Career Development, Job Security and Employee Loyalty at a Luxury Resort in Terengganu, Malaysia

2017 ◽  
Vol 7 (10) ◽  
Author(s):  
Mohd Aliff Abdul Majid ◽  
Azlina Samsudin ◽  
Mohd Hazrin Iman Noorkhizan ◽  
Siti Nor Ain Mohd Noor ◽  
Nur Syazana Hanim Ahmad Zuffri
Keyword(s):  
Career Development ◽  
Job Security ◽  
Employee Loyalty

THE RELATIONSHIP BETWEEN CAREER DEVELOPMENT, COMPENSATION, JOB SECURITY, WORK ENVIRONMENT AND EMPLOYEE LOYALTY

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Muhammad Faizal Samat ◽  
Muhammad Najmuddin Hamid ◽  
Muhammad Ameer Shafiq Awang@Ali ◽  
Wan Muhammad Iqmal Fazri Wan Juahari ◽  
Khairul Asraf Ghazali ◽  
...  
Keyword(s):  
Career Development ◽  
Work Environment ◽  
Turnover Rate ◽  
Sampling Technique ◽  
Job Security ◽  
Future Research ◽  
Kuala Lumpur ◽  
Employee Loyalty ◽  
Convenience Sampling ◽  
The Relationship

Malaysia has recorded the second highest involuntary turnover rate at 6% and third highest voluntary rate at 6.5% in South East Asia. Employee loyalty becomes critical towards employer. Thus, the purpose of this study was to examine the relationship between career development, compensation, job security, work environment and employee loyalty. In conducting this study, convenience sampling technique has been employed and respondents have been chosen in the area of Kuala Lumpur. Hypothesis were tested using regression analysis by using Smart-PLS. Based on the result, career development, compensation and job security were found to be significant with employee loyalty. However, work environment was found to be not significant with employee loyalty. It is suggested for future research to explore other variables in order to find the factors contributed in employee loyalty. Keywords: Career Development, Compensation, Job Security, Work Environment, Employee Loyalty

Factors Impacting Employee Loyalty – an insight from Process Outsourcing Organisation using R Platform

2019 ◽  
Vol 118 (8) ◽  
pp. 52-58
Author(s):  
Dr.R. Alamelu ◽  
Dr.R. Nalini ◽  
Dr.R. Amudha ◽  
Ms.V. Karthika ◽  
Ms.S. Bharathi
Keyword(s):  
Career Development ◽  
Multiple Regression ◽  
Interpersonal Relations ◽  
Employee Commitment ◽  
Simple Random Sampling ◽  
Job Security ◽  
Primary Objective ◽  
Organization Culture ◽  
Employee Loyalty ◽  
Financial Benefits

Employees move out from organsiation for various reasons ranging from personal to official and the cost of hiring employees are also in exponential trend. The investment made in infrastructure, training has initiated organization to focus on employee loyalty. This has grabbed the attention of organizations to turnaround and focus on employee loyalty. BPO/RPO organizations in India are facing the employee attrition from its entry level. As keeping cost leadership is the only opportunity to sustain in the present trend, their investment made over employees builds a kind of conducive environment. Thus the primary objective of the study is to explore organization culture, job security, financial benefits, career development practices, interpersonal relations along with employee commitment towards their loyalty. The study aimed to identify the top three performers in BPO/RPO companies located in four major cities as Chennai, Coimbatore, Trichy and Madurai which is a member in NASSCOM. A sample of 30 employees and 10 team leaders were selected in each city based on simple random sampling and it constitutes 480 samples in total. The collected data was analysed using descriptive statistics, one way ANOVA and multiple regression using R language. The Multiple regression co-efficient reveals that out of seven components organization culture, career development, job security, supervisor attitude and relationship with team members has significant impact over employee loyalty. The other component such as financial benefits and employee commitment has no significant impact on employee loyalty.  

scholarly journals Analisis Faktor-Faktor yang Mempengaruhi Loyalitas Karyawan pada Pertokoan di Sepanjang Jalan Malioboro Yogyakarta.

2020 ◽  
Vol 14 (2) ◽  
Author(s):  
Yati Suhartini
Keyword(s):  
Career Development ◽  
Significant Influence ◽  
Regression Coefficient ◽  
Sampling Technique ◽  
Job Characteristics ◽  
Sales Promotion ◽  
Multiple Linear Regressions ◽  
Employee Loyalty ◽  
Quota Sampling ◽  
Linear Regressions

The research was carried out to know the influence of career development, compensation and job characteristics to employee loyalty at stores along Malioboro street, Yogyakarta.The population of the research were all of Sales Promotion Girls (SPG) and Sales Promotion Boys (SPB) working at stores along Malioboro street. Samples were taken with non-probability sampling technique by quota sampling, as many as 100 respondents. The data was collected by applying questionnaires, and analyzed by using multiple linear regressions with the help of SPSS program for windows release 16.0.This research concluded that factors of career development, compensation and job characteristics, partially or simultaneously showed a positive and significant influence to employee loyalty. These were indicated by the regression coefficient value of each factor of career development, compensation and job characteristics to employee loyalty were 0.421 (X1); 0.149 (X2); 0.411 (X3); and the significant level of each factor were 0.000; 0.45 and 0.000, respectively. While the value of F amounting to 51.235 with the sign.ificance level of 0.000; whereas adjusted R square equal to 0.604.

scholarly journals Impact of Effective Succession Planning Practices on Employee Retention: Exploring the Mediating Roles

2020 ◽  
Vol 10 (2) ◽  
pp. 21
Author(s):  
SYED NAJAM UL HASSAN ◽  
DANISH AHMED SIDDIQUI
Keyword(s):  
Career Development ◽  
Organizational Effectiveness ◽  
Succession Planning ◽  
Employee Retention ◽  
Supervisor Support ◽  
Job Security ◽  
Work Life ◽  
Partial Least Square ◽  
Working Environment ◽  
Equation Modeling

Succession planning (SP) and employee retention (ER) are mutually reinforcing. Meaning ineffective succession planning leads to turnover, and that would, in turn, make the succession plan ineffective. Hence the big challenge is to find how SP affects ER. For this, we proposed a model explaining the mediation effect of various factors on SP-ER nexus. We hypothesize that proper Succession planning produces a positive effect on Performance Goal Orientation, Supervisor Support, Working Environment, Rewards, Work-life Policies, Career Development, and Job Security. And these factors, in turn, lead to employee retention. We further assumed that the ER would lead to Organizational Effectiveness. To establish its empirical validity, we conducted a survey using a close-ended questionnaire. Data was gathered from 300 respondents who are serving in the middle and lower level of management in the private organizations in Pakistan. Data analysis was done through the descriptive statistics, partial least square (PLS), and Structural Equation Modeling (SEM) with the help of SmartPLS3. The findings indicated that effective succession planning practices had a meaningful, favorable connection with employee retention and out of seven mediators, only three mediators i.e. job security, rewards, and supervisor support significantly mediated the association between effective succession planning practices and employee retention. Succession planning also seems to significantly affect the working environment, work-life policies, and career development. Results also exhibited that there’s an insignificant link between effective succession planning practices and organizational effectiveness and also there is no positive relationship between employee retention and organizational effectiveness.

Determining The Factors of Employee’s Commitment and Loyalty in A Malaysian Internet-based Company

2021 ◽  
Vol 8 (6) ◽  
pp. 96-105
Author(s):  
Muhamad Khalil Omar
Keyword(s):  
Career Development ◽  
Influencing Factor ◽  
Job Security ◽  
Management Style ◽  
Working Environment ◽  
Management Styles ◽  
Development Management ◽  
The Impact ◽  
Looking Back

One of the main challenges faced by most organizations is to encourage their workers to dedicate themselves towards their organizations. Organizations realized that to reach its goals, it is very important for them to have a group of committed workforce who are highly efficent, motivated and loyal. With the current high competition between companies, employee’s loyalty is one of the factors that will determine the success of organizations as well as maintaining their competitiveness in the market through improved productivity. Thus, organizations are constantly finding ways in maintaining and retaining their employees, for example, by looking back at their compensation and benefits, management styles, working environment, job security, employee’s performance, employee’s satisfaction and career development. This study main objective was to investigate the impact of compensation and benefits, career development, management style and working environment towards employee’s commitment and loyalty in an organization. Using the data collected from 108 employees of an internet-based company in Malaysia and analyzed using SPSS Statistics, this study has established that all four factors have a critical impact on employee’s loyalty with the management style as the most influencing factor. It is hope that this study can provide a huge understanding on some of the factors that could influence employee’s loyalty in organizations and hence, preparing them to be a productive entity.

scholarly journals The Influence of Compensation and Career Development on Employee Loyalty with Job Satisfaction as Mediator

2021 ◽  
pp. 135-141
Author(s):  
Rizky Puspa Lestari ◽  
◽  
I Ketut R. Sudiarditha ◽  
Agung Wahyu Handaru ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Structural Equation Modeling ◽  
Career Development ◽  
Work Environment ◽  
Structural Equation ◽  
Quantitative Method ◽  
Equation Modeling ◽  
Employee Loyalty ◽  
Career Opportunities ◽  
Analytical Approaches

Research shows that a motivated workforce is substantially more productive than an unmotivated, apathetic group of employees. When workers have career opportunities and receive compensation, they are more likely to work harder for the good of the company, because they can see first-hand what their contributions mean to its success. The purpose of this research is to analyze the effect of compensation and career development on employee loyalty as mediated by job satisfaction. The sample in this study was employees of PT PLN (Persero) UPT Pulogadung. The number of samples collected was 133 samples. This study used a quantitative method based on analytical approaches using Structural Equation Modeling (SEM). Data was obtained through questionnaires distributed to employees and then processed using the Amos 26 application. According to the findings of this research, compensation and career development have a positive and significant effect on job satisfaction. Job satisfaction has a positive and significant effect on employee loyalty. Compensation and career development have no effect on employee loyalty. Mediation results show that job satisfaction can mediate the effect of compensation and career development on employee loyalty. It can be conclude that in order to increase employee loyalty, companies must pay attention to the amount of compensation and career development. Employees who are satisfied with their work have a major impact on the growth and success of the company. That’s why it’s worth the effort to create a work environment that motivates and inspires employees to do their best. Ultimately, when employee loyalty is elevated, company’s achievements become their achievements – and success is all but guaranteed.

scholarly journals Pengaruh Karakteristik Pekerjaan, Pengembangan Karir Dan Kompensasi Terhadap Loyalitas Karyawan

2019 ◽  
Vol 9 (3) ◽  
pp. 93
Author(s):  
Charlos Alexander Lumiu ◽  
Riane J. Pio ◽  
Ventje Tatimu
Keyword(s):  
Career Development ◽  
Structural Equation ◽  
Job Characteristics ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Employee Loyalty ◽  
Optimal Output ◽  
Quantitative Descriptive ◽  
Descriptive Method

This study aims to examine the effect of job characteristics, career development, and compensation on employee loyalty. The potential of existing human resources in the company must be utilized as well as possible, so as to be able to provide optimal output. An organization will run smoothly if all services provided by individuals to the organization get balanced attention and rewards. The general research objective is to examine and determine the effect of job characteristics, career development, and compensation on employee loyalty. The method used in this research is the quantitative descriptive method, using Structural Equation Modeling with Partial Least Square. The results obtained from the study that simultaneously the ability of the variable Job Characteristics, Career Development and Compensation in explaining the magnitude of the influence on the variable Employee Loyalty is 14%, the rest is explained by other variables outside this study.

scholarly journals EMPLOYER PROMISES OF A PSYCHOLOGICAL CONTRACT AND EMPLOYEE PERFORMANCE: A CASE OF THE TEACHER SERVICE COMMISSIONA CASE OF THE TEACHER SERVICE COMMISSION

2021 ◽  
Vol 6 (1) ◽  
pp. 11-31
Author(s):  
Anne Kamau ◽  
Susan Wasike ◽  
Bernard Muturi
Keyword(s):  
Career Development ◽  
Sample Size ◽  
Psychological Contract ◽  
Quantitative Data ◽  
Employee Performance ◽  
Job Security ◽  
Unique Contribution ◽  
Staff Members ◽  
Qualitative Approaches ◽  
Service Commission

Purpose: The main purpose of this study was to examine the effects of employer promises of a psychological contract on employee performance at the Teachers Service Commission Materials and Methods: A case study research design was used in the study. The sample size was 341 respondents at the TSC who were arrived at using the Krejcie and Morgan Table of sample size determination. They were selected using a simple random sampling technique. Questionnaires were used for collecting the data. Quantitative and qualitative approaches were used in carrying out the analysis. The quantitative data comprised of descriptive and inferential analysis which were done with the help of the SPSS. The qualitative data was analyzed thematically and integrated within the quantitative data. Results:  The following key findings were made: The coefficient of determination indicates that 82.0% variations on employee performance was explained by the four independent variables; promotion, training and career development, job equity, and job security. holding other factors constant, promotion (Beta=.175), training and career development (Beta=.372), job equity (Beta=.338) and job security (Beta=.208) are positively related to employee performance at the Teacher Service Commision. Additionally, the study concluded that there is a significant relationship between constructs of organizational promises of psychological contract (promotion, training and career development, job equity, job security) and employee performance (p=.00<0.05). Unique contribution to theory, practice and policy: It is recommended that the organization should take time to create opportunities for training and career development among its staff members. The organizational policies may also be reviewed to keenly address the issue of job equity. It should ensure that the aspects of fairness in terms of promotion, rewards/salaries and other practices are provided fairly and equally to all the staff members. With streamlined policies, the implementers should also be evaluated and examined to ensure that they followed the policies in ensuring that the organization operates in a fair environment.

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