Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
42,187
result(s) for
"Employee retention"
Sort by:
Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices
Purpose
This paper aims to study the effects of knowledge acquisition on innovation performance and the moderating effects of human resource management (HRM), in terms of employee retention and HRM practices, on the above-mentioned relationship.
Design/methodology/approach
A sample of 129 firms operating in a wide array of sectors has been used to gather data through a standardized questionnaire for testing the hypotheses through ordinary least squares (OLS) regression models.
Findings
The results indicate that knowledge acquisition positively affects innovation performance and that HRM moderates the relationship between knowledge acquisition and innovation performance.
Originality/value
With the increasing proclivity towards engaging in open innovation, firms are likely to face some tensions and opportunities leading to a shift in the management of human resources. This starts from the assumption that the knowledge base of the firm resides in the people who work for the firm and that some HRM factors can influence innovation within firms. Despite this, there is a lack of research investigating the link between knowledge acquisition, HRM and innovation performance under the open innovation lens. This paper intends to fill this gap and nurture future research by assessing whether knowledge acquisition influences innovation performance and whether HRM moderates such a relationship.
Journal Article
The effects of on-the-job embeddedness and its sub-dimensions on small-sized hotel employees’ organizational commitment, work engagement and turnover intentions
Purpose
This paper aims to examine the impacts of links, fit and sacrifice as the sub-dimensions of on-the-job embeddedness (JE) on turnover intentions through the mediating roles of affective organizational commitment (AOC) and work engagement (WENG) and explore AOC and WENG as the two mediators linking on-the-JE to quitting intentions.
Design/methodology/approach
Data collected from small-sized hotels in three waves in Ghana were used to assess the aforesaid relationships. The hypothesized relationships were tested using structural equation modeling.
Findings
The findings reveal that on-the-JE is negatively related to turnover intentions. Additionally, the relationship between on-the-JE and turnover intentions is partly mediated by AOC and WENG. The findings further demonstrate that AOC and WENG partly mediate the impact of links on turnover intentions.
Practical implications
Management of hotels should enhance formal and informal connections between employees and their coworkers and supervisors through socialization tactics. Establishing and maintaining an environment that fosters social support would increase employees’ sense of belongingness and their proclivity to remain with the organization.
Originality/value
Little is known about the effects of the sub-dimensions of on-the-JE on work-related consequences in the hospitality and tourism literature. The literature is also devoid of evidence concerning affective variables as the potential mediators relating the sub-dimensions of on-the JE to turnover intentions. The study sets out to fill in these gaps.
Journal Article
Elephants before unicorns : emotionally intelligent HR strategies to save your company
\"Elephants Before Unicorns is for overcoming \"elephant\" obstacles and building your perfect \"unicorn\" company culture. Bringing her expertise from HR to EQ, Caroline Stokes offers business owners the actionable strategies they need to gain and retain a quality workforce\"-- Provided by publisher.
Book
MENTORSHIP RELATIONSHIPS FOR THE FIRST INDEPENDENT YEAR CAN HELP WITH NURSING RETENTION
Significance & Background: Data shows that new graduates experience \"reality shock\" within the first few months on their own and in environments like the ICU which can deter nurses from the bedside leading to poor staff retention. We designed a mentorship program called \"The Buddy System\" to create an environment that supports new graduates. With the focus to increase new graduate retention at the one-and two-year mark. Purpose: To generate a supportive environment and relationship with the new graduates on the unit. Each new graduate selects a mentor of their choosing, to be an experienced resource for their first independent year. This provides a personal approach to assist the mentee with questions, concerns, issues with assignments, conflicts with staff, and more. The hope is that this relationship will help create a supportive environment that aids in staff retention. Interventions: Each new graduate chooses a more senior nurse as their mentor from a list of mentor volunteers. If the mentor is not on the list, the coordinators reach out to that nurse to determine interest in mentoring. The mentor and mentee are given tips, guidelines, and expectations before starting the relationship. They have weekly check ins, and quarterly meet ups to discuss their progress in the program. The coordinators check in with them every couple of months to address any concerns they may have. Surveys are sent at the beginning, middle, and end of the program to assess learning needs, comfort levels, and progress being made. Results: The first group in this program had 100% retention at the end of their first year and 75% retention after two years. The two that left moved on to further their education. The second group had 83% retention after the first year. One person left to further their education and one left to go to a different field of nursing. Discussion: This program is still in its early years, but the data has shown it to be effective. The nurses that left did so for reasons unrelated to the unit. Our initiative has shown that having a mentor your first year helps with comfort and unit cohesion. This leads to staff retention at the one- and two-year mark.
Journal Article
State-owned enterprises: Developing and validating a model of employee retention
OrientationThe high turnover rate of essential core skills in South African state-owned enterprises (SOEs) is a significant issue, raising serious concerns about employee retention. Failure to retain talented employees threatens the performance and survival of SOEs.Research purposeThe main purpose of the study was to develop and validate an employee retention model that could be applied by South African SOEs.Motivation for the studyEmployee retention in South African SOEs is under-researched, and there is no empirical evidence supporting the effectiveness of their current retention models. This necessitates a new, validated employee retention model for these SOEs.Research approach/design and methodThe study used a quantitative, cross-sectional survey design, and data were collected from a sample of 685 SOE employees using a self-report questionnaire. After a new theoretical model of employee retention for South African SOEs was developed, it was validated by subjecting the data to structural equation modelling (SEM).Main findingsThe SEM process revealed three key factors that significantly impact employee retention in South African SOEs. These factors, which are essential for retaining employees in SOEs, include organisational culture (OC), compensation and benefits (CB) and training and development (TD).Practical/managerial implicationsThe findings of the study provides the management of South African SOEs with valuable insights into the critical factors that should be considered in retaining talented and valuable employees.Contribution/value-addThe study provides a validated model of employee retention for SOEs in South Africa. No such validated model existed previously.
Journal Article
Managing to make a difference : how to engage, retain, and develop talent for maximum performance
A practical, real-world training manual for mid-level management. 'Managing to Make a Difference' presents a leadership guide for those in the middle.
Book
Work environment, HR practices and millennial employee retention in hospitality and tourism in Bangladesh
PurposeThis study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work environment in the relationship between HR practices and employee retention in the industry.Design/methodology/approachThe researchers used non-probability judgemental sampling to collect 384 questionnaires through a survey of millennial employees. Partial least square-based structural equation model (PLS-SEM) was used to analyse the data.FindingsThe results reveal that HR practices included in this paper have significant relationships with millennial employee retention in the tourism industry in Bangladesh, except employee participation in decision-making. In addition, the results show that the work environment only moderates the relationship between two HR practices (compensation, training and development) and millennial employee retention.Practical implicationsThe results suggest that managers in tourism organisations must develop HR practices and foster a positive work environment to retain millennials.Originality/valueThis is the only study that examines the moderating role of the work environment on the relationship between five selected HR practices (training and development, job security, performance appraisal, employee participation, compensation) and millennial employee retention. Previous studies used fewer HR variables.
Journal Article