Managers Approaches on the Intention to Retain Older Employees in the Corporate Sectors in Libya

Abstract

This study aim to achieve a better thoughtful of the Executives' disposition to explore the factors that influence the intention to Retain Older Employees in Corporate Sectors in Libya using Theory of paling behavior as a model. However, the study analyzed the intention of managers to absorb older employees in an organization through pragmatic behaviors and engagements. As a result, the study engaged the theory of planned behavior (TPB). It focused on the unwelcome stereotype attitude meted out to the older employees in a working situation. Quantitative method of research was implemented through a well prepared questionnaire which was used to collect data on the related research questions. Over-all 600 questionnaire was dispersed but 402 was reverted. Therefore, the data gathered from the returned 402 questionnaires was then analyzed by Correlation and regression analyses which revealed a number of significant relationships between the variables (behavioral belief and Intention), (normative belief and Intention). The results indicate that behavioral belief, significantly influenced the disposition of executives' to retain older employees (β=0.499, p<0.05), also, the normative belief significantly influenced the disposition of executives' to retain older employees (β=0.336, p<0.05). Contrarily, Control belief does not significantly influenced the disposition of Executives' to retain older employees in Libyan corporate sector (β=-0.012, p>0.05). The findings unambiguously contribute to the knowledge expansion of Executives' disposition to Retain Older Employees in Various Corporate Sectors.

The assessment of e‐HRM tools and its impact on HRM system effectiveness and organizational effectiveness: An empirical study of selected multinational companies in Ghana

“…However, the result contradicts the findings of Ruël et al (2007), and Parry (2011), which concluded that there was a negative relationship. HRM promotes organizational performance while reducing costs (Dhar et al, 2017;Salah, 2018;Salah & Habtoor, 2017). Strategic effectiveness is associated with teamwork, HR skill development, effective communication, and the alignment of strategic orientation to HRM policies and organizational business strategy.…”