Factors Influencing Employee Retention; The Moderating Roles of Job Embeddedness in Ecommerce Logistic Industry

Noordin, Syed Harris Syed Noordin Syed; Jamaludin, Nor Lelawati; Jamil, Norina Ahmad; Mahpar, Nurul Salizawatee

doi:10.6007/ijarbss/v11-i5/9737

Cited by 4 publications

(3 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Additionally, the work environment, engagement levels, and recognition and compensation strategies are vital for retaining employees [24,25]. Employee retention strategies are integral to overall business strategies, emphasizing the importance of careful measures [26,27]. Creating a positive work environment, offering growth opportunities, effective communication, and implementing diverse management strategies are key to enhancing employee satisfaction and improving retention rates [28,29].…”

Section: Review Of Related Literaturementioning

confidence: 99%

Organizational Justice and Its Effects on Employee Retention in Banana Companies: A Quantitative Analysis

Salova,

Samperoy,

Llorente

2024

Asian J. Econ. Busin. Acc.

View full text Add to dashboard Cite

This study aimed to determine the relationship between organizational justice and employee retention in banana companies. A quantitative approach with descriptive and correlational designs was used. The respondents of the study were 89 employees working in two banana companies in the Municipality of Santo Tomas. The respondents were selected through convenience sampling technique. Mean and Pearson-r were used to analyze the data, which were obtained through the use of two adapted questionnaires. The findings revealed that organizational justice in terms of distributive justice, procedural justice, and interactional justice is always manifested in banana companies. On the other hand, employee retention in terms of a positive work environment, employee freedom and flexibility, employee involvement and growth, employee communication and assistance, and compensation and benefits are always manifested, too. The result indicated that there was a significant relationship between organizational justice and employee retention in banana companies. The findings suggested that banana companies may prioritize a fair distribution of workloads based on employees' skills and experience to ensure fairness. Management may have regular team outings or social events for building relationships and conducting frequent trainings, which shows the organization's commitment to employee growth. Future researchers may conduct studies investigating factors or mediators such as job satisfaction, organizational commitment, and leadership styles, which may help in gaining insight into the deeper processes in this relationship.

show abstract

Section: Review Of Related Literaturementioning

confidence: 99%

Organizational Justice and Its Effects on Employee Retention in Banana Companies: A Quantitative Analysis

Salova,

Samperoy,

Llorente

2024

Asian J. Econ. Busin. Acc.

View full text Add to dashboard Cite

show abstract

“…There are no deviations in data as the researcher was unable to detect any significantly high standard deviation. As the value of Skewness and Kurtosis is between +1.96 and -1.96, the data is normally distributed (Hair et al, 2010, in Noordin et al, 2021. As the value of VIF (Variance Inflation Factor) of each constructs is less than 10, no issue of multicollinearity has been detected (Shrestha, 2020).…”

Section: Descriptive Analysesmentioning

confidence: 99%

Impact of Talent Management on Organizational Performance in Nepalese Non-government Organizations

Rijal,

Rijal

2023

KMC J.

View full text Add to dashboard Cite

This study opted for a positivist perspective-based deductive approach to determine the impact of talent management on organizational performance in Nepalese non-government organizations. The causal_comparative research design was used to determine the intensity and magnitude of the relationship between the selected constructs of the inquiry. To collect the primary data, an email survey was administered using referral sampling that generated a ‘sufficient’ sample size of 404 with complete responses by respondents of various demographic backgrounds. For the data analyses, descriptive and inferential analyses were used. The key findings of the study using the structural equation model revealed that attraction, selection, and retention were the drivers of improving organizational performance in the chosen context. However, talent development had no significant influence on organizational performance.

show abstract

“…All organisational managers and stakeholders must take employee retention into account in their initiatives, and the long-term effects on the organization's behaviour and production must be calculated (Mohanty, 2009;Chepkosgey et al, 2019). Employee retention is the effort made by businesses to keep qualified staff in order to achieve business goals (Frank et al, 2004;Noordin et al, 2021). Enterprises, economies, and communities have historically been impacted by employee retention, as well as by professional commitment, satisfaction, motivation, and employee behaviour (Azami et al, 2023).…”

Section: Employee Retentionmentioning

confidence: 99%

The Impact of HRM Practices on the Employee Retention in the Jordanian Plastic and Rubber Sector

Qatamin¹,

Juhdi²,

Fontaine³

2023

IJARBSS

View full text Add to dashboard Cite

One of Jordan's vibrant and varied industries is the plastics and rubber sector. This sector in Jordan has enjoyed a long and rich history in the region. Despite this achievement, Plastic and rubber companies in Jordan face various challenges and issues. Due to the high rate of employee turnover in plastic businesses over time, one of the challenges the plastic and rubber industry faces is employee retention. Moreover, finding ways to encourage employees to remain with the company has grown to be of particular importance as businesses struggle with staff retention due to the risk of high employee turnover. The phenomenon raised alarms about the plastic and rubber sector employee turnover problem. In order to address the employee turnover issue and produce results at the employee level, such as a decrease in the likelihood of employee turnover and an increase in their willingness to remain with the business, good HRM (Human Resource Management) practices must be implemented. In order to improve employee retention in Jordanian plastic and rubber enterprises, this paper discusses the significance of implementing effective HRM practices (job design and job security). This study aims at investigating the role of HRM (Human Resource Management) practices on employee retention in the Jordanian plastic and rubber sector. The study develops a conceptual model that links HRM practices (job design and job security) with employee retention in the Jordanian plastic and rubber enterprises. A self-administrated questionnaire has been designed as a data collection instrument. Using the purposive sampling design, 250 questionnaires will be distributed to employees in Jordanian plastic and rubber firms. Quantitative method has been adopted in the study such as descriptive analysis, regression models, and hypothesis testing methods. The expected findings will show that there is a significant effect of HRM dimensions on Jordanian plastic and rubber employees' intention to

show abstract

Factors Influencing Employee Retention; The Moderating Roles of Job Embeddedness in Ecommerce Logistic Industry

Cited by 4 publications

References 54 publications

Organizational Justice and Its Effects on Employee Retention in Banana Companies: A Quantitative Analysis

Organizational Justice and Its Effects on Employee Retention in Banana Companies: A Quantitative Analysis

Impact of Talent Management on Organizational Performance in Nepalese Non-government Organizations

The Impact of HRM Practices on the Employee Retention in the Jordanian Plastic and Rubber Sector

Contact Info

Product

Resources

About