Determinant Factors for Employee Retention: Should I Stay?

Mahadi, Nomahaza; Woo, Norliyana M.F.; Baskaran, Shathees; Yaakop, Azizul Yadi

doi:10.6007/ijarbss/v10-i4/7120

Cited by 24 publications

(29 citation statements)

References 15 publications

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“…The process in employee retention refers to the policies and practices that businesses use to keep important employees from leaving, including taking steps to encourage employees to stay with the company for as long as feasible (Baharin and Hanafi, 2018 ). Many companies nowadays are looking at employee retention measures by reaching out to their employees to ensure their job satisfaction and keep them at the company for as long as possible (Mahadi et al, 2020 ). This is linked to the company's attempts to help its employees, evidenced by the number of people who leave or join the organization (Tian et al, 2020 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Employee Retention in the Service Industry in Malaysia

et al. 2022

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This study aims to investigate the effects of work-life balance, work environment, and reward and compensation on employee retention in Malaysia. A total of 400 questionnaires were collected online from employees within the service industry in Malaysia. Partial least square structure equation modeling was used to test the model and hypotheses. The results reveal that work-life balance and work environment had a strong positive effect on employee retention, but reward and compensation had a much stronger positive effect on employee retention. This research provides unique theoretical contributions by investigating these factors in the midst of the COVID-19 outbreak as components of the reciprocal process between employee and employer, and their effects on employee retention. This study also provides vital insights to business organizations to consider designing effective employee retention plans for a successful business.

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Section: Literature Reviewmentioning

confidence: 99%

Employee Retention in the Service Industry in Malaysia

et al. 2022

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“…The study also explored these factors are independent and significant with medium to large effect size predicting retention tendency. When the age of employees increases (Mahadi et al , 2020), they are emotionally and socially getting connected with co-workers and with the workplace. They will not switch over the workplaces (T.F.…”

Section: Resultsmentioning

confidence: 99%

“…Sen and Bhattacharya (2019) recommended the need for an innovative and global approach to tackle human resource shortage, talent development and retention issues in the Indian service sector. In the study of Mercer Webcast Series – 2016, Mahadi et al (2020) identified the employee voluntary turnover rate is 9.1% globally, and around 15% turnover rate was found in countries like Indonesia, Philippines, Argentina and Romania. Because of skilled labour shortages in the health-care sector, employees expect more financial and non-financial benefits.…”

Section: Introductionmentioning

confidence: 99%

Something beyond paycheque to boosting employee retention: evidence from a South Indian hospital

Bharath

2021

XJM

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Purpose This paper aims to emphasize the need for a strategic approach to employee retention beyond financial benefits. This is directly proportional to employee retention. Bringing out the retention measures preferred by employees, depicting the relationship of demographic profile with employee retention tendency and exploring implications giving importance to beyond paycheque factors are the objectives of the study. Design/methodology/approach This study uses applied qualitative approach with a realistic view to collect the details of retention measures and practices from purposively selected 36 health-care experts by the conduct of interview using a one-to-one discussion with written notes. With quantitative approach, opinion survey was administered to receive the perceived opinion of randomly selected 350 health-care employees on paycheque and on beyond paycheque factors boosting their intention to stay. Bhattacharya and Ramachandran’s health-care study framework on retention was applied for the identification of the factors. Findings Both paycheque and beyond paycheque benefits are important for retention. Most respondents prefer beyond paycheque factors practiced at sampled hospital. Age, marital status and residence of employees are significantly associated with retention. The strategic initiatives of the sampled hospital to retention concerning motivational needs of employees in the workplace are thank you board, camp head, ad act camp, success corner and so forth. Research limitations/implications Addressing health-care work and relationship-related issues in terms of employee retention giving importance to beyond paycheque benefits – remedy for compassion fatigue health-care employees face in routine works, meeting promises made by management regarding paycheque or beyond paycheque benefits, employees participative in decisions in medical, clinical and in functional areas, reducing workload and role stress by the conduct of role analysis. Originality/value Many research studies are emphasizing the contribution of financial benefits to employee retention. Only a few studies have been carried out exploring and emphasizing the importance of beyond financial benefits motivating employee retention. This is the study of evidence from a hospital that gives strategic importance to beyond paycheque elements as well as paycheque elements.

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“…Jarak tempat tinggal memengaruhi krusial secara negatif bagi loyalitas tenaga kerja, dibuktikan oleh beberapa kajian. Pertama, kajian milik Mahadi dan kawan-kawan pada tahun 2020, hasil kajian itu mendapati bila Jarak dari rumah ke kantor memengaruhi kepuasan dan loyalitas karyawan (Mahadi, Woo, Baskaran, & Yaakop, 2020). Penelitian kedua dilakukan oleh Demiral pada tahun 2018 terhadap 214 orang karyawan yang berasal dari 29 perusahaan di Turki, hasil dari penelitian tersebut membuktikan bahwa jarak tempat tinggal memengaruhi keinginan karyawan untuk keluar, yang menandakan adanya tingkat loyalitas yang rendah (Demiral, 2018).…”

Section: Jarak Tempat Tinggal (X3) Mempengaruhi Loyalitas (Z)unclassified

Faktor Pengaruh Kepuasan Kerja Dan Loyalitas Kerja

Anifah

FoEh

2022

J. Kaji. Ilm.

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A person's job satisfaction is related to the person's perspective on the experience felt when working, while loyalty is a person's desire to stay and give his best performance for the organization. Both are very important because they will be closely related to a person's work output to the organization where he works. This study reviews the factors that influence job satisfaction and loyalty to an organization. This research is in the form of a literature review, where all the discussions in it come from various printed and electronic sources from various library sources. The analyzed factors consist of Salary, Age, Distance of Residence, Training, Performance Allowance, Performance Appraisal, Career Development, and Length of Service. This article was prepared with the aim of designing a hypothesis of the influence between variables so that it can be used as a basis for studies for future research. The results of this study, namely: 1) All factors analyzed have a significant effect on job satisfaction; 2) All factors analyzed have a significant effect on Loyalty. Based on the results that have been obtained, it is important for an organization to be able to make the factors that have been researched as material for consideration in carrying out the management of an organization. Suggestions for further research to be more comprehensive is to add other factors such as Work Environment, Leadership and Motivation as factors that influence job satisfaction and loyalty.

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Determinant Factors for Employee Retention: Should I Stay?

Cited by 24 publications

References 15 publications

Employee Retention in the Service Industry in Malaysia

Employee Retention in the Service Industry in Malaysia

Something beyond paycheque to boosting employee retention: evidence from a South Indian hospital

Faktor Pengaruh Kepuasan Kerja Dan Loyalitas Kerja

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