The Impact of Human Resource Management on State Government IT Employee Turnover Intentions

2012 ◽  
Vol 41 (2) ◽  
pp. 257-279 ◽  
Author(s):  
Soonhee Kim
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
State Government ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Employee Turnover Intentions ◽  
The Impact

Impact Of People Management Practices On Turnover Intentions Of Employees –An Empirical Study In Select Service Sector Organizations

2019 ◽  
Vol 118 (9) ◽  
pp. 148-153
Author(s):  
Dr. G. Hima Bindu ◽  
Dr. V. Srikanth
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Service Sector ◽  
Management Practices ◽  
Turnover Intentions ◽  
Human Resource Management Practices ◽  
Employee Turnover Intentions ◽  
The Impact

There has been a long standing interest in the study of human resource management practices among the researchers. This interest is partly because of the hypothesized relationship that exists between these practices and organizational outcomes such as employee satisfaction on one hand and employee turnover on the other. Research on contribution of people management practices to employee turnover intentions had been of great interest to the researchers and academicians alike because employee turnover is proved to be a costly expense and can negatively impact the bottom line of the organizations. This paper explores to identify the impact of human resource management practices on employee turnover intentions. The study was carried out in select service sector organization based at Hyderabad. The paper empirically examines the impact of human resource management practices on employee turnover intentions. The information gathered from 205 specialists and isolated for unfazed quality (Chronbach, 1952) and they saw to be genuinely obvious. The information is then introduced to descend into sin appraisal to consider the effect of individuals the overseers rehearses on the turnover wants for the specialists. The results establish that the people management practices negatively impact employee turnover intentions.

Employees’ perceptions on the relationship between human resource management practices and employee turnover

2019 ◽  
Vol 42 (2) ◽  
pp. 453-470
Author(s):  
Sandeep Basnyat ◽  
Chi Sio Clarence Lao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Turnover Intentions ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Employees ◽  
The Relationship

Purpose The purpose of this paper is to explore hotel employees’ views on how human resource management (HRM) practices influence their turnover intentions. Design/methodology/approach The data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings. Findings The findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees’ turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes. Practical implications This study suggests that addressing employees’ needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees’ family members to take part in the organization’s activities and use its facilities are important practices that HR department can initiate to encourage employees’ engagement in hotels. Furthermore, the study shows that managers need to understand their employees’ perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied. Originality/value Although several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees’ views on the relationship between HRM practices and employee turnover intention using qualitative methods.

scholarly journals MEASURING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER

2012 ◽  
Vol 4 (1) ◽  
pp. 63-73
Author(s):  
Viara Slavianska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Structured Interviews ◽  
High Turnover ◽  
Missed Opportunities ◽  
Hrm Practices ◽  
The Impact

When employees leave the organization, whether at their own will or not, the consequences could be extremely serious. High turnover costs much, because it involves direct financial expenses for recruitment and selection, appointment, training and adaptation of the newcomers; at the same time, the indirect (hidden) costs, because of lost productivity and missed opportunities, constitute about 70–85% of all. This research was conducted in a large Bulgarian business organization with the aim to determine the impact of HRM practices on the personnel turnover, measured by the inclination to leave. There were formulated conclusions about the ability of the HRM system to retain the employees and respectively recommendations to the management of the organization. The methods of data collection included in-depth semi structured interviews with the manager of the HRM department and anonymous inquiry among 140 employees and workers. The results were subsequently processed with SPSS. Key words: employee turnover, human resource management, HRM practices.

The Mediating Role of Employers Attractiveness and Prestige on Job Aspirants Perception Towards Green Employee Relations in Malaysia

2021 ◽  
Vol 40 (1) ◽  
Author(s):  
Diane Christine Fernandez ◽  
Jaya Ganesan ◽  
Jian Ai Yeow
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Undergraduate Students ◽  
Developing Economies ◽  
Private Higher Education ◽  
Employee Relations ◽  
Green Human Resource Management ◽  
The Impact ◽  
The Relationship

The key objectives of this study are to examine the relationship between Green Employee Relations and Job Pursuit Intentions as well as the mediating roles of Employers’ Attractiveness and Employers’ Prestige. This study is useful in determining the impact of green growth in developing economies such as Malaysia. Employing Business fields undergraduate students from private Higher Education Institutions in Malaysia as the research sample where a total of 216 responses were collected for the study. For data analysis, SPSS and Smart PLS were utilized. Based on the bootstrapping approach, the results showed that the direct and mediating linkages were supported. This is where Green Employee Relations influenced the Job Pursuit Intentions, both Employers’ Attractiveness and Employers’ Prestige mediated the relationship respectively. The findings of this research offer empirical evidence to comprehend prospective job aspirants’ perception towards Green Employee Relations in influencing their Job Pursuit Intentions. Additionally, the study advances by contributing literature in the contemporary Human Resource Management area - Green HRM. Keywords: Green Human Resource Management, Green Employee Relations, Employers’ Attractiveness, Employers’ Prestige, Job Pursuit Intentions JEL Classifications :  J5, MO, M1

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