Employee Turnover and Strategies for Retention

Grotto, Angela R.; Hyland, Patrick K.; Caputo, Anthony W.; Semedo, Carla

doi:10.1002/9781118972472.ch21

Cited by 18 publications

(13 citation statements)

References 145 publications

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“…Being a multinational company, MTN tends to retain talent from a pool of expatriates from other countries within its operations (Grotto, Hyland, Caputo, & Semedo, 2017). At the operational level, MTN gives priority to those whose jobs may have become redundant when new positions become available.…”

Section: Hrm Practices At Mtn Ugandamentioning

confidence: 99%

Role of HRM in Talent Retention With Evidence

Akunda¹,

Chen²,

Gikiri³

2018

JMS

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Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012)(2013)(2014)(2015) and content analysis of firm reports (2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

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Section: Hrm Practices At Mtn Ugandamentioning

confidence: 99%

Role of HRM in Talent Retention With Evidence

Akunda¹,

Chen²,

Gikiri³

2018

JMS

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“…Future studies would benefit from adopting a questionnaire-led approach involving various actors (e.g., older workers, managers, HR professionals, immediate supervisors) to fully explore the black box model. A study on employee turnover in general (Grotto, Hyland, Caputo, & Semedo, 2017) called for increasing knowledge of where older employees go and what they do after leaving their organization (i.e., whether they retire or join another firm).…”

Section: Discussionmentioning

confidence: 99%

Exploring the Black Box of Managing Total Rewards for Older Professionals in the Canadian Financial Services Sector

et al. 2021

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This study extends our knowledge about the management of older employees in the sector of financial services, which faces enormous transformational pressures (e.g., emergence of artificial intelligence, digital services). Based on the black box model of human resource management, we investigate how executives at 16 major financial institutions manage their total rewards to motivate their older professionals to stay at work longer. Top management’s views towards older professionals underlie a firm’s culture or climate, and more precisely, the extent of the perception that they are a strategic resource that needs focused management. Across firms, such adaptation (or lack thereof) is made through the following total rewards components: (1) flexibility in working time and place of work, (2) hiring of retirees, (3) hiring or promotion of older professionals, (4) role adjustment, (5) responsibilities and performance standards, (6) monetary rewards, benefits, and (7) recognition, succession planning, and support for retirement planning or preparation. The black box model should be used in future research to understand which reward components work best in which contextsto motivate older workers to stay at work longer.

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“…According to Grotto et al (2017), the turnover of the workforce is defined as the number of employees that quit within a given period, usually one year, with the total number of employees. Employee turnover is always costly for organisations (Mendis, 2017).…”

Section: Issues Of Turnover and Turnover Intentionmentioning

confidence: 99%

“…Malaysia similarly faced the same situation with a rate of 2% turnover (Mordor Intelligence, 2018). This turnover contributes to an impactful loss for the industry to tolerate the new recruitment costs, time consumption, performance disruption, and moral decline among employees due to the workload transfer (Grotto et al, 2017;Rehman, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Effects of Perceived Organisational Support and Emotional Intelligence on Turnover Intention among Logistics Drivers

Abdullah

Hanib

2020

MJSSH

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The turnover trends in the logistics industry are surprisingly high, regardless of the rapid growth of the industry. Turnover contributes to an impactful loss for the industry to tolerate the new recruitment costs, time consumption, performance disruption, and moral decline among employees due to the workload transfer. Previous literature presented various factors affecting turnover intention, and it could be concluded that factors within an organisation and individual play an essential role in turnover actions. Hence, this research focuses on perceived organisational support and emotional intelligence as factors to turnover intention among logistics drivers in Selangor. Eighty respondents from POS Logistics Berhad in Selangor participated in self-administered survey questions of Survey Perceived Organizational Support, Wong and Law Emotional Intelligence Scale, and Turnover Intention Scale. Results revealed that most of the respondents have a moderate level of POS (84%) and a high level of EI (91%). In comparison, slightly half have a low level of TOI (56%). Research also found that POS and EI have no significant relationship with turnover intention, which is contrary to previous literature. Similarly, three criteria of EI; self-emotion appraisal, uses of emotions, and others-emotions appraisal also have no significant relationship with turnover intention. Only regulations of emotions (r=0.024, p=0.031) has significant relationship with turnover intention. Since the current study location was restricted for a few branches of Pos Logistics in Selangor, it limits the result of the study due to misrepresent the whole community fairly. Future researchers are encouraged to extend or increase the sampling size to other companies and regions to make better generalisations.

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Employee Turnover and Strategies for Retention

Cited by 18 publications

References 145 publications

Role of HRM in Talent Retention With Evidence

Role of HRM in Talent Retention With Evidence

Exploring the Black Box of Managing Total Rewards for Older Professionals in the Canadian Financial Services Sector

Effects of Perceived Organisational Support and Emotional Intelligence on Turnover Intention among Logistics Drivers

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