scholarly journals The Impact of Human Resource Practices on Employee Retention in The Indian Telecom Sector: A Special Reference To Delhi/NCR

2018 ◽  
Vol 16 (Spl1) ◽  
pp. 01
Author(s):  
Munish ◽  
Rachna Agarwal
Keyword(s):  
Special Reference ◽  
Human Resource ◽  
Employee Retention ◽  
Human Resource Practices ◽  
Telecom Sector ◽  
The Impact

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

What matters more? The impact of industry and organizational factors on organizational culture

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Anjali Chaudhry ◽  
Ling Yuan ◽  
Jia Hu ◽  
Robert A. Cooke
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Human Resource ◽  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Cultural Norms ◽  
Human Resource Practices ◽  
The Impact

Purpose Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. This paper investigates the relative importance of industry versus organizational variables in explaining the cultural norms reported by individuals within organizations. Design/methodology/approach The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated. Findings Results of hierarchical linear modeling (HLM) analysis of survey data from 3245 respondents in 424 organizations in twelve different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal). Research limitations/implications The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry. Originality/value Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.

Sign in / Sign up

Export Citation Format

Share Document