Refine your search
Collections
Co-Authors
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Vakula Kumari, P.
- HRM Practices and Employee Retention: A Study on Literature Survey
Abstract Views :797 |
PDF Views:0
Authors
Affiliations
1 Department of Management Studies, Guru Ghasidas Vishwavidyalaya, Bilaspur (C.G.)
1 Department of Management Studies, Guru Ghasidas Vishwavidyalaya, Bilaspur (C.G.)
Source
Asian Journal of Management, Vol 4, No 1 (2013), Pagination: 54-59Abstract
The retention of human resources has been shown to be momentous to the development and the accomplishment of the organization's goals and objectives. Organizations need to have the ability to recruit and retain appropriate knowledge workers in order to create an inflow of knowledge and skills to develop and maintain their competitiveness. As economic globalization has become more pronounced, the ability of organizations to compete in the global marketplace is all the more tied to the quality of their human resources. Many organizations rely on the expertise of their employees to gain competitive advantage in global economies. In this economic environment, the retention of valuable employees becomes an extremely important strategy for human resources managers and organizational leaders. This paper mainly deals with the literature on Human Resource Management practices and its impact on Employee Retention. The purpose of this paper is to identify the relationship between HRM practices and employee retention through the literature survey.Keywords
Employee Retention, HRM Practices, Work Environment and Job Design, Hiring and Promotions, Rewards, Recognition and Compensation, Training and Development, Employee Performance Assessment
References
- Abbasi, S., and Hollman, K. (2000). Turnover: The real bottom line. Public Personnel Management, 29(3), 333.
- Abdalla, I., and Al-Homoud, M. (1995). A survey of management training and development practices in the State of Kuwait. The Journal of Management Development, 14(3), 14-25.
- Abubakr, M. (2006). Managing human resource in the Middle East: Human resource management in the United Arab Emirates. London: Taylor and Francis Ltd.
- Achoui, M., and Mansour, M. (2007). Employee turnover and retention strategies: Evidence from Saudi companies. International Review of Business Research Papers, 3(3), 1-16.
- Acton, T., and Golden, W. (2003). Training the knowledge worker: A descriptive study of training practices in Irish software companies. Journal of European Industrial Training, 27(2), 137- 146.
- Angle, H. (1983). Organizational commitment: Individual and organizational influences. Sociology of Work and Occupations, 10(2), 123-146.
- Angle, H., and Perry, J. (1981). An Empirical Assessment of Organizational Commitment and Organizational Effectiveness. Administrative Science Quarterly, 26(1), 1-14.
- Anthony, W., Kacmar, K., and Perrewe, P. (2002). Human resource management: A strategic approach (4th ed.). New York: South-Western.
- Apker, J., Propp, K., and Zabava, F. (2009). Investigating the effect of nurse-team communication on nurse turnover: Relationships among communication processes, identification, and intent to leave. Health Communication, 24(2), 106-114.
- Arlond, E. (2005). Managing human resources to improve employee retention. The Health Care Manager, 24(2), 132-140.
- Atif, A., Ijaz-Ur-Rehman, Abdul Nasir, and Nadeem, S. (2011). Employee retention relationship to training and development: A compensation perspective. African journal of Business Management, 5(7), 2679-2685.
- Barber, A., and Bretz, R. (2000). Compensation, attraction, and retention. In S. Rynes and B. Gerhart (Eds.), Compensation in organizations: Current research and practice. San Francisco: Jossey-Bass.
- Becker, B., and Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39(4), 779-801.
- Buck, J., and Watson, J. (2002). Retaining staff employees: The relationship between human resources management strategies and organizational commitment. Innovative Higher Education, 26(3), 175-193.
- Campion, M. (1991). Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research. Journal of Applied Psychology, 76(2), 199-212.
- Chan, S., and Kuok, O. (2011). A study of human resources recruitment, selection, and retention issues in the hospitality and tourism industry in Macau. Journal of Human Resources in Hospitality and Tourism, 10(4), 421-441.
- Chang, E. (2006). Individual pay for performance and commitment HR practices in South Korea. Journal of World Business, 41(4), 368-381.
- Chew, J., and Chan, C. (2008). Human resource practices, organizational commitment and intention to stay. International Journal of Manpower, 29(6), 503-522.
- Deckop, J., Konrad, A., Perlmutter, D., and Freely, J. (2006). The effect of human resource management practices on the job retention of former welfare clients. Human Resource Management, 45(4), 539-559.
- DeConinck, J., and Johnson, J. (2009). The effects of perceived supervisor support, perceived organizational support, and organizational justice on turnover among salespeople. Journal of Personal Selling and Sales Management 29(4), 333-351
- Deery, M. (2008). Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 20(7), 792-806.
- Delaney, J., and Huselid, M. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949-969.
- Frank, F., Finnegan, R., and Taylor, C. (2004). The race for talent: Retaining and engaging workers in the 21st century. HR Human Resource Planning, 27(3), 12-25.
- Gaertner, K., and Nollen, S. (1992). Turnover intentions and desire among executives. Human Relations, 45(5), 447-465.
- Giauque, D., Resenterra, F., and Siggen, M. (2010). The relationship between HRM practices and organizational commitment of knowledge workers: Facts obtained from Swiss SMEs. Human Resource Development International, 13(2), 185- 205.
- Hansen, F., Smith, M., and Hansen, R. (2002). Rewards and recognition in employee motivation. Compensation and Benefits Review(October), 61-71.
- Holland, P., Sheehan, C., and De Cieri, H. (2007). Attracting and retaining talent: Exploring human resources development trends in Australia. Human Resource Development International, 10(3), 247 - 262.
- Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
- Kaliprasad, M. (2006). The human factor I: Attracting, retaining, and motivating capable people. Cost Engineering, 48(6), 20-26.
- Lockwood, D., and Ansari, A. (1999). Recruiting and retaining scarce information technology talent: A focus group study. Industrial Management and Data Systems, 99(6), 251-256.
- Reynolds, D., Merritt, E. A., and Gladstein, A. (2004). Retention tactics for seasonal employers: An exploratory study of U.S.- based restaurants. Journal of Hospitality and Tourism Research, 28(2), 230-241.
- Samuel, M., and Chipunza, C. (2009). Employee retention and turnover: Using motivational variables as a panacea. African Journal of Business, 3(8), 410-415.
- Wright, P., and Kehoe, R. (2008). Human resource practices and organizational commitment: A deeper examination. Asia Pacific Journal of Human Resources, 46(1), 6-20.
- Zheng, C., and Lamond, D. (2010). Organisational determinants of employee turnover for multinational companies in Asia. Asia Pacific Journal of Management, 27(3), 423-443.
- Employee Engagement:-A Study with reference to Employees of Bharat Aluminum Corporation Company Limited in Korba.
Abstract Views :252 |
PDF Views:0
Authors
Affiliations
1 Guru Ghasidas Vishwavidyalaya, Bilaspur CG, IN
1 Guru Ghasidas Vishwavidyalaya, Bilaspur CG, IN
Source
Asian Journal of Management, Vol 2, No 4 (2011), Pagination: 165-168Abstract
Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts Organizations in many ways. The present research paper is based on the study of employee engagement with special reference to the employees working at BALCO, Korba(C.G.). The main objective is to find out the level of engagement of employees towards their organization and also to know the various factors which influence the employee engagement which leads towards the level of commitment. Both primary and secondary sources of data were used. Total sample size consists of one hundred employees’ and the method of sampling is convenience sampling. Simple percentage analysis and tabulation is used to analysis the data. The study concludes that majority of the employees are satisfied with their job shows positive results towards engagement and commitment.Keywords
Employee Engagement, Commitment, Job Satisfaction, Organization.- A Study on Work Life Balance (With Special Reference to Executives Working at NTPC, Korba)
Abstract Views :226 |
PDF Views:0
Authors
Affiliations
1 Department of Management, Chouksey Engineering College, Bilaspur (CG), IN
1 Department of Management, Chouksey Engineering College, Bilaspur (CG), IN
Source
Asian Journal of Management, Vol 2, No 1 (2011), Pagination: 25-27Abstract
Work life balance is about people having a measure of control over when, where and they work. Work life balance refers to a person's control over the conditions in their work place. It is accomplished when an individual feels duly satisfied about their personal life and their paid occupation. It mutually benefits, the individual business and society when a person's personal life is balanced with his or her job. The work life balance strategy offer a variety of means to reduce stress levels and increase job satisfaction in the employee while enhancing business benefits for the employer. This paper mainly discusses the balance between the work life and personal life. It mainly deals with how to maintain balance between personal life and professional life of executives working at NTPC, Korba.