Analysis of Organizational Socialization of the Front-Line Employee in Manufacturing Industry

2011 ◽  
Vol 187 ◽  
pp. 554-559
Author(s):  
Yu Chen Hu
Keyword(s):  
Turnover Intention ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Organizational Socialization ◽  
Front Line ◽  
Socialization Theory ◽  
Manufacturing Enterprises ◽  
Human Resource Management Practices ◽  
And Performance ◽  
The Relationship

The thesis, by analyzing the front-line employees of manufacturing enterprises, tends to explore the influence of organizational socialization on employee’s turnover intention and job performance, and to find out the relationship between organizational socialization levels and their turnover intention and performance by exemplifying. We hope it not only can enrich the organizational socialization theory in China, but also provide reliable human resource management practices to labor-intensive manufacturing enterprises.

Impact of Human Resource Management Practices on Employees' Turnover Intention in United Arab Emirates (UAE) Health Care Services

2018 ◽  
Vol 10 (4) ◽  
pp. 21-41 ◽  
Author(s):  
Hussein BaniMelhem ◽  
Hossam M. Abu Elanain ◽  
Matloub Hussain
Keyword(s):  
Health Care ◽  
Human Resource ◽  
United Arab Emirates ◽  
Turnover Intention ◽  
Health Care Services ◽  
Management Practices ◽  
Health Care Sector ◽  
Care Services ◽  
Human Resource Management Practices ◽  
The Relationship

The article aims to examine the relationship between the human resource practices and employees' turnover intention in United Arab Emirates health care sector. This quantitative study utilized a structure equation model (SEM) technique with Analysis of Moment Structures (AMOS) 18 software package to analyze data and to investigate the impact of human resources practices on employees' turnover intention in United Arab Emirates health care services. Results of the study showed that human resources (HRM) practices in health care sector (recruitment and selection, performance appraisal, compensation, and career development) have significant relationship with turnover intention. However, this research was limited to the Public Health Care Sector in UAE and it is recommended to include Private health care sector. Moreover, inclusion of health care workers from different emirates such as Dubai and Sharjah will be needed in future researches. Health care facilities management should have a closer look at the significant human resource practices as an initiative to restructure HRM practices, policies, procedures to increase staff satisfaction, reduce employees' turnover intention and retain its valuable health care professionals. This article is among the first and most exhaustive ones carried out in health care sector in UAE. It explores the relationship between the human resource management practices and the employees' turnover intentions.

scholarly journals Human Resource Management Practices and Employee’s Turnover Intention in the Manufacturing Industry in Malaysia

2018 ◽  
Vol 8 (2) ◽  
pp. 216
Author(s):  
Ong Choon Hee ◽  
Chew Mei Lien ◽  
Sim Jun Liang ◽  
Ainatul Shahirah Mohamed Ali ◽  
Nazhatul Shima Abd Manap ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Work Life ◽  
Human Resource Management Practices ◽  
Recruitment And Selection ◽  
Main Factor

The main objective of this study is to examine the influence of Human Resource Management (HRM) practices (compensation and benefits, recruitment and selection and work-life policies) on employee's turnover intention. A survey questionnaire was sent and collected from 60 respondents who worked in the Manufacturing Industry in Malaysia. The results showed that the main factor that influences turnover intention of the employees was compensation and benefits. Hence, manufacturing firms ought to put extra efforts in this aspect in order to retain talents and minimize turnover rate of its workforce. Recruitment and selection and work-life policies were found to be not significant in predicting employee’s turnover intention.

scholarly journals TINJAUAN MANAJEMEN SUMBER DAYA MANUSIA YANG MEMPENGARUHI KINERJA: SEBUAH AGENDA PENELITIAN

2020 ◽  
Vol 3 (1) ◽  
pp. 159-176
Author(s):  
Eri Novari
Keyword(s):  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Research Priorities ◽  
Analytical Framework ◽  
Human Resource Management Practices ◽  
And Performance ◽  
The Relationship

There is increasing evidence supporting the relationship between so-called high-performance or high-commitment human resource management practices (HRM) and various measures of organizational performance. However, it is not clear why this relationship exists. This paper argues that in order to provide a convincing explanation about this association, we need to improve the theoretical and analytical framework in three main areas namely the nature of HRM, and especially the reasons for a specific list of HR practices; the nature of organizational performance; and the relationship between HRM and performance. A model is presented to explore this connection. Existing literature on HRM and performance is reviewed based on analysis to identify key gaps in knowledge and help focus further research priorities.

Impact of Human Resource Management Practices on Employees' Turnover Intention in United Arab Emirates (UAE) Health Care Services

2019 ◽  
pp. 1244-1267
Author(s):  
Hussein BaniMelhem ◽  
Hossam M. Abu Elanain ◽  
Matloub Hussain
Keyword(s):  
Health Care ◽  
Human Resource ◽  
United Arab Emirates ◽  
Turnover Intention ◽  
Health Care Services ◽  
Management Practices ◽  
Health Care Sector ◽  
Care Services ◽  
Human Resource Management Practices ◽  
The Relationship

The article aims to examine the relationship between the human resource practices and employees' turnover intention in United Arab Emirates health care sector. This quantitative study utilized a structure equation model (SEM) technique with Analysis of Moment Structures (AMOS) 18 software package to analyze data and to investigate the impact of human resources practices on employees' turnover intention in United Arab Emirates health care services. Results of the study showed that human resources (HRM) practices in health care sector (recruitment and selection, performance appraisal, compensation, and career development) have significant relationship with turnover intention. However, this research was limited to the Public Health Care Sector in UAE and it is recommended to include Private health care sector. Moreover, inclusion of health care workers from different emirates such as Dubai and Sharjah will be needed in future researches. Health care facilities management should have a closer look at the significant human resource practices as an initiative to restructure HRM practices, policies, procedures to increase staff satisfaction, reduce employees' turnover intention and retain its valuable health care professionals. This article is among the first and most exhaustive ones carried out in health care sector in UAE. It explores the relationship between the human resource management practices and the employees' turnover intentions.

Effect of empowering leadership on the turnover intention of industrial workers

2020 ◽  
Vol 48 (8) ◽  
pp. 1-11
Author(s):  
Chenhui Ouyang ◽  
Yongyue Zhu ◽  
Minyu Guo
Keyword(s):  
Turnover Intention ◽  
Design Theory ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Mediating Effect ◽  
Job Crafting ◽  
Empowerment Theory ◽  
Industrial Workers ◽  
Empowering Leadership ◽  
Moderation Model

We used empowerment theory and job design theory to build a mediated moderation model to examine the relationship between empowering leadership and the turnover intention of industrial workers. Participants were 272 industrial workers in Chinese manufacturing enterprises. Results show that empowering leadership significantly reduced participants' turnover intention and that job crafting exerted a partial mediating effect on the negative correlation between empowering leadership and turnover intention. Participants' proactive personality positively moderated the effect of empowering leadership on their turnover intention, and part of the moderating effect was transmitted via job crafting. Our results have theoretical implications for related research and practical implications for human resource management practices in the manufacturing industry.

Career Plateau and Turnover Intention in Chinese Employees: Career Anchor as Moderator

2015 ◽  
Vol 43 (5) ◽  
pp. 757-766 ◽  
Author(s):  
Yueran Wen ◽  
Liu Liu
Keyword(s):  
Turnover Intention ◽  
Positive Relationship ◽  
Management Practices ◽  
Career Anchor ◽  
Career Plateau ◽  
Strong Positive Relationship ◽  
High Level ◽  
The Relationship ◽  
Moderating Role

Based on a survey of 147 Chinese employees, we examined the relationship between perceived career plateau and turnover intention, and the moderating role of career anchor in challenge in this process. We hypothesized that perceived career plateau would be positively related to turnover intention, and that this relationship would be stronger in employees with a higher level of career anchor in challenge than in those with a lower level. The results showed that perceived career plateau had a strong positive relationship with turnover intention, especially in employees with a high level of career anchor in challenge. These findings have implications for research in career development and turnover intention, as well as in management practices.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

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