agreeableness, and among situational factors, perceived organizational support, were expected to moderate the relationship. Apart from openness to experience and agreeableness, other variables were found to strengthen the relationship between prior job experience and current academic performance. The study argues that in addition to prior job experience, individual and situational factors are important for the current academic performance in management education. Implications of the study for theory and practice are discussed.
Over the past few decades, a great deal of research has been conducted to examine the complex relationship between team diversity and team outcomes. However, the impact of team diversity on team outcomes and moderating variables potentially affecting this relationship are still not fully answered with mixed findings in the literature. These research issues were, therefore, addressed by quantitatively reviewing extant work and provided estimates of the relationship between team diversity and team outcomes. In particular, the effects of task-related and bio-demographic diversity at the group-level were meta-analyzed to test the hypothesis of synergistic performance resulting from diverse employee teams. Support was found for the positive impact of task-related diversity on team performance although bio-demographic diversity was not significantly related to team performance. Similarly, no discernible effect of team diversity was found on social integration. The implications of the review for future research and practices are also discussed.
In this continuously changing contemporary economy, companies have to be able to anticipate technological innovations and
to compete with other companies worldwide. This need makes important a company’s ability to evolve through its employees’
learning and through continuous development. Securing and retaining skilled employees plays an important role in this process,
because employees’ knowledge and skills are central to companies’ ability to be economically competitive. Given that employee
retention is very important for the functioning and competitiveness of a company, this study focuses on the organisational
and personal factors that influence employee retention. A special interest is taken in employees’ learning, because this is
seen as a retention supporting activity. A questionnaire was administered to 349 employees, and 11 employees were interviewed.
The interviews are used to illustrate and contextualise the quantitative results. The results show a large positive contribution
of appreciation and stimulation of the employee to employee retention. This result is consistent with findings of earlier
research. However, the retention benefits arising from personal development offer new possibilities when attempting to enhance
employee retention. This study also showed that individual differences influence employee retention. Leadership skills and
seniority have a positive relationship with employee retention and the level of readiness and initiative regarding learning
are negatively related to retention.
Text book in its 5th edition acting as an introduction to the subject of organisational behaviour for level 4 undergraduates and as a reader for other students in HE
This book offers something that few other textbooks do: an accessible and understandable approach to discern the implications of complicated research. It will be a useful resource in courses on team building, multicultural and international issues at both the undergraduate and graduate levels. I was most impressed with the use of research from so many different cultures. Too often we take a Western, or even a U.S., perspective and assume that our way is the best way without understanding the cultural contexts. This material certainly avoids that trap.
Roger Ritvo, Ph.D., Distinguished Research Professor of Management, Auburn University Montgomery, Montgomery, Alabama, USA
Using a fascinating journey of real life stories, a solid theoretical overview, and practical tools, Halverson and Tirmizi take us deep into the setup of different cultures, how they function, sources of potential collisions, and how best to benefit from this wonderful diversity that
today's globalization provides. In today's growing globalization, this unprecedented comprehensive book is a must have for all individuals, teams, and organizations that seek to capitalize on the rich diversity of culturally diverse teams.
Nader Tadros, Founder and Director, People’s Advocacy, Fairfax, Virginia, USA, Formerly Middle East Director, America's Development Foundation, Cairo, Egypt
Effective Multicultural Teams: Theory and Practice is a profound, powerful and fascinating text for graduate students who want to have a better understanding of the basics of multicultural teams. This book is the result of several years of teaching, consulting and researching by the authors on various relevant issues of multicultural teams. The breadth and depth of coverage of this book are extraordinary and its educational importance cannot be over estimated. It offers a comprehensive approach for creating an effective bridge between theory and practice. In today’s globalized market economy, both profit and non-profit sectors are emphasizing performance improvement at all levels of their activities and this cannot be achieved without maximizing the benefits of cultural diversity. On many aspects this publication goes beyond the simple quick fixes of high performing multicultural teams by adding life experiences which are inspirational and practical.
Md. Golam Samdani Fakir, Ph.D, Visiting Professor, School for International Training, Brattleboro, Vermont, USA, Director, BRAC Training Division and, Adjunct Faculty at BRAC University, Bangladesh
Employee retention is an issue for all concerned whether service or manufacturing organization, as human resource is the most critical resource for success in the competitive world. The current study is an endeavor to highlight the factors influencing the employees' decision to stay with or leave the organisation. Hence, a careful investigation of the literature on the captioned subject has identified the factors impacting employee retention in general and hotel and accommodation sector in service industry in particular. The research studies are discussed under three major factors like demographic, organizational and personal factors. The studies found that compensation & benefits, reward & recognition, job satisfaction, training & career development, supervisory support, long working hours employee participation, work environment, leadership are most influential aspects for employee retention, ,followed by demographic aspect like age marital status length of service and the personal aspects like , family support, work-life balance, communication, motivation and perceived alternative employment opportunity. The literature review also explored and synthesized literature on employee retention with a view to facilitate a broader understanding of the key theories, issues and challenges related to employee retention in accommodation sector.
“Creativity, as has been said, consists largely of rearranging what we know in order to find out what we do not know. Hence, to think creatively, we must be able to look afresh at what we normally take for granted.” A comprehensive people strategy is not comprehensive if it doesn't include a proven retention strategy for holding on to the employees you've worked hard to recruit into your company. That may sound logical, but many, if not most, small businesses overlook this critical component in their human resources program. In a recent Watson Wyatt survey, more than 50 percent of the responding companies said they didn't have a formal strategy for retaining employees once they had been successfully recruited. So why is that? I think the answer lies in a misperception about what factors actually drive retention. Most business owners and managers think retention is based on compensation issues--wage and salary levels, incentives, and golden handcuffs--when in reality the drivers go much deeper into the human psyche to the actions and attitudes that make employees feel successful, secure and appreciated. As a result, a sound retention strategy should focus on and tactically address four key elements--performance, communication, loyalty and competitive advantage. A better approach is to address retention proactively, as a strategic issue. I recently connected with two thought leaders in talent management strategy to discuss how to do this in high performance environments. This research paper throws light on employee creative retention strategies to be adopted in service sectors to proactively combat turnover. © 2016, International Journal of Pharmacy and Technology. All rights reserved.
Considering the benefits and downsides of collaborative research.
Human resources are the life-blood of any organization. Even though most of the organizations are now a days, found to be technology driven, yet human resources are required to run the technology. They are the most vital and dynamic resources of any organization. With all round development in each and every area of the economy, there is stiff competition in the market. With this development and competition, there are lots and lots of avenues and opportunities available in the hands of the human resources. The biggest challenge that organizations are facing today is not only managing these resources but also retaining them. Securing and retaining skilled employees plays an important role for any organization, because employees' knowledge and skills are central to companies' ability to be economically competitive. Besides, continuously satisfying the employees is another challenge that the employers are facing today. Keeping into account the importance and sensitivity of the issue of retention to any organization, the present study tries to review the various available literature and research work on employee retention and the factors affecting employee retention and job satisfaction among the employees.
In contrast to the general notion, recent studies presented a negative or insignificant relationship between prior related work experience (PRWE) and job performance (JP) and suggestively attributed the theoretically inconsistent results to individual factors. Using a sample of 688 sales persons in the insurance industry, the present study found support for the positive relationship between PRWE and JP. Further, the study found the moderation effect of personality factors on the above relationship. Implication of the study to the practitioners and the academia is discussed.
The authors report the results of an investigation on how demographic heterogeneity in work teams influences team empowerment and team effectiveness. Using data collected from 111 intact work teams in four organizations, it was found that team race heterogeneity was negatively related to team empowerment and to multiple indicators of team effectiveness. Teams were also less effective when their team leaders had longer, rather than shorter, organizational tenure. Team empowerment fully mediated the relationships that race heterogeneity had with team leader ratings of team effectiveness and partially mediated the relationships with team member ratings. In addition, demographic dissimilarity between team leaders and their teams on race was negatively related to empowerment and team leader ratings of team effectiveness; and team members reported less empowerment when led by older team leaders. The authors discuss both theoretical and managerial implications of these findings.
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