scholarly journals Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees

2021 ◽  
Vol 13 (24) ◽  
pp. 13923
Author(s):  
Juraj Tej ◽  
Matúš Vagaš ◽  
Viktória Ali Taha ◽  
Veronika Škerháková ◽  
Michaela Harničárová
Keyword(s):  
Human Capital ◽  
Factor Analysis ◽  
Organizational Commitment ◽  
Human Resources ◽  
Management Practices ◽  
Individual Factors ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Talent Retention ◽  
The Right

The claim that human resources or human capital is the most important and valuable asset of organizations is widespread and widely accepted. For this reason, one of the biggest challenges for organizations is to find the right employees with the necessary skills, high potential, and talent. However, the challenge for organizations is not only to find, but also to retain and to use the potential of talented employees. The main aim of this study is to identify the HRM practices which most significantly affect the retention and commitment of talented employees. Based on factor analysis, individual factors of HRM practices were identified. Through canonical analysis, the relationships between the identified factors of HRM practices, talent retention (the intention of talented employees to remain in the organization), and the organizational commitment of talented employees were identified. One of the most important results of the study is the identification of human resource management practices that are most strongly associated with talent retention and commitment.

scholarly journals Using Human Resource Management Practices to Predict Quality Service Delivery: Case of Public Secondary Schools in Kenya

2017 ◽  
Vol 12 (10) ◽  
pp. 121
Author(s):  
Christine Mutiso ◽  
James M. Kilika
Keyword(s):  
Resource Management ◽  
Service Delivery ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Education Sector ◽  
Quality Service ◽  
Hrm Practices ◽  
Human Resource Management Practices

With rapid changes in the business environment, organizations are increasingly looking at their human resources as a unique asset that can provide sustained competitive advantage. Human resources are considered by many to be the most important assets of an organization for sustaining competitiveness through their products and services. It has been observed that very few employers are able to harness the full potential from their human resources. In view of this, this study examined the relationship between Human Resource Management Practices and Quality Service Delivery in the education sector in Kenya. The research was done as a case study of government sponsored secondary schools based in in Taita-Taveta County. The conceptualization in the study was guided by the various strategic human resource theories, models and the servqual model. The results show that the regression model used is significant (F=23.499; p<0.001) and that the HRM practices as measured using the five practices explain approximately 45% of the variation in service quality delivery in the education sector in Taita-Taveta county in Kenya (R2=0.448). The results show that hypotheses one, four and five of the study are supported (β=.405, p<.000;β=.321, p<.000; β= .181, p<.001 respectively) while hypotheses two and three are not (β=-.113, p=.170; β= -.508, p=.612 respectively).  The study concluded that HRM practices in the Education sector in Kenya is still undertaken with an inclination towards the traditional personnel management perspective. The study called on future research to investigate the same phenomenon using an expanded list of HRM Practices indicators and pay attention to senior executives’ perspective on the strategic role of human resources in the sector.

Developing an empirical typology of diversity-oriented human resource management practices

2017 ◽  
Vol 36 (7) ◽  
pp. 915-929 ◽  
Author(s):  
Kavita Meena ◽  
Sita Vanka
Keyword(s):  
Factor Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Content Type ◽  
Managing Diversity ◽  
Hrm Practices ◽  
Human Resource Management Practices

Purpose The significance of human resource management in managing workforce diversity has been emphasized by researchers and various practices have been identified and prescribed in literature. However, there is lack of HR typologies to understand different diversity management alternatives. Hence, the purpose of this paper is to develop a typology of diversity-oriented human resource management (DHRM) practices for clear understanding. Design/methodology/approach The study employs factor analysis approach for developing typology. In total, 31 human resource management practices covering the five functions of HR, i.e. recruitment, selection, performance evaluation, compensation and training were identified from literature. These practices were analyzed to investigate whether and how these 31 practices cluster into higher order DHRM practices categories. Findings From factor analysis, seven categories of DHRM practices emerged. The findings showed marked differences in these seven DHRM practices categories aimed at managing diversity. Research limitations/implications Future, survey researchers can use this typology of DHRM practices to design instruments that allow a more in-depth and differentiating analysis of role of HRM in managing diversity than those that have been carried out in previous research. Practical implications Managers can use the seven types of DHRM practices identified as criteria to choose an adequate pattern for HRM practices to manage diversity. Originality/value The typology developed in the study has foundations in specific diversity-related HRM practices rather than based on generic HRM typologies.

scholarly journals Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

2017 ◽  
Vol 9 (4) ◽  
pp. 94 ◽  
Author(s):  
Mansour A. Al-miman
Keyword(s):  
Saudi Arabia ◽  
Organizational Commitment ◽  
Human Resources ◽  
Psychological Contract ◽  
Management Practices ◽  
Human Resources Management ◽  
Psychological Contracts ◽  
Resources Management ◽  
Hrm Practices ◽  
Psychological Contract Fulfillment

This paper study the relationship of the effectiveness of the human resources management practices of the hotels employees in the western region (Jeddah City) of Saudi Arabia with respect to their Psychological contract fulfilment (PCFul) and Organizational Commitment (OC). Data was collected from 36 hotels. Using the employees' responses, the study indicated that Human Resources practices influenced employees’ perceived Psychological contract fulfilment and their Organizational Commitment, where Human Resources Management (HRM) practices are positively related to Psychological contract fulfilment and OC. The study examined whether employees consider (HRM) practices an important tool while developing psychological contracts, and presented the prospective role of the Human Resources for Developmental Purposes to foster change in the hotel industry in Saudi Arabia.

Research on the Relationship between Human Resource Management Practices and Employee Retention in Chinese Overseas Enterprise Evidence from Huawei in Senegal

2018 ◽  
Vol 3 (3) ◽  
pp. 7-22
Author(s):  
Abdoulaye B.
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Significant Relationship ◽  
Employee Retention ◽  
Management Practices ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Structured Questionnaire

The core objective of this study was to investigate on the impact of selected human resource management practices, namely recruitment, and selection, training and development, performance evaluation, remuneration and promotion on employee retention through organizational commitment, trust and inclusion at Huawei in Senegal. For that purpose, data were collected by verified structured questionnaire. The different theories have shown that HRM practices have a positive and significant relationship with employee retention. Besides, there was evidence that found that organizational commitment could act as a mediator between these HRM practices and employee retention. Similarly, different theories and literature have backed up the fact that organizational trust and inclusion will affect positively and enhance employee commitment towards the organization. Data were collected to identify all types of relationships among different constructs. As a result, a well-structured questionnaire was developed on the basis valid and tested reliable instruments from different academic journals in the field of management. The hypotheses that were constructed on the basis of a model that was tested through collected data. This study is purely quantitative, and the source of data was both primary and secondary. Thus, about 400 questionnaires were distributed to different Huawei Company sections in Senegal, but only 318 were considered appropriate for final analysis. To get the expected results and finding, SPSS 20, Excel and AMOS 21 were the main statistical software used to analyze data. Confirmatory factor analysis (CFA) was also performed to check reliability and validity, average variance extracted from the measurement model. Multilinear regression analysis has been used to test the proposed relationships between the independent and dependent variables. Then, Analysis of Variance (ANOVA) has been used according to the perspective objectives of the current study. Pearson correlation analysis was performed to examine the correlation between different variables. Besides, the structural equation modeling (SEM) analysis was also used to find out the simultaneous and continuous relationship between the different variables, while linear regression modeling was applied to test the research hypotheses. The findings of the study revealed that selected human resource management (HRM) practices have a positive and significant relationship with employee retention.

scholarly journals The Concept of Green Human Resource Management in Industry

2020 ◽  
Vol 4 (1) ◽  
pp. 28-35
Author(s):  
Riandy Mardhika Adif ◽  
Jufriadif Na`am ◽  
Novizar Nazir
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Performance ◽  
Management Practices ◽  
Hrm Practices ◽  
Green Performance ◽  
Human Resource Management Practices ◽  
Green Human Resource Management

The integration of environmental management into Human  Resource Management (HRM) is called Green HRM.  There is a growing need for the application of Green HRD in industry.  The objective of this review is to explore green human resource management practices of organizations in the industry based on the existing literature.  Based on this review, it is concluded that by understanding and increasing the scope and depth of green HRM practices, organizations can improve their environmental performance in a more sustainable manner than before. The green HRM practices are more powerful tools in making organizations and their operations in industry green. The green performance, green behaviors, green attitude, and green competencies of human resources can be shaped and reshaped through the adaptation of green HRM practices.

An Empirical Study of New Age Employment in Tour Operations and Allied Areas

2015 ◽  
Vol 8 (1and2) ◽  
Author(s):  
Shyju P. J. ◽  
Rinzing Lama
Keyword(s):  
Information Technology ◽  
Factor Analysis ◽  
Empirical Study ◽  
Business Model ◽  
Management Practices ◽  
Tourism Sector ◽  
Human Resource Management Practices ◽  
Specific Factors ◽  
New Generation ◽  
Micro Enterprises

In this study, the authors makes an attempt to understand the aspirations of the new generation employees in tour operation business and allied areas. It is being attempted with the presumption that the takeover of information technology seeded the concept of micro enterprises in tourism which functions with the business model of low investment and good turnover. The focus was in identifying employee specific factors of encouraging and discouraging in nature in the fast growing tourism sector, especially job attrition and the dynamics of human resource management practices. Factor Analysis, independent sample t-test, multiple regression have been used to establish various relationships. The findings of the study are considered to be relevant since it quantitatively establish the dynamics of employment in tourism in India.

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 .

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

scholarly journals Perceived Organizational Support (POS) and Organizational Commitment

2008 ◽  
Vol 1 (2) ◽  
Author(s):  
Dian Ekowati ◽  
Mirza Andini
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Human Resource ◽  
Organizational Support ◽  
Random Sampling ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Continuance Commitment ◽  
Strategic Processes ◽  
The Right

Human resource is critically important aspect of organizations. The functions and roles of human resource have developed from administrative matter into supporting the organization to run the managerial and strategic processes. Expertise, knowledge, and experience of existing human resources in organizations should be suitable and allocated at the right time and place. By properly manage the human resources, organization would be able to obtain qualified human resources that have high commitment to organization. High commitment to organizations will lead to a higher effort in supporting organizational success. In order to gain employees’ commitment to the organizations, management should put some efforts that ensure all aspects of employees’ commitment are fulfilled. This paper is intended to find the significant influence of perceived organizational support (POS) on the dimensions of employee’s commitment, comprising of the affective commitment, continuance commitment, and normative commitment, and to find which one of those dimensions are dominantly influence by POS. This paper employed 50 respondents that were sampled using convenient random sampling. Result showed that there were significant influences of POS on employee’s commitment either in affective commitment. POS can influence the employees’ organizational commitment in all dimensions. This implies that in order to improve organizational commitment, management should provide appropriate managerial supports and ensure that the supports are in line with employee’s aspirations and needs.

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