The Formation of Employee Retention Basing on Computer Communication Networks

Cheng, Zhi-Quan; Xu, Yiwen; Cui, Jiaying

doi:10.1007/s11277-018-5460-8

Cited by 4 publications

(5 citation statements)

References 14 publications

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“…The proliferation of BD has given rise to new ways of organizing employees. Based on employees' characteristics (Fathian et al ., 2017) and talent management (Yuan et al ., 2015; Martin-Rios et al ., 2017; El-Kassar and Singh, 2019; Cheng et al ., 2018; Fathian et al ., 2017; Osuszek et al ., 2016; Campion et al ., 2018), BD can be helpful to define reasonable solutions for managing work assignments (Yuan et al ., 2015), absenteeism, retention, permits and turnover (Martin-Rios et al ., 2017; Wang and Cotton, 2018) of staff. However, using BD in HRM has some risks: it may give room for inequalities at work.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…BD can be utilized to give management specific and fast information on each employee's work content, daily workload and task achievement (Zhang, Y. (2017); Yuan et al ., 2015; Wang and Cotton, 2018; Campion et al ., 2018; De Mauro et al ., 2018; Popovič, Hackney, Tassabehji and Castelli, 2018; Osuszek et al ., 2016; Cheng et al ., 2018; Fathian et al ., 2017; Martin-Rios et al ., 2017; El-Kassar and Singh, 2019). With such far-fetched and fast information, talents can be easily and rapidly identified, thus improving efficiency and efficacy in HR management and career planning.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

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Big data and human resource management: paving the way toward sustainability

Gravili,

Hassan,

Avram

et al. 2023

EJIM

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PurposeThis paper aims to examine the influence of big data (BD) on human resource management (HRM). It defines how these data can be a useful tool in the decision-making process of companies’ human resources to obtain a sustainable competitive advantage.Design/methodology/approachThis paper emphasizes the need to develop a holistic approach to emphasize these relations. Starting from these observations, the document proposes empirical research employing Eurostat data to test the benefits of BD in HRM decisions that optimize the relationship between training, productivity, and well-being.FindingsThe findings estimate HRM decisions and their impact in a broader macroeconomic and microeconomic perspective.Originality/valueBD research is emerging as a crucial discipline in human resources. To overcome this problem, the paper develops an analysis of the literature on cleaner production and sustainability context; it creates a conceptual framework to clarify whether the existing studies consider the growing intensity of BD on human resources.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Discussion Of Findingsmentioning

confidence: 99%

Big data and human resource management: paving the way toward sustainability

Gravili,

Hassan,

Avram

et al. 2023

EJIM

View full text Add to dashboard Cite

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“…(2019), Guan et al. (2015) and Cheng et al. (2018) showed that POCM was negatively related to turnover intention, with career satisfaction and perceived organizational support as the mediators.…”

Section: The Nomological Network Of Ocmmentioning

confidence: 97%

“…However, four papers showed that different dimensions of OCM had different effects (i.e. positive or not significant) on organizational commitment (Cheng et al. , 2018; De Vos et al.…”

Section: The Nomological Network Of Ocmmentioning

confidence: 99%

Organizational career management: a review and future prospect

Zhao

Cai

Zhou

et al. 2022

CDI

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PurposeThe purpose of this study is to review the research about organizational career management (OCM) and provide an integrated understanding of OCM research.Design/methodology/approachIn this paper, the authors systematically review 85 OCM-related papers published in highly influential journals over the past four decades (1978–2021). This paper reviews the definitions, measurements, antecedents, outcomes, mediators and moderators of OCM.FindingsDiverse definitions of OCM exist, with three key common factors: what should be included in OCM, who is responsible for OCM and the goal of OCM. Scholars use different OCM measures, which might be due to different nations, industries, groups and scale development methods. More than 20 papers demonstrated the positive influences of OCM, providing convincing evidence of the necessity of OCM. About 90% of the current papers we reviewed (27 out of 30 papers) dominantly examined the influence of OCM on individuals’ attitudes or work behavior. The influence of OCM on organizational outcomes was less addressed.Originality/valueFirst, the authors review the existing OCM measurements and distinguish two ways of measuring OCM: OCMP (organizational level, rated by HR managers or HR vice president or CEO, capturing the real practices) and POCM (Perceived OCM, individual level, rated by employees, capturing subjective perception of practices). This distinction reduces the ambiguity in existing measurements. Second, we summarize the empirical findings of OCM, including the antecedents, outcomes, mediators and moderators. These findings uncover the benefits/risks of OCM and the factors that may influence its effectiveness. Third, the review provides several practical implications as the findings can help managers improve their career development programs.

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“…Organizational affective commitment refers to employees' affective or emotional attachment to the organization (Allen and Meyer 1990). The perceived organizational career management activities of employees can be regarded as an important ‘perceived organizational support’ (Cheng, Xu and Cui 2018, 550). According to the social exchange theory (SET) and the principle of reciprocity, when employees have higher perceived organizational support (POS), they are more likely to show a higher level of affective commitment and tend to stay in the existing organization.…”

Section: Study 3: Examining the Dual‐path Effects Of Perceived Organi...mentioning

confidence: 99%

Organizational career management in the new career era: scale development and validation

Zhou

Zhao

Nan

et al. 2022

Asia Pac J Human Res

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Despite the widely recognized change of career management in the new career era, little is known about whether current organizational career management practices differ from previous ones. Using an open‐ended survey and literature review, this study develops a scale of organizational career management that shows some features of the new career era (e.g. boundaryless career, protean career, kaleidoscope career, etc.) in China. We conducted two independent studies (N = 320; N = 216) to examine the reliability and validity of the scale. The final organizational career management scale includes four dimensions: boundaryless work, work‐life balance policies, training and development and diversification. Further, we tested both the possible bright side and dark side of organizational career management in contemporary organizations using 179 employees over a two‐month interval. We found that both a bright side (i.e. higher organizational commitment and less turnover intention) and a dark side (i.e. higher career competency and more likely to leave organizations) exist. This article discusses the contributions, practical complications, limitations and future research directions.

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The Formation of Employee Retention Basing on Computer Communication Networks

Cited by 4 publications

References 14 publications

Big data and human resource management: paving the way toward sustainability

Big data and human resource management: paving the way toward sustainability

Organizational career management: a review and future prospect

Organizational career management in the new career era: scale development and validation

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