The Moderating Effect of Job Embeddedness in the Relationship Between Strategic Human Resource Management and Job Competence, Turnover Intention

2016 ◽  
Vol 19 (1) ◽  
pp. 73-107 ◽  
Author(s):  
Eunran Song ◽  
Kyehong Park ◽  
Jaeseung Moon
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Job Embeddedness ◽  
Strategic Human Resource Management ◽  
Moderating Effect ◽  
Job Competence ◽  
The Relationship

scholarly journals Human Resource Strategic to Maintain Waste Management in Organization

2018 ◽  
Vol 7 (3.20) ◽  
pp. 119
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Wan Md. Syukri Wan Mohamad Ali ◽  
Halimah Mohd Yusof
Keyword(s):  
Resource Management ◽  
Waste Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Professional Conduct ◽  
Sustainable Competitive Advantage ◽  
The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.  

The strategic human resource management approaches and organisational performance

2019 ◽  
Vol 16 (2) ◽  
pp. 181-193 ◽  
Author(s):  
Adnan Iqbal
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Organisational Performance ◽  
Content Type ◽  
Starting Point ◽  
Creative Climate ◽  
The Relationship

PurposeDespite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.Design/methodology/approachThis paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.FindingsThis study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.Originality/valueThe paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

A study on Influence of Strategic Human Resource Management on Performance of Organizations

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1038-1049
Author(s):  
S.Ramalingam ◽  
N.Subburaj
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Dynamic Execution ◽  
The Impact ◽  
The Relationship

The Execution of association is getting progressively basic, especially in a market with increasingly noticeable contention and dynamic. Execution of association is estimated through different pointers. It guarantees the movement of the relationship to be engaged in an overall business focus. Customarily, the execution of Performance markers achieved through HR. HR is the key for keeping the relationship in the market so engaged. These HR ought to be directed effectively to achieve the necessary execution of the affiliation. It is imperative to manage intentionally the HR and to modify at its strategy with legitimate framework. The purpose of this audit is fixated on the impact of the indispensable organization of human resource in achieving progressive execution. This survey was coordinated in perspective on basic and discretionary sources. What measure of affiliations appears to be engaged in the market through achieving the execution pointers? How basic is the organization of HR in achieving legitimate execution? Along these lines, through the aptitudes, practices and mindsets would be depended upon by HR to achieve the necessary execution in the affiliation.

Islamic Human Resource Management and Turnover Intention among Employees of an Islamic Religious Council

2021 ◽  
Vol 6 (1) ◽  
pp. 56-64
Author(s):  
Muhamad Khalil Omar ◽  
Nor Aidillah Jamhari ◽  
Yusmazida Mohd Yusoff
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Human Resources Management ◽  
Jel Classification ◽  
Resources Management ◽  
The Relationship

Objective - Turnover has become a worldwide problem that has puzzled organizations, researchers and experts for years. This study is focused on practices of iHRM that consist of Islamic Staffing, Islamic human resources management, Islamic performance management and Islamic compensation and turnover intention among employees at Islamic Religious Council. This study has 3 research objectives. Firstly, to identify the level of the iHRM. Secondly, to identify the level of turnover intention. Thirdly, to investigate the relationship between iHRM and turnover intention. Methodology/Technique - 300 questionnaires were distributed to all employees at one of Islamic Religious Council in Malaysia as sample for this study and a stratified random sampling method was used. Findings - The research concludes that the level of iHRM and turnover intention is high. The relationship between iHRM and turnover intention also has a positive effect. Novelty - This research is one of few studies to examine the relationship between iHRM and turnover intention. Type of Paper: Empirical. JEL Classification: E24, M12. Keywords: Turnover Intention; Islamic Human Resources Management (iHRM); Islamic Staffing; Islamic Human Resources Management (iHRD); Islamic Performance Management; Islamic Compensation Reference to this paper should be made as follows: Omar, M.K; Jamhari, N.A; Yusoff, Y.M. (2021). Islamic Human Resource Management and Turnover Intention among Employees of an Islamic Religious Council, Journal of Management and Marketing Review, 6(1) 56 – 64. https://doi.org/10.35609/jmmr.2021.6.1(6)

Employee satisfaction, employee engagement and turnover intention: The moderating role of position level

2021 ◽  
pp. 1-16
Author(s):  
Decheng Wen ◽  
Dongwei Yan ◽  
Xiaojing Sun
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Pay Satisfaction ◽  
The Relationship ◽  
Moderating Role

BACKGROUND: Employee satisfaction, employee engagement and turnover intention have always been hot issues in the study of sustainable human resource management. Understanding the relationship among the three is critical for both researchers and human resource practitioners. OBJECTIVE: This study aims to distinguish the effects of employee satisfaction on employee engagement and turnover intentions, and explore the mediating roles of employee engagement and the moderating effects of position level. METHODS: Structural equation modelling and questionnaire. RESULTS: Pay satisfaction, satisfaction with supervisor, satisfaction with work itself, and satisfaction with promotion have positive impacts on employee engagement significantly. Pay satisfaction, satisfaction with supervisor, satisfaction with promotion, satisfaction with co-workers have negative impacts on turnover intention. Employee engagement have a negative impact on turnover intention. Employee engagement partially mediates the relationships between satisfaction with supervisor and turnover intention as well as satisfaction with promotion and turnover iIntention. The moderating roles of position level between satisfaction with supervisor, satisfaction with co-workers and turnover intention have been supported by data. CONCLUSIONS: This paper validates the relationship among employee satisfaction, employee engagement and turnover intention, and the moderating role of position level systematically. Some suggestions are provided for practitioners in the area of human resource management.

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