Employee Engagement &amp; Retention: A Review Of Literature

Agarwal, Rachna

doi:10.14810/ijbbr.2017.6101

Cited by 10 publications

(6 citation statements)

References 49 publications

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“…Researchers and academics have identified several factors and practices that influence employee retention. The study of Munish and Agarwal (2017) propose that an effective approach to retaining employees involves implementing policies and practices that address several aspects such as work, compensation, quality of work life, and training and development. Furthermore, factors in the workplace such as effective leadership, opportunities for professional growth, maintaining a healthy work-life balance, providing training and development, offering mentorship, promoting career advancement, ensuring job satisfaction, implementing an inclusive management style, fostering a positive work environment, and providing incentives all have an indirect impact on employee retention (Aruna & Anitha, 2015).…”

Section: Concept Of Employee Retentionmentioning

confidence: 99%

Influence of Organisational Career Management on Employee Performance and Retention of Academic Staff of Private Universities in Ondo State, Nigeria

IDOWU,

FADAYOMI,

JOHNSON

2023

LJERHRM

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Nigerian private universities are increasingly recognising the importance of incorporating career management into their human resources strategies. This is done to enhance performance and cultivate dedicated employees who are willing to remain with the institutions for an extended duration. Therefore, this study examined the influence of organisational career management on the performance and retention of employees in the three private universities located in Ondo State, Nigeria (Achievers, Elizade, and Wesley). The research used descriptive survey and quantitative data analysis. The data for this research was collected using Google Forms, an online survey platform, that facilitates the distribution of questionnaire to respondents via email and WhatsApp platform. Convenience sampling technique was employed to select 244 employees according to their respective faculties. The findings of this study indicate that career management has a statistically significant positive effect on employee performance (R2=0.100, p-value<0.05). The study also confirmed that career management has a substantial influence on employees’ retention (R2=0.046, p-value<0.05). This study concluded that the implementation of efficient organisational career management (OCM) is crucial for enhancing performance and retaining valuable employees. Therefore, this study recommends that management should allocate resources to support the professional development of employees. These resources may include career workshops, career centres, career assistance, counselling, coaching, and mentorship. By providing these resources, employees can improve their job performance and committed to the future goals of the institutions.

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Section: Concept Of Employee Retentionmentioning

confidence: 99%

Influence of Organisational Career Management on Employee Performance and Retention of Academic Staff of Private Universities in Ondo State, Nigeria

IDOWU,

FADAYOMI,

JOHNSON

2023

LJERHRM

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“…This study further emphasized that in addition to career-related training and development with compensation packages, the management needs to focus on improving staff commitment for retaining them in the long run. Agrawal and Munish (2017) identified the provision for effective performance appraisal, health and safety, reward, recognition, compensation, opportunities for career development, and training as the key driving factors for staff retention. Similarly, the study emphasized that the management must offer opportunities for promotions, social recognition, and access to training and development opportunities (Milka et al, 2017).…”

Section: Review Of Related Studiesmentioning

confidence: 99%

“…This study identified career growth potential as the strongest valence and prevalence of work-life balance as the weakest one to influence the level of staff retention. Similarly, proper training and development, well-structured compensation package, job autonomy, work-life balance, work policies, and structural arrangements as the equally powerful instruments of staff retention, and their 100 percent engagement at the job were reported as the key factors for employee retention (Agrawal & Munish, 2017). Chandani et al (2016) observed that the various factors responsible for staff engagement, specifically in the case of new staff, included quality of induction programs, access to training and development, and skill certification programs.…”

Section: Introductionmentioning

confidence: 99%

Factors Influencing Employee Retention in the Nepalese Hotel Industry: The Pathways to Future Research

Rijal

2022

QJMSS

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Background: Staff retention has always been a significant concern as well as a challenge for all sectors of organizations. This work aims to identify the major factors that serve as determinants of staff retention, specifically in the hotel industry. The work has been solely guided to establish a conceptual framework that could be used for the systematic and objective investigations to be initiated in the future in this particular sector of the specialized economy. Methodology: Since this study is entirely thematic desk research-based, the present scribe has used exploratory research by comprehending different influencing factors of staff retention that were assessed through the review of various lead articles, policy guidelines, related published research reports, conceptual perspectives available in other sources, and institutional best practices in the global arena. Results: The overall findings of the study reveal that the factors including the prevalence of two-way communication, style and quality of leadership, autonomy at the job, motivation level, involvement at work, organizational support, performance management, work-life balance, level of involvement in decision-making, career growth opportunity, availability of training and development opportunities, organizational culture, valuable inputs and constructive feedbacks, trade union and employer agreements, staff recruited from employment agencies and compensation package serve instrumental in the retention of staff. Additionally, this work has established the staff perceived level of glamour and lifestyle, job prestige, social recognition, and opportunity for learning and growth as the industry matched valences. Conclusions: The study concludes that in addition to several conventional factors affecting staff retention in different sectors, the tradition of scientific inquiry in the hotel industry should also focus on exploration of the shared impact of more innovative constructs, including state of glamour and lifestyle, social recognition, personal branding, opportunities for cross-cultural learning. Implications: The present work would serve as instrumental for the new generation of researchers to craft more innovative and suitable research areas with a balance of constructs to be observed. Similarly, this work establishes a stock of resources to be used in the academic discourses aimed at exploring determinants of staff retention with a specific focus on the hospitality industry, particularly the hotel sector. Also, the management in the respective industry may find suitable ways forward to adjust their organizational process climate and culture to retain the valuable staff.

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“…A significant variance in TOI remains unexplored in the literature. Important topics, such as the critical role of onthe-job and off-the-job embeddedness in defining the links toward TOI (Agarwal, 2017), have also been neglected. Recently, JE has been explored to investigate TOI preventive measures such as (a) link, wherein employees have good working relationships, and each individual is officially or unofficially linked to other people, teams, and organizations; (b) fit, which refers to how compatible the employees feel with the company, organization, or the local community to which he or she belongs and how fit they feel they are for their job; and (c) sacrifice, which refers to the opportunity cost of turnover, that is, the perceived cost of physical or psychological convenience sacrificed when leaving a current job, indicating a retention or an antiwithdrawal construct (Chan et al, 2019;Hussain & Deery, 2018;Reitz, 2014).…”

Section: Introductionmentioning

confidence: 99%

Multifaceted Role of Job Embeddedness Within Organizations: Development of Sustainable Approach to Reducing Turnover Intention

et al. 2020

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This study aims to explore the significance of job embeddedness (JE) theory and practices to reducing employee turnover and then suggest future research directions. It also reviews the systematic development of JE theory and its relationship with different workplace theories. A comprehensive content analysis, including a systematic review of articles published between 2008 and 2018, is conducted to understand the extensive role of JE in the workplace. A total of 108 research papers published in various high-ranking journals are selected for further analysis. To identify the mediating role of JE in the service and manufacturing industry, most of the existing studies focus on turnover intention, organizational commitment, employee engagement, and job satisfaction. However, many other key areas, which can be linked to JE to understand and evaluate the theory of organizational and employee behavior, are ignored in the literature. In this study, a further understanding of JE is suggested to be expanded in accordance with various elements of organization and employee theories, such as job design, job burnout, and role performance. This study contributes to the literature by further expanding JE theory and proposing a comprehensive JE framework that researchers and practitioners can adopt in future research.

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Employee Engagement & Retention: A Review Of Literature

Cited by 10 publications

References 49 publications

Influence of Organisational Career Management on Employee Performance and Retention of Academic Staff of Private Universities in Ondo State, Nigeria

Influence of Organisational Career Management on Employee Performance and Retention of Academic Staff of Private Universities in Ondo State, Nigeria

Factors Influencing Employee Retention in the Nepalese Hotel Industry: The Pathways to Future Research

Multifaceted Role of Job Embeddedness Within Organizations: Development of Sustainable Approach to Reducing Turnover Intention

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