scholarly journals Human Resource Management Practices and Employee Retention

2020 ◽  
Vol 9 (1) ◽  
pp. 30-35
Author(s):  
Archana Yadav
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Power Management ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Work Life ◽  
Annual Reports ◽  
Human Resource Practices ◽  
Hrm Practices

The study aims to assess the predicting role of human resource management (HRM) practices in retaining employees in NTPC Ltd. The company has been successful not only in attracting the best talent in the market, but also in retaining them, according to NTPC’s annual reports from 2013 -17, attrition rate was between .93% to 1% of the Middle Executive. NTPC is a leader not only in the power industry, but also in the market due to its robust HRM practices. Training and development emerged as the most prominent HRM practice during the study, which is also considered the backbone of NTPC Ltd. The company maintains a dedicated Knowledge sharing centre located in Noida, known as the ‘Power Management Institute’ (PMI) which is a world-class learning centre, has collaborated with best institutes in the world and train employees at all levels from entry level to top executive level with ‘planned intervention ‘. Data was obtained from NTPC’s publications maintained in the form of annual reports and ‘Power Management Institute ’annual calendars for the previous five years. A survey was conducted across various plants of NTPC on Middle- Level Executive on human resource practices which are followed in NTPC. HRM practices examined in this study are Security, training and development, quality of work life, compensation, career advancement, Promotion, award and rewards, and work-life balance. Findings indicate that Training and Development and Compensation are the most significant human resource practices in retaining employees and Promotion is the least significant HRM Practice in retaining employees at NTPC Ltd.

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 .

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals ENHANCING CAREER COMMITMENT: THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES

2017 ◽  
Vol 16 (2) ◽  
Author(s):  
Khulida Kirana Yahya ◽  
Fee-Yean Tan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Career Commitment ◽  
Training And Development ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Relationship ◽  
And Training

The purpose of this study is to examine the relationship between human resource management(HRM) practices (training and development, compensation and promotion) with careercommitment. Data was gathered through questionnaire from 253 employees of a multinationalcompany in Malaysia. The regression results indicated that compensation, and training anddevelopment were significant predictors to enhance career commitment. The results alsosuggested that compensation was the most important factor that influence career commitmentfollowed by training and development.Keywords: Career Commitment; HRM Practices; Training and Development; Compensation;Promotion.

scholarly journals The Impact of HRM Practices on Job Satisfaction in the select Star Hotels of Coimbatore

2019 ◽  
Vol 8 (10S) ◽  
pp. 180-191
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
The Impact

Employees are the greatest asset for any organization and they are pivotal to organization’s effectiveness. Satisfied employees can contribute more to the attainment of organizational goals (Maimako, 2016). According to literature survey(Jeet, 2014; Hassan,2013) the high level of employee job satisfaction will lead to lower turnover, increase in production, increase in customer service, cost reduction in recruitment and selection,lower training cost and improvement in team work.Oyeniyi,Afolabiand Olayanju(2014) and Maimako, (2016)state thatgood Human Resource Management (HRM) practices like training and development, performance appraisal, compensation and safety and health have direct impact on employee job satisfaction and this leads to increase in satisfaction level. For this research, five HRM practices (Staffing; Training and Development, Performance Appraisal, Performance Rewards, and Internal Communication System) were taken to find theirimpact on Job satisfaction. Data collected from ten star hotels in Coimbatore city show that human resource management practices have positive impact on job satisfaction. The moderation effects of gender and salary also have had animpact on employee job satisfaction.

scholarly journals The Influence of Human Resource Management Practices on Employee Performance in the Manufacturing Sector in Malaysia

2018 ◽  
Vol 8 (2) ◽  
pp. 129 ◽  
Author(s):  
Ong Choon Hee ◽  
Koh Rui Jing
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Employee Performance ◽  
Training And Development ◽  
Work Life ◽  
Appraisal System ◽  
And Training

The purpose of this study is to examine the relationship between Human Resource Management (HRM) practices (Compensation and Benefits, Work-life Policies, Performance Appraisal and Training and Development) and employee performance. Data was collected through questionnaire from 161 employees of a manufacturing company in Johor, Malaysia. The results of the multiple regression analysis showed that performance appraisal and training and development were significantly related to employee performance. The findings suggested that training and development is the most important factor that positively influences employee performance followed by performance appraisal. Compensation and benefits and work-life policies were found to be not significant in predicting employee performance. In relation to these findings, human resource department shall have designed suitable training plan with comprehensive and consistent performance appraisal system for the employees.

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 Broadening Our Understanding of Human Resource Management for Improved Environmental Performance

2021 ◽  
pp. 000765032110532
Author(s):  
Florencio F. Portocarrero ◽  
Anne-Laure P. Winkler ◽  
Jone L. Pearce
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Performance ◽  
Management Practices ◽  
Performance Evaluations ◽  
Assessment Process ◽  
Performance Criteria ◽  
Manufacturing Companies ◽  
Hrm Practices

This article evaluates the effect of different human resource management (HRM) practices on organizations’ environmental performance. We develop a model to evaluate the influence of a broad range of HRM practices, including environmental performance criteria in managers’ performance evaluations and two types of internal corporate social responsibility (CSR) practices: socially responsible employee benefits and corporate volunteering practices. To this end, we analyze a sample of 142 manufacturing companies that have completed B Lab’s Impact Assessment process to certify their environmental performance. The results show that including environmental criteria in a higher proportion of managers’ performance evaluations directly impacts organizations’ environmental performance and strengthens the positive effect of other environmental management practices. The findings also demonstrate the direct effects of both types of CSR practices on an organization’s environmental performance. Our study advances recent work on Green HRM and CSR by identifying the specific HRM practices that allow organizations to move from being part of the world’s environmental problem to being part of the solution.

scholarly journals The effect of human resource management practices on employee`s job satisfaction: A case study on Japanese agribusiness in Vietnam

2021 ◽  
pp. 1463-1472 ◽  
Author(s):  
Tran Thi Hoai Thu ◽  
Rie Watanabe ◽  
Tsuyoshi Sumita
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Supervisor Support ◽  
Training And Development ◽  
Working Environment ◽  
Positive Effects ◽  
Human Resource Management Practices

This paper aims to study the relationship between human resource management practices (including work itself, training and development, supervisor support, co-workers ‘relation, salary, and working environment) and job satisfaction among employees in Japanese agri-businesses in Vietnam. The structured questionnaires were distributed to 200 employees to collect the primary data out of which 179 useable were returned to test the research hypotheses. Results shows that the work itself, training and development, co-workers’ relation, salary and working environment had positive effects on employees’ job satisfaction. However, there were no relationship found between supervisor support with job satisfaction. Finally, based on the results of qualitative and quantitative evidence as well of the comprehensive interview, some suggestions were given to human resource management practices in Japanese agricultural companies to achieve high level of job satisfaction.

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

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.

Sign in / Sign up

Export Citation Format

Share Document