scholarly journals The Relationship Between Perceived Human Resource Management Practices and Turnover-Intention: The Mediating Role of Organizational Attractiveness

2019 ◽  
Vol 13 (2) ◽  
pp. 216
Author(s):  
Ahmad M. Obeidat
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Management Practices ◽  
Turnover Intentions ◽  
Negative Relationship ◽  
Future Research ◽  
Hrm Practices ◽  
The Relationship

This study examines whether employees’ attraction to the organisation mediates the relationship between their perceptions of human resource management (HRM) practices (as a bundle) and their turnover intentions. Hypotheses were developed based on the propositions of social exchange theory, findings of previous research and theory of reasoned action. Survey data were collected from 297 individuals who work in organisations operating in the Hashemite Kingdom of Jordan. Subsequently, the proposed relations were tested. It was found that: 1) perceived HRM practices is negatively and significantly related to turnover-intention; 2) perceived HRM practices is positively and significantly related to organisational attractiveness; and 3) organisational attractiveness is negatively and significantly related to turnover intention and partially mediates the negative relationship between perceived HRM practices and turnover intention. The implications of these findings for line managers and HR practitioners are also discussed in addition to future research directions.

Employees’ perceptions on the relationship between human resource management practices and employee turnover

2019 ◽  
Vol 42 (2) ◽  
pp. 453-470
Author(s):  
Sandeep Basnyat ◽  
Chi Sio Clarence Lao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Turnover Intentions ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Employees ◽  
The Relationship

Purpose The purpose of this paper is to explore hotel employees’ views on how human resource management (HRM) practices influence their turnover intentions. Design/methodology/approach The data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings. Findings The findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees’ turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes. Practical implications This study suggests that addressing employees’ needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees’ family members to take part in the organization’s activities and use its facilities are important practices that HR department can initiate to encourage employees’ engagement in hotels. Furthermore, the study shows that managers need to understand their employees’ perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied. Originality/value Although several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees’ views on the relationship between HRM practices and employee turnover intention using qualitative methods.

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 A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia

2019 ◽  
Vol 9 (3) ◽  
pp. 75
Author(s):  
Md Murad Miah ◽  
Intan Adha Hafit
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Hotel Industry ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Review Study ◽  
The Relationship

The purpose of this review study to determine the impact of human resource management practices on job satisfaction. In addition, in this research is deeply focusing on job satisfaction, various human resource management practices, hotel industry of Malaysia, providing some prior relevant theoretical model, the relationship between HRM practices and job satisfaction and hypotheses has been developed. Based on this review of existing literature has been identified that there is a lot of HR management lacking in the hotel industry of Malaysia namely; shortage of talented people, high turnover issue, lack of adequate training, lack of motivation and lack of quality services. However, based on the existing literature it is proven that there is a significant relationship between HRM practices and job satisfaction. Therefore, this study will contribute in two ways namely; In practically- helps the management of hotel industry to understand the relationship between HRM practices and job satisfaction, keep motivating and retaining skillful employees, attract talent people and reduce the turnover issue and finally developed the competitive advantage among its rivals. In theoretically- this research will be the reference for the future research on HRM practices and job satisfaction. Other than that, the conceptual framework is plain and simple that is easy to understand for the relationship between HRM practices and job satisfaction which will help other researchers to think wisely about the relationship.

A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises

2021 ◽  
pp. 026624262110564
Author(s):  
Khuram Shahzad ◽  
Marco De Sisto ◽  
Muhammad Athar Rasheed ◽  
Sami U Bajwa ◽  
Wei Liu ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Hrm Practices ◽  
Medium Enterprises ◽  
The Relationship

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

scholarly journals The Mediating Effect of Affective Commitment on the Relationship between Human Resource Management Practices and Turnover Intentions of University Employees

2020 ◽  
Author(s):  
Godfrey Tumwesigye ◽  
David Onen ◽  
Richmond Sam-Quarm ◽  
John C. S. Musaazi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
University Employees ◽  
The University ◽  
The Relationship

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p<.001), promotions: β =.228; p<.001; and job security: β = .141; p<.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p<.001; promotion, β = -.215; p<.001; job security, β = -.138; p<.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

scholarly journals Relationship between Human Resource Management Practices and Employee’s Turnover Intention: An Empirical Study

2021 ◽  
Vol 13 (2-2) ◽  
Author(s):  
Er Xin Peng ◽  
Azlineer Sarip ◽  
Lily Suriani Mohd Arif ◽  
Zulkifli Khair
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Quantitative Research ◽  
Management Practices ◽  
Rank Correlation ◽  
Research Approach ◽  
Hrm Practices ◽  
Spearman’S Rank Correlation

The objective of this study was to identify the relationship between Human Resource Management (HRM) practices and employees’ turnover intention. This study employed a quantitative research approach by conducting a survey to collect data. By using convenience sampling, 70 permanent employees from the organization were sampled for the study. Employing SPSS version 18.0, descriptive statistical analysis revealed that level of HRM practices was moderate while turnover intention of respondents was at low level. Meanwhile, Spearman's rank correlation coefficient analysis showed that HRM practices were significantly negative correlated with turnover intention. In conclusion, these findings can be used by the management board of the organization to understand their employees’ turnover intention and further improve HRM practices.  

scholarly journals The Mediating Effect of Affective Commitment on the Relationship between Human Resource Management Practices and Turnover Intentions of University Employees

2020 ◽  
Author(s):  
Godfrey Tumwesigye ◽  
David Onen ◽  
Joseph Oonyu ◽  
John C. S. Musaazi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
University Employees ◽  
The University ◽  
The Relationship

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p<.001), promotions: β =.228; p<.001; and job security: β = .141; p<.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p<.001; promotion, β = -.215; p<.001; job security, β = -.138; p<.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

scholarly journals Human Resource Management Practices, Organisation Citizenship Behaviour and Turnover Intentions in Public Universities: The Mediating Role of Job Satisfaction

2020 ◽  
pp. 1-17
Author(s):  
Godfrey Tumwesigye ◽  
David Onen ◽  
John C. S. Musaazi
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Universities ◽  
Management Practices ◽  
Turnover Intentions ◽  
Negative Relationship ◽  
Mediation Effects ◽  
Human Resource Management Practices

Aims: The purpose of this paper was to examine the relationships between human resource management practices (HRMPs) and employee outcomes of organizational citizenship behaviour (OCB) and turnover intentions among employees of Public Universities in Uganda, mediated by job satisfaction. Design/Methodology: The study adopted a cross-sectional, quantitative approach. A sample of 479 academic and non-academic staff was drawn from three public universities in Uganda. SPSS (v20) and AMOS (v20) were used to conduct correlation and structural equation modelling techniques to test the hypotheses. Results: The results show that job satisfaction is positively related with HRMPs (β =.588, p<.001). The results also show that OCB is positively related to HRMPs (β =.226 p<.01) and job satisfaction (β =.210; p<.01) while turnover intention is negatively influenced by HRM practices (β = -.124, p<.05). The results further show that job satisfaction partially mediates the positive relationship between HRMPs and OCB. Job satisfaction also partially mediates the negative relationship between HRMPs and turnover intentions. This study contributes to the HRM body of knowledge by finding further support for the mediation effects of job satisfaction on the relationships between HRMPs and OCB and between HRMPs and turnover intentions in public universities in Uganda. Conclusion: The implication of this study is that in order to boost OCB and reduce turnover intentions among employees of public universities in Uganda, managers should employ HRMPs practices that lead to job satisfaction. Limitations and directions for future research are outlined.

How Do Human Resource Management Practices Matter in Young Employees’ Intention to Stay in Chinese State-owned Enterprises?

2021 ◽  
pp. 097215092098491
Author(s):  
Peng Xiayan ◽  
Yusmani Mohd Yusoff ◽  
Abdul Manaf Bohari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Quantitative Research ◽  
Management Practices ◽  
Equation Modeling ◽  
Intention To Stay ◽  
Hrm Practices ◽  
The Relationship

Improving young employees’ intention to stay through appropriate human resource management (HRM) practices has always been a concern for enterprises. Based on literature review, the previous research results showed that the relationship between HRM practices and employees’ intention to stay was not always consistent. Therefore, this study aims to examine the relationship between HRM practices and young employees’ intention to stay. A quantitative research study was conducted via survey among young employees below 35 years in 11 state-owned enterprises in Tongling City, Anhui Province, China. Purposive sampling method was used in this study and a total of 127 questionnaires were collected and used for data analysis. The structured equation modeling-partial least squares (SEM-PLS) method is used to examine the research framework. The research findings confirm that HRM practices including recruitment and selection, performance appraisal, and compensation have significant positive influences on young employees’ intention to stay; however, training and development cannot significantly influence young employees’ intention to stay. Hence, the relationship between HRM practices and intention to stay to ensure the achievement of organizational goals by retaining more young employees in China’s state-owned enterprises is intertwined.

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