Work force retention: Role of work environment, organization commitment, supervisor support and training & development in ceramic sanitary ware industries in India

Abstract

Abstract:Purpose: Although retention of employees has become hot topic in this career turbulent era, practically no empirical research is carried out in the fast growing ceramic sector till now and this research fills the gap in the literature. The literatures surveys reported that organization commitment is an important determinant of retention and work environment, supervisor support and training and development are the most relevant antecedents increasing commitment towards organization. This paper examines the impact of the above factors over organization commitment and explores the effects of organization commitment on retention, and verifies the mediating effect of organization commitment on the relationship between proposed factors and retention.Design/methodology/approach: A survey was completed by 416 employees working in five ceramic sanitary ware factories located at different places in India. Questionnaire consisting of items adopted from previous researches were used to collect data. The selection of respondents was based on the simple random sampling. Originality/value: This article makes significant contribution to most turnover prone Indian environment, highlighting the important factors to be given priority for employee's retention.

A Study in the Relationship Between Supportive Work Environment and Employee Retention: Role of Organizational Commitment and Person–Organization Fit as Mediators

“…Research proclaimed that employees relation with peers and supervisor has strong predictive ability to account changes in the SWE (Ma Prieto & Pilar Pérez-Santana, 2014). Based on the literature (Kundu & Lata, 2017), SWE is measured with respect to the perceived climate (PC; Kennedy & Daim, 2010), supervisory relationship (SR; Rhoades et al, 2001;Umamaheswari & Krishnan, 2016), peer-group interaction (PG; Ghosh & Sahney, 2011), and POS (Ghosh & Sahney, 2011;Rhoades et al, 2001).…”

“…OC is gaining scholars' attraction due to its strength to yield functional outcomes for both the employees and organization (Mowday et al, 1982) and has been studied as both an imperative organization related predecessor and outcome (Meyer & Allen, 1997;Meyer et al, 2002). OC is the prominent predictor of intentions to turnover (Saraih et al, 2017;Umamaheswari & Krishnan, 2016), and it is negatively associated with turnover (Cooper-Hakim & Viswesvaran, 2005).…”

Leveraging human resources management (HRM) practices toward congruence of values

“…Part of the TNA must look into the needs of employees to develop knowledge and skills that will allow them to exhibit adherence to the values in their day-to-day activities. Employees feel valued when they are provided with opportunities for training and development (Umamaheswari, S. & Krishnan, J.,2016). Provision of relevant trainings contribute to the development of commitment as employees feel the concern and support of the organization.…”

“…Provision of relevant trainings contribute to the development of commitment as employees feel the concern and support of the organization. Employees develop a sense of moral obligation to give back to the organization as the latter exhibits willingness to invest on improving their knowledge and skills (Umamaheswari, S. & Krishnan, J.,2016). Training and development substantially increase the loyalty of employees to the organization.…”

Effect of Family-Friendly Practices on Employees’ Intention to Quit: The Mediating Role of Organizational Citizenship Behavior

“…An employee's intention to quit is an employee's intended readiness with consideration to leaving the organization in the future (Umamaheswari & Krishnan, 2016), which is different from the actual turnover. However, it reduces the employee's involvement and hence affects his performance manifold.…”