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توسيط العقد النفسي والالتزام التنظيمي في العلاقة بين ممارسات إدارة الموارد البشرية والاحتفاظ بالموظفين دراسة تطبيقية
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mployee turnover is a common phenomenon which many organizations are facing today. Organizations invest immensely in recruiting and developing their employees. Hence employee turnover is a potential loss for any firm. HR managers try to prevent the employee turnover by implementing effective retention strategies. Employee turnover is a common issue in Indian IT sector, though the trend has been reduced for the interim due to the recession. Still the issue becomes perpetual once the economy becomes stable. People leave the organization due to various reasons. The experience of job related stress (job stress), the range factors t h a t l e a d t o j o b r e l a t e d s t r e s s (s t r e s s o r s) , l a c k o f commitment in the organization; and job dissatisfaction make employees to quit (Firth, Mellor, Moore, Loquet (2007). Employee can be dissatisfied with the organization due to many reasons. Personal dissatisfaction itself is a major reason for an employee to leave the firm. This dissatisfaction can arise from various factors such as compensation, job security, job autonomy, relationship with the supervisor and other colleagues etc.
The purpose of the present paper was to investigate the moderating role of job engagement in the impact of SHRM practices on the employee retention of Guilan Technical & Vocational Training Organization, and therefore, to provide an empirical and practical contribution in order to enhance employee retention through job engagement. The statistical population consisted of 372 managers and employees, and the optimal sample was determined by Cochran's formula to be 189. The results revealed that SHRM practices and dimensions have a significant impact on employee retention, and job engagement has a moderating role in the impact of SHRM and all its dimensions except performance appraisal on employee retention. The findings also indicate the moderating effect of job engagement in the relationship between SHRM practices and employee retention for three types of job engagement, namely vigor, dedication, and absorption. The association between the demographic variables and the factors also investigated. This study provides an empirical and practical contribution to improving employee retention through job engagement. The theoretical implications, future directions, and limitations are also discussed.
Training and development is an important tool for motivating employees and increasing organizational performance. Therefore, we have developed a new model in which we have empirically tested four direct relationships, three mediating relationships, and one moderating effect. We have collected the data from selected SMEs in Karachi. A total of 410 questionnaires were distributed, and 385 valid responses were available. The instrument was adapted from earlier studies. We have used Smart PLS for data analysis. Of the four direct hypotheses, we found support for two of them. Similarly, we only found support for one indirect hypothesis and no support for the moderating relationship. The study found that antecedents “availability of training and managerial support for training” stimulate organizational commitment. However, we did not find any support for the “association between motivation to learn and organizational commitment” in Karachi SMEs. In contrast to earlier literature, we found that “organizational commitment stimulates turnover intentions.” Organizational commitment mediates (1) availability of training and turnover intentions, and (2) managerial support and turnover intentions. However, the study did not support organizational commitment’s mediating role on motivation to learn and turnover intentions. Similarly, constituent attachment did not have a moderating effect in our study.
Purpose
This study empirically examines a model that describes the direct path from perceived understanding of supply chain integration (PUSCI) to perceived understanding of supply chain responsiveness (PUSCR) to leverage supply chain manager's communication and teamwork competencies. This study also examines whether knowledge and task skill and proficiency mediate the relationship between PUSCI and PUSCR to improve the communication and teamwork competency of a supply chain manager.
Design/methodology/approach
The data were collected using a survey questionnaire that was mailed to the 413 supply chain managers of global manufacturing companies in Indonesia.
Findings
The result from model testing shows that PUSCR significantly and positively affected the communication and teamwork competency of supply chain manager and knowledge, task skill and proficiency as mediating variables improved communication and teamwork competency. The results found that PUSCI was related to supply chain manager's competency.
Practical implications
Supply chain managers are advised to focus on PUSCI and consistently improve effective communication and teamwork competency.
Originality/value
This study will extend the literature by utilizing the competency-based theory to investigate the perceived understanding and communication capabilities of supply chain managers.
Recently, mobile commerce started to attract the interest of workers in the commercial sector for ease of application, where people can buy and sell items using the internet on a mobile phone. Therefore, this research aims to investigate the extent of citizens' confidence and trust in m-commerce. The study reveals how m-commerce process over time changes the role of trading from the traditional way to the electronic one. The objective of this study is to determine the impact of trust, ease of use on satisfaction in m-commerce among citizens. Data of this research was collected from teaching staff, employees, and students and they numbered 216, the result indicates that there is a positive relationship between research model variables and that all antecedents affected citizens toward the satisfaction of m-commerce.
This study examined the effects of motivational incentive and staff turnover in hotel industry in Gombe state, Nigeria. A stratified random sampling technique was adopted in selecting 45 respondents from three (3) hotels across the state. Findings revealed that promotion, salary/wages, payment of leave benefits, career development/in-services training and work-hours impacts significantly on labour turnover. The study recommended among others that comprehensive incentives should be put in place by management to reduce labour turnover and ensure workers retention in the hotel industry in Gombe state, in particular and Nigeria in General.
This study seeks to explore the impact of specific set of HRM practice on organisational performance in a Middle Eastern emerging market. It aims to examine the mediating role of social exchange within the healthcare sector in Jordan, which is presently reeling under pressure from the refugee crisis from Syria and neighbouring countries. Both, HR and hospital managers were targeted in all private and public hospitals through two separate questionnaires. We find, as predicted, that recruitment, training, and internal promoting from within have a positive and significant effect on performance. However, contrary to expectations, we found performance appraisal and rewards and benefits not linked with performance. Notably, whilst researchers argue that a better theoretical understanding of the mechanisms describing the relationship between HRM and performance should be developed, the results indicate that social exchange can play an essential role in explaining the HRM‐performance indirect relationship – a result that partly unlocks the elements of so‐called ‘black box’ in HR research. The theoretical and applied implications of these findings are explored.
The main aim of the study was to empirically investigate the mediating role of organizational commitment (OC) & person-organization fit (POF) between the causal relationship of supportive work environment (SWE) and employee retention (ER). One thousand questionnaires were sent to the targeted population included employees of all chains of multinational fast-food brands (restaurants) in Lahore, Pakistan. The restaurants were selected from clusters by using a cluster sampling technique. Questionnaires were comprised of multiple items adopted from former studies to obtain responses using quantitative methodology. For statistical analysis and to test the proposed hypothesis, the partial least squares (PLS)- structure equation modeling technique was employed through Smart PLS 2.0 M3 software. The study’s findings elucidated that SWE has a positive and significant association with employee retention. Additionally, organization commitment and person-organization fit acted as mediators between the relationship of a supportive work environment and employee retention. This study presented implications for HR practitioners that they should endure developing mechanisms for imparting a supportive work environment to foster healthy exchange relationships with people, which in turn will result in employee retention. This paper significantly contributed to the extant literature on the relationship of the supportive work environment and employee retention while highlighting the critical factors to be noticed for retaining key employees. This study also explicated the limitations and scope for further research.
Background:
Pay for performance (P4P) schemes provide financial incentives to health workers or facilities based on the achievement of pre-specified performance targets and have been widely implemented in health systems across low and middle-income countries (LMICs). The growing evidence base on P4P highlights that (i) there is substantial variation in the effect of P4P schemes on outcomes and (ii) there appears to be heterogeneity in incentive design. Even though scheme design is likely a key determinant of scheme effectiveness, we currently lack systematic evidence on how P4P schemes are designed in LMICs.
Methods:
We develop a typology to classify the design of P4P schemes in LMICs, which highlights different design features that are a priori likely to affect the behaviour of incentivised actors. We then use results from a systematic literature review to classify and describe the design of P4P schemes that have been evaluated in LMICs. To capture academic publications, Medline, Embase, and EconLit databases were searched. To include relevant grey literature, Google Scholar, Emerald Insight, and websites of the World Bank, WHO, Cordaid, Norad, DfID, USAID and PEPFAR were searched.
Results:
We identify 41 different P4P schemes implemented in 29 LMICs. We find that there is substantial heterogeneity in the design of P4P schemes in LMICs and pinpoint precisely how scheme design varies across settings. Our results also highlight that incentive design is not adequately being reported on in the literature - with many studies failing to report key design features.
Conclusions:
We encourage authors to make a greater effort to report information on P4P scheme design in the future and suggest using the typology laid out in this paper as a starting point.
The present study aimed to explore the impact of strategies human resource management (SHRM) (recruitment, training, compensation, and performance management) on organizational commitment, An applied study on employees in Jordanian Islamic banks. It was found that the strategies human resources management in Jordanian Islamic banks is high. It was found that the employees’ organizational commitment level in Jordanian Islamic banks is high. There is a statistically significant effect at the level (α≤0.05) of strategies human resource management (employment, training, compensation and performance management) on organizational commitment (respect for values and ethics, willingness to commit to work, creative behavior at work), an applied study on employees in Jordanian Islamic banks. The researchers recommend: developing the strategies of the human resources management in a manner that is consistent with the external environment of the organization.
Indonesia has entered international competition in regional sector due to the change on various business structures and behavior in globalization era. The international competition does not merely limit on the product competition but also on the human resource management. The enhancement on competition intensity has influenced the need escalation for organizations to keep improving their management organization performance, especially in human resource’s ability. It emphasized on the strategic approach which involved the relationship between company and its human resource management within the field of structure, culture and development. This study aimed to identify the influence of management practices on strategic human resource, including training selection, empowerments and performance appraisal, toward employee performance through organizational commitment. The methodology used in this study was quantitative methodology using survey questionnaire to the 145 employees of PT Petrokimia Gresik as the sample study. The findings of the study showed that management practices on strategic human resource had either direct or indirect positive influence towards the employee performance through organizational commitment. In conclusion, the organizational commitment and employee performance could be increase if the management practices on strategic human resource are good. Moreover, the enhancement of organizational commitment could affect the employee performance improvement.
Background:
Low job satisfaction, severe burnout and high turnover intention are found to be prevalent among the primary care providers (PCPs) in township health centers (THCs), but their associations have received scant attention in the literature. In light of this, this study aims to examine the relationships between job satisfaction, burnout and turnover intention, and explore the predictors of turnover intention with a view to retaining PCPs in rural China.
Methods:
Using the multistage cluster sampling method, a cross-sectional survey was conducted in Shandong Province, China. 1148 PCPs from 47 THCs participated in this study. Job satisfaction, burnout and turnover intention were measured with a multifaceted instrument developed based on the existing literature, the Maslach Burnout Inventory and the participants' responses to a Likert item drawn from the literature, respectively. The relationships of the three factors were examined using Pearson correlation and structural equation modeling, while the predictors of turnover intention were investigated using multivariate logistic regression.
Results:
The subscale that the PCPs were most dissatisfied with was job rewards (95.12%), followed by working environment (49.65%) and organizational management (47.98%). The percentages of the PCPs reporting high-levels of emotional exhaustion, depersonalization and reduced personal accomplishment were 27.66, 6.06, and 38.74%, respectively. About 14.06% of the respondents had high turnover intention. There was a significant direct effect of job satisfaction on burnout (γ = - 0.52) and turnover intention (γ = - 0.29), a significant direct effect of burnout on turnover intention (γ = 0.28), and a significant indirect effect (γ = - 0.14) of job satisfaction on turnover intention through burnout as a mediator. Work environment satisfaction, medical practicing environment satisfaction, and organizational management satisfaction proved to be negative predictors of turnover intention (p < 0.05), whereas reduced personal accomplishment was identified as a positive predictor (p < 0.05).
Conclusions:
Plagued by low job satisfaction and severe burnout, the PCPs in rural China may have high turnover intentions. Job satisfaction had not only negative direct effects on burnout and turnover intention, but also an indirect effect on turnover intention through burnout as a mediator. Targeted strategies should be taken to motivate and retain the PCPs.
The purpose of this study is to analyze the dimensions of job satisfaction and organizational commitment by using a more comprehensive approach to address job performance. The structural equation modeling analyses have been used to analyze the data collected from managers of fast-moving consumer goods. This study strives to examine the role of normative organizational commitment, affective organizational commitment, and continuous organizational commitment in predicting individuals’ job satisfaction, which further leads to job performance. The findings of the confirmatory factor analysis establish the excellent model fitness of the studied model. Furthermore, the results of structural equation modeling conclude that the significant association of all three forms of commitment to affect the job satisfaction of employees positively. The results indicate that normative commitment is the most influential form of organizational commitment, while continuous commitment is the least influential in impacting job satisfaction. Furthermore, the outcomes established a significant positive relationship between job satisfaction and job performance of employees of the fast-moving consumer goods sector of Pakistan.
Low attrition and high job security in public organizations make the risk low for consequences of performing poorly. Climbing the ladder of job performance, what are the steps that should be in mind? The effects of fulfillment of the psychological contract and of affective organizational commitment on job performance were examined in a longitudinal study with employees and their line managers in a Brazilian public sector agency. We tested three models of mediation, aiming to better explain variance in job performance. This research design with employees and their bosses (N = 202) relieves common method bias and demonstrates in a robust and unique way, through a study carried out over two years, the effects of the fulfillment of the psychological contract on in-role job performance as well as the role of organizational commitment in this process. We found that fulfillment of the psychological contract explained variance in job performance, while commitment did not. However, the addition of organizational commitment as a mediating variable increased the explanatory power of the psychological contract. In our metaphor, psychological contract would be a significant step on the ladder, while commitment would be the difference in how much an individual can stretch his/her arms to reach the best job performance.
Human Resource Management (HRM) has the capacity of influencing the organizational behavior of the employees, thereby ensuring achievement of the corporate objectives. HRM positively influences firm performance which leads to Organizational Commitment. This study proposed to assess the relationship of HR practices & Organizational Commitment. It is also intended to test job satisfaction as a mediator, between HR practices and Organizational Commitment among the employees of the telecommunication sector of Pakistan. The data were gathered from 218 individuals employed at various telecommunication companies located in Lahore. PLS, SEM was performed on the data, using the SmartPLS 3 software. “Recruitment and Selection”, “Performance Appraisal Satisfaction”, “Rewards and Recognition” & “Work Environment” result in statistically significant variation in “Organizational Commitment”. Relationship of “Recruitment and Selection”, “Training” and “Work Environment” is complementarily mediated by “Job Satisfaction. Relationship of “Performance Appraisal Satisfaction” is Indirect-only mediated by “Job Satisfaction”. The relationship of “Reward and Recognition” and “Organizational Commitment” is not mediated by “Job Satisfaction”. Our findings contribute to the existing body of literature of how the different facets of Job Satisfaction can mediate the relationships among the HR practices adopted by firms & Organizational Commitment. Telecom companies should improvise extra attention over HR practices that contribute positively toward the performance of employees eventually accentuating employees’ level of satisfaction and consequently the quality of services rendered to customers.
Recruitment and selection are critical components of human resource management. They influence both the quantity and quality of the healthcare workforce. In this article, we use two different examples of primary care workers, General Practitioners in the UK and Community Health Workers in low- and middle- income countries, to illustrate how recruitment and selection are, and could be, used to enhance the primary care workforce in each setting. Both recruitment and selection can be costly, so when funding is limited, decisions on how to spend the human resources budget must be made. It could be argued that human resource management should focus on recruitment in a seller’s market (an insufficient supply of applicants) and on selection in a buyer’s market (sufficient applicants but concerns about their quality). We use this article to examine recruitment and selection in each type of market and highlight the interactions between these two human resource management decisions. Recruitment and selection, we argue, must be considered in both types of market; particularly in sectors where workers’ labour impacts upon population health. We note the paucity of high-quality research in recruitment and selection for primary care and the need for rigorous study designs such as randomised trials.
This study aims to examine and analyze the effect of employee performance appraisal and employee learning, to an employee out intentions with employee retention as a mediating variable. High employee turnover rates can result in negative impacts on the company such as decreasing service, decreasing productivity and resulting in increased human resource costs in terms of the cost of training that has been invested and for recruitment and retraining. The XYZ Secondary Data of 2016-2017 shows the turnover of employees. One of the challenges faced by the company is the employee turnover, from the data obtained by employee turnover recorded up to August 2017 of 3.66%, 0.48% above the target year 2017sesar 3.18. This study uses 36 parameters, multiplied by 5 then the required number of samples is 180 respondents. A sample used in this research is 180 employees at some position/position of PT XYZ. A technique of collecting data using observation, interview and questioner and data analysis technique used is the Structural Equation Model (SEM) version 22.0. In further research, researchers can conduct research on aspects other than those studied in this research and are expected to be able to explore other variables such as organizational culture, compensation and benefits, leadership, coaching and mentoring, career development and other variables suspected of having an influence on employee performance in an organization or company.
This study determines the relationship between types of employee participation (delegative, consultative, worker director, and worker union) on employee retention and the moderation of employee compensation in this relationship. The authors analyzed four types of employee participation, employee retention, and compensation in two major sectors of Pakistan (n = 1,054): service (n = 535) and manufacturing (n = 519). Self-administered questionnaires were distributed to first-line and middle-level employees. After establishing the reliability and validity of the scale, descriptive statistics, correlation, univariate analysis, multiple regression analysis, and independent-sample t test were conducted. All types of employee participation influence employee retention positively in both sectors. Employee compensation moderated the relationship between types of employee participation and employee retention. Delegative participation had a stronger influence on retention as compared with other types in both sectors. This is the first quantitative study to examine the influence of compensation on the relationship between direct and indirect types of employee participation on employee retention in six industries (Cement, Pharmaceutical, Food and Beverages, Health Care, Banking, and Higher Education) of Pakistan. The authors extend previous research studies by using comparative analysis tools to generalize the results in South Asian organizations.
Purpose
The purpose of this research is to explore the dynamics of using strategic human resource management (SHRM) practices in the public sector. More specifically, this paper tries to point out some main aspects of SHRM, which strongly influence the decision of employees to stay. The empirical study here tends to reveal greater insights into the SHRM-retention relationship and its validation at the National Bank of Egypt (NBE).
Design/methodology/approach
This research is co-relational in nature with cause and effect approach. The design of the study is both descriptive in the theoretical part and quantitative in the applied one. Theoretically, this paper adopted the analytical approach to define the main concepts, aside from an empirical study to investigate correlations in practice.
Findings
This paper concludes that the employment of best HRM practices is deemed a remarkable strategic tool in the retention of core public employees. Also, the results of analysis provide evidence that SHRM contributes to employee retention at NBE.
Practical implications
The findings and recommendations of this research can practically guide management to devise effective policies to improve employee retention using appropriate SHRM activities, particularly in the Egyptian public organizations.
Originality/value
This research has valuable implications for both theory and practice, as it offers several contributions to literature in the field of study, as well as the practical contribution.
This study examines a salient mechanism ─ psychological-contract (PC) fulfilment through which talent management (TM) practices might affect talented employees’ outcomes. Using two samples from parastatal (n = 232) and banking (n = 145) institutions in Ghana, a partial mediation model was outlined and tested using structural equation modelling. In both samples, the findings showed that TM practices had positive relationship with PC fulfilment, affective commitment and organisational citizenship behaviour (OCB). Similarly, the findings showed that TM practices not only had a direct positive effect, but also an indirect effect on talented employee outcomes via PC fulfilment in both parastatal and banking institutions. The findings further suggest that, even though the results are similar, the relationships are stronger in sample two and that banking sector employees perceived more TM practices, PC fulfilment, are more committed and engage in more OCB than parastatal sector employees. The findings have important theoretical, policy and managerial implications.
Purpose
The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and development on talent retention in institutions of higher learning in Uganda.
Design/methodology/approach
In a cross-sectional study, data were obtained form 218 respondents from two public universities. Confirmatory factor analysis (CFA) and structural equation modeling were employed to analyze the data.
Findings
The paper has two major findings: first, CFA maintained three dimensions of employer branding, namely; reward strategy, people orientedness and; leadership and development; and second, only reward strategy and people orientedness emerged as significant predictors of talent retention.
Originality/value
The results suggest that institutions of higher learning that embrace reward people orientedness strategies as measures for employer branding succeed in retaining their employees for longer.
Background
Loss to follow-up (attrition) is a frequent problem in clinical trials and can introduce bias or reduce power. So, understanding retention issues and strategies to address these are important. As part of a multi-method project, this qualitative study aimed to explore retention strategies used by trial teams and factors which may influence strategy adoption. MethodA purposive sample of active trials was selected from the UK NIHR HTA portfolio of ongoing trials in 2014/2015. Semi-structured interviews with several trial team members from each trial and supplementary interviews with experienced trial managers explored strategies in collecting clinical outcome data and retaining participants. Interview data were analysed thematically using techniques of constant comparison. ResultsTwenty-two semi-structured interviews with trial team members including chief investigators, trial managers, nurses and research administrators revealed strategies used to enhance retention. Some were recognised methods and planned from trial outset whilst others were implemented more responsively. Interviewees placed great value on fostering positive relationships with trial participants to enhance retention. However, these strategies took time which was not always appreciated by the wider trial team or funding bodies. The national focus on recruitment targets in networks posed a challenge to staff and was deemed detrimental to retention. The ‘moral compass’ of individual researchers relied on their own beliefs and values and research experience and the factors affected their confidence to pursue participant data during follow-up. Conclusion
The role of trial staff and their underlying behaviours influence retention practices and, combined with emphasis on recruitment targets, can be detrimental to motivation and retention activities. There is a need to consider how to train and support trial staff involved in retention practices and recognition of retention from funding bodies and oversight organisations.
In the recent business environment we experience immense changes affecting the current working of organizations in terms of nature of jobs, downsizing and drastic changes in the technology & market demands which have gone beyond the traditional structure of organizations. This has an adverse effect on the relationship of its workers and employees which becomes the reason for variations and misconceptualization of perceptions within the organizations. Therefore, this influences the need for psychological contracts. Psychological contract is a newly arousing organizational term that interprets the fulfillment and non-fulfillment of organizational relationships in terms of mutual obligations, expectations and promises. This phenomenon being an established term in different parts of the world has only now taken its troll in India. Lately, we see and hear of numerous issues of tangled employer and employee relationships across the country. Psychological contract has its tune to epitomize its existence explicitly and implicitly. This article discusses on the major conceptual parts of psychological contract which will include importance and significance of psychological contract, difference between psychological and employment contracts, types, causes and effects of breach and violation of the contract.
Previous studies have shown that human resource management practices affect hotel performance by influencing employees' commitment to their organization. Organizational commitment, in turn, influences workforce turnover, organizational citizenship behavior, and job performance. This study analyzed the relationship between human resource management practices and organizational commitment in 257 employees in nine four- and five-star hotels in Cairo and Alexandria, using partial least squares structural equation modeling to test models predicting organizational commitment. Hiring, training and development, performance appraisals, remuneration, and communication were all positively and significantly related to affective commitment, but only communication affected continuance commitment.
This research aims to analyze the influence of organizational commitment, team cohesion, and leadership style on employee retention in the hotel industry in the Special Region of Yogyakarta. This research used a simple random sampling technique with a total of 153 respondents. Primary data collection was carried out using a questionnaire method via Google Form which had been tested for validity and reliability. The analysis used in this research is logistic regression analysis with the help of the IBM SPSS statistics 25 program. The results of data analysis show that simultaneously the factors of organizational commitment, team cohesion and leadership style have a positive and significant effect on employee retention. Partially, organizational commitment and team cohesion have no effect on employee retention. However, leadership style has a positive and significant effect on employee retention.
Purpose
Although trends such as digitisation, demographic change and flexibilisation of work have been recognised by many human resource (HR) practitioners, this viewpoint paper argues that future-orientation in the HR sector could benefit from making use of the foresight perspective. Foresight is understood as the systematic, method-guided analysis and discussion of possible future developments. The goal is to build future-robust structures in organisations at an early stage and to identify emerging skill needs. This paper aims to make HR professionals aware of the potential of foresight for their strategic activities.
Design/methodology/approach
Introducing the approach of strategic foresight to the field of HR, this study derives the argumentation from a discussion of literature and practitioners’ experiences.
Findings
So far, foresight in companies has mainly been conducted by strategy and innovation units, with HR and organisational development playing a subordinate role. However, foresight can contribute to gaining a competitive advantage and proactively shape future success factors in the organisation.
Practical implications
The authors advise practitioners to begin implementing strategic foresight within HR departments and organisational development to build future-proof organisations.
Originality/value
This paper introduces strategic foresight to the field of HR and points to a lack of integration between potentially existing foresight activities and people and culture considerations for the future.
Employee performance is a factor that will determine the success of a business entity at a regional government-owned bank (BPR). So it is essential to maintain employee performance so that the business continues to run according to its objectives. Usually, one factor that determines employee performance is the result of local government policies so that operations become more rigid. Therefore, this study aims to determine the factors that influence the performance of local government-owned bank employees, including transformational leadership, organizational culture, and organizational commitment. This research was conducted on employees of local government-owned banks in West Java as many as 270 people spread throughout BPR. The analysis used is the Equation Model Structure with SMART PLS analysis tool. The results showed that transformational leadership is important in improving bank employee performance. statistics show a positive and significant influence. Then organizational culture is also a positive influence on employee performance. In addition, employee commitment is also another variable that has a positive effect on employee performance.
The aim of this study is to investigate the relationship between extrinsic and intrinsic reward on retention among Gen Y employees in Malaysian manufacturing companies. The data was collected from 113 respondents worked in manufacturing companies located in Seri Kembangan, Selangor using questionnaires. Multiple regression analysis was conducted to test the hypotheses. The results showed both extrinsic and intrinsic reward are the factors influencing retaining Gen Y in manufacturing companies. The discussion on the analysis, limitation of the study, recommendation for future research and conclusion were discussed at the end of this study. In a nutshell, it was proven extrinsic reward and intrinsic reward has contributed to the retention of Gen Y employees.
Purpose
Based on the role theory and prosocial motivation literature, this research aims to explore the bright and dark side of socially responsible human resource management (SRHRM) on hotel employees' outcomes through the mediation of role conflict. Besides, this study examines the moderating effect of prosocial motivation between role conflict and volunteering and organizational citizenship behavior (OCB).
Design/methodology/approach
The authors collected 326 employee-supervisor dyads data in two waves from 12 hotels in the province of Wuhan, China. Besides, structural equation modeling (SEM) analysis was adopted to test the hypothesized model.
Findings
As expected, the result shows that SRHRM can increase employees' volunteering and decrease their OCB through the mediation of the role conflict. Further, prosocial motivation strengthens the linkage between role conflict and volunteering, but not the relationship between role conflict and OCB.
Practical implications
This result enables hotel managers to adopt SRHRM as a useful tool of carrying out suitable corporate social responsibility (CSR) activities. Additionally, this study highlights the vital role of employee in successful CSR implementation.
Originality/value
Although the hotel industry contributes a lot to global economic development, CSR research specifically focused on hotel industry has been unexplored. Therefore, this research brings SRHRM into hotel industry and establishes a model specifying both the bright side and dark side effect of SRHRM in the hotel industry.
Purpose
This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.
Design/methodology/approach
Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.
Findings
The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.
Practical implications
The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.
Originality/value
This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.
Organizations priority is managing human resource (HR) efficiently now a days. They are striving to maintain this efficiency by implementing effective HRM practices. The relationship between human resource management (HRM) practices and employee retention (ER) is investigated in this study. This study also scrutinized the moderating effect of perceived supervisor support's (PSS) between HRM practices and employee retention (ER). The data was collected from employees of textile industry using questionnaire. Results show significant relationship between HRM practices and employee retention (ER). Except employee empowerment (EE), PSS is moderating between HRM practices and employee retention (ER). Organizations should implement these HRM Practices to keep employees motivated and positive towards work, this will decrease employee turnover and increase retention of skilled and motivated employees in an organization. ARTICLE INFORMATION
Purpose
This paper aims to introduce the concept of 360° recruitment, which is a systematic, practical and holistic recruitment process that provides a reliable employee-selection structure for an organization of any size.
Design/methodology/approach
The recruitment process, which begins with establishing the correct selection criteria, provides a 360° view of a candidate by combining assessments, job interviews, reference checks and job previews.
Findings
Hiring the right employees is critical for the growth and success of an organization. However, many companies do not have an effective and reliable recruitment process that enables them to hire top-notch talent who are highly compatible with the firm. The 360° recruiting process is a practical technique that enables organizations to evaluate job applicants from multiple angles while reducing the uncertainty and the biases that are inherent in a typical recruiting process.
Originality/value
The 360° recruitment process is comprehensive yet practical and can be used by an organization of any size. The technique, if properly administered, will optimize recruiting and ensure that qualified and compatible employees are hired into the organization.
The present research investigates the effects of “High Performance Work Systems (HPWS)” on employees’ “work engagement” and “service-oriented Organizational Citizenship Behavior (OCB)”, through the development of a social and justice climate. In doing so, “Partial Least Squares Structural Equation Modeling (PLS-SEM)” was applied based on a convenient sample of 448 customer-contact hotel employees across ten Greek hotel organizations. In summary, the study reveals first the valuable contribution of HPWS towards the development of a justice and service climate, which in turn influence positively employees’ work engagement. As a consequence, employees respond by exhibiting extra role behaviors and by engaging in service-oriented OCB. Overall, the
findings clarify the mechanism behind the HPWS process, known as the “black-box”, a valuable knowledge for professionals practicing Human Resource Management (HRM).
Building on conservation of resources theory and social exchange theory, the author examined the relationship between supervisor support and organizational commitment through work–family conflict, work–life balance, and the job satisfaction of employees working in the financial sector in Australia. The study comprised 305 employees recruited through an online survey. Results indicate that supervisor support is negatively related to work–family conflict. In turn, work–life balance and job satisfaction are negatively linked to work–family conflict. The results further show that both work–life balance and job satisfaction are positively related to organizational commitment. Theoretical and practical implications, as well as limitations, are discussed.
Drawing hypotheses from Selective Optimization with Compensation theory (SOC), we explored the degree to which employee age moderates the relationship between employees’ satisfaction with high-commitment human resource practices (HCHRPs; e.g., providing training, work–life balance) and organizational commitment. Customer-facing employees (N = 6,360) from an international transportation company completed the Organizational Commitment Questionnaire (OCQ) and rated their satisfaction with various HCHRPs offered by their organization. Results show that although there was a strong overall correlation between organizational commitment and satisfaction with various HCHRPs (r = .66), employee age was a significant moderator of only the relationships between organizational commitment and maintenance-related HCHRPs (e.g., work–life balance) and not of development-related HCHRPs (e.g., training opportunities). Furthermore, moderation effects had small effect sizes, suggesting that employee age is not a characteristic organizations need to consider when making strategic decisions about HCHRPs.
Purpose: This paper examines the relationship between perceived investments in employees’ development (PIED) on work engagement, and the moderating effects of psychological capital on this relationship for liquid knowledge workers, employed in the Indian cutting and polishing of diamond industry (CPD).
Design/methodology/approach: A questionnaire composed of established scales was sent to 134 liquid knowledge workers. Having established convergent and discriminant validity using structural equation modelling (SEM), the model was further analysed using process macro in order to check for direct and moderating effects.
Findings: The research findings suggest that the perceived investment in employee development and psychological contract enhancement (relational and transactional) made by CPD units for liquid knowledge workers positively influenced their work- engagement level. The study also finds that relational contract (not transactional contract) positively moderates the relationship between perceived investment in employee development and work engagement.
Practical implications: The study presents a “star matrix of engagement” that guides the application of the two strategies of perceived employee development and psychological contract enhancement for liquid knowledge workers. This has implications for design and implementation of HRM practices and policies for employee management.
The study makes significant contributions to existing literature on antecedents of work engagement of liquid knowledge workers by examining the direct and moderating influences.
Key words: Work engagement, relational psychological contact, transactional psychological contract, perceived investment in employee development (PIED), Indian cutting and polishing of diamond (CPD) industry, liquid workforce, liquid knowledge worker, employee management.
Purpose
The purpose of this paper is to extend job embeddedness research by investigating employees’ perception of human resource (HR) practices as the predictors of organizational job embeddedness, and its mediating role between HR practices and quit intention. It also assesses the moderating effect of job satisfaction on the job embeddedness-turnover relationship.
Design/methodology/approach
Data were collected through a questionnaire survey from 1,028 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. Hypotheses were tested and analyzed by means of a confirmatory factor analysis, multiple regressions, and a bootstrapping procedure.
Findings
The results reveal that all HR practices except training are positively related to organizational job embeddedness. Analysis also provides support for the mediating effects on quit intention of two HR practices, namely rewards and career development, through organizational job embeddedness. In addition, the interaction effect shows that the negative relationship between organizational job embeddedness and quit intention reduces when job satisfaction is high.
Research limitations/implications
The current research took place among accountants. Replicating the study in a variety of business sectors, professions, or cultures would be useful for the generalizability of the findings.
Practical implications
Several HR strategies and tactics can help improve employee loyalty. Particularly effective are attractive rewards that reflect work values, and a promising career roadmap. Organizations might need to consider work conditions that sustain job satisfaction for turnover prevention in the short-term, and continuously manage long-term retention through embeddedness.
Originality/value
This study extends current research by investigating the relationships of so far untested theorized antecedents that clarify how employees become embedded in the workplace in order to keep them from quitting.
High employee turnover has been a concern of the hotel practitioners and academics. Previous research more focused on reducing employee turnover by improving economic incentives. However, psychological incentives are getting more concerned now. This study aims to analyze the psychological mechanism affecting the atti-tudinal and behavioral loyalty of employees in hotel sector. This study uses organizational commitment theory and regards the hotel employee as an internal customer to construct and verify a conceptual framework. Several important findings are observed. First, affective, normative, and continuance commitment have apparent and varying effects on the attitudinal and behavioral loyalty of employees. Second, the attitudinal loyalty of employees significantly promotes behavioral loyalty. Third, employee trust and satisfaction in hotel sector are vital antecedents of the three dimensions of organizational commitment. These findings have important implications for managing hotel employee turnover and improving the psychological achievements of employees to consequently enhance attitudinal and behavioral loyalty.
In biofertilizer production, carriers and substrates have an important role in maintaining an efficacy of the commercial biofertilizer by-product. The aim of this study was to select the best carrier material and substrate and as well substrate’s moisture to sustainably store biofertilizer by-product containing three halophilic plant growth promoting bacterial strains. They are Bacillus aquimaris KG6-3 (KG6-1), Burkholderia sp. BL1-10 (BL1-10) and Bacillus megaterium ST2-9 (ST2-9) with a function of non-symbiosic nitrogen fixer, phosphorous solubilizing bacteria and IAA producing bacteria, respectively. All the experiments in this study were conducted under the laboratory conditions. Spent coffee ground and domestic coal ash were used as carrier materials. Besides that, rice bran, banana peel, banana flesh, cocopeat and brown sugar were used as substrate materials. The results showed that the domestic coal ash was able to sustain the highest viable cell number of ST2-9 and KG6-3 strains after 16 incubation hours whilst BL1-10 was found to be highest viable cell number in carrier material of spent coffee ground and the viable cell number of mixed inoculum including three bacterial strains was shown to be not significantly different among the three tested carrier materials. Moreover, the viable cell number of all three bacterial strains regardless of single or mixed inoculation was found to be highest during 15 weeks in rice bran substrate with 50% of moisture content. The mixed viable cell number of bacterial consortium achieved highest in the substrate containing rice bran + brown sugar (15:1, w/w) and when taking into account a comparion between two inoculation means, it was shown that the viable cell number in treatments with bacteria immobilized in domestic coal ash was always higher than that in treatments with free cell bacteria inoculation method. Thus, it was concluded that domestic coal ash and rice bran + brown sugar mixture (15:1) was the best carrier material type and substrate for biofertilizer by-product containing the three holophilic plant growth promoting bacteria and the immobilization technique to inoculate bacteria via carrier material was the best option for microbial inoculation.
The purpose of this study was to investigate the dynamic relationship between psychological contract (PC) breach, violation feelings, and acts of counterproductive work (CWBs) and organizational citizenship (OCBs) behavior, as well as to investigate the reverse relationship from CWB and OCB to PC breach. We tested these direct and reverse relationships by means of structural equation modeling using latent growth parameters on weekly survey data from 80 respondents for 10 consecutive weeks (516 observations). Our results revealed that an accumulation of PC breach over the course of 10 weeks was positively associated with intensifying violation feelings, which in turn was positively associated with the enactment of an increasing number of CWB-O acts over time. However, we did not find such a relationship for the enactment of OCB-O acts over time. Moreover, we found that both static and increasing numbers of OCB-O and CWB-O acts were negatively and positively related to static and accumulating perceptions of PC breach, respectively. This study challenges the static treatment of PC breach and its reactions, as well as the often assumed negative PC breach-OCB-O relationship. In addition, this study demonstrates a recursive relationship between PC breach and OCB-O and CWB-O.
Purpose
The purpose of the present study is to investigate the mediating effect of organizational engagement in relationship between supportive work environment and employee retention.
Design/methodology/approach
Primary data of 211 respondents from 67 organizations were analyzed. Confirmatory factor analysis was used to check out the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis.
Findings
The findings suggest that supportive work environment plays a crucial role in predicting the employee retention. Organizational engagement partially mediates the relationship between supportive work environment and employee retention.
Research limitations/implications
The data were limited to Indian setting and of cross-sectional design only, so, it may not be generalized across the world. Further, sample size is also comparatively smaller but results are not affected adversely.
Originality/value
The role of supportive work environment along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyze the mediating effect of organizational engagement in the relationship between supportive work environment and employee retention.
Purpose
The purpose of this paper is to examine the effect of psychological contract (PC) fulfilment and violation on turnover intention and self-employment intentions.
Design/methodology/approach
A sample of 132 Dutch organizationally employed individuals was used to test the effect of PC fulfilment on turnover intention and self-employment intention. Also, mediation effects of violation on the relation between PC fulfilment and turnover intention and its effect on the relation between PC fulfilment and self-employment intention were examined.
Findings
Consistent with existing literature, the results show that lower ratings for PC fulfilment and feelings of violation of this contract can explain intentions to leave. Moreover, the results demonstrate that lower ratings for PC fulfilment are also related to self-employment intentions. This relationship is partly mediated by turnover intentions.
Research limitations/implications
This research measured intention to turnover, thus not the actual turnover. In addition, self-employment was measured by means of a self-designed scale.
Practical implications
Managing the PC is a delicate but crucial process to prevent valuable employees from leaving the organization.
Originality/value
The paper contributes to the literature on PC fulfilment and employee attitude. In addition, little is known about the influence of PC fulfilment on an employee’s intention to pursue self-employment.