employee retention mba project literature review

30th IBIMA Conference: 8-9 November 2017, Madrid, Spain

8-9 November 2017 Madrid, Spain

ISBN :  978-0-9860419-9-0

Employees’ Retention: A Systematic Literature Review

Framed on a wider project on Employees’ retention, this project specifically aims to explore the state-of-art on of this field of study. This paper presents the preliminary results of the project as a call for international partnership for the follow up stages of the project. It is our intention to widen this research to other countries in the empirical study in order to acquire and generate more significant insights to employees’ retention problematic.

In this kick off phase we developed a systematic literature review between 2006 and 2015, which permitted (a) the characterization of scientific production of the last decade on the subject, (b) the identification of the main issues associated to employees’ retention problematic, (c) the retention factors of employees on organizations, and (d) the more prevalent human resources management practices related to employees’ retention.

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Employee retention: a review of literature, iosr journal of business and management, doi 10.9790/487x-1420816.

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January 1, 2013

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PROJECT REPORT on employee retention

Related Papers

ijifr journal

The aim of this study is to determine the level of employees' job satisfaction among the various star hotels of Kolkata and to investigate effect of demographic factors on employees' job satisfaction. The significant determinants of job satisfaction are nature of work, pay, relationship with co-workers, opportunities for promotion and supervision. Data for this study was collected from employees of three hotels of Kolkata. The data so collected has been subjected to reliability tests and analyzed using SPSS. T his study will help employers to understand employee needs and plan HR activities more in line with employee requirements in order to increase efficiency, commitment and job satisfaction and control employee turnover rates.

atanonsen erons emmanuel

Sravya Burugupalli

Journal of Independent Studies and Research-Management, Social Sciences and Economics

Avinash Advani

Banking industry despite being one of the most flourishing industries in the world is considered to have high turnover rate. The same is the situation in Pakistan where local banks are also facing this issue. All banks are having a difficulty in employee retention that in return effects their productivity for years. During the past few years. It has been observed that one of the biggest reasons for employee's adverse performance is inadequate HR practices followed by the local banks. Thus the aim of this study is to measure the effects of performance appraisal, career development, and job satisfaction and reward system empowerment with feedback on employee retention. A valid sample size of the study was 316 with a response rate of 98%. The data was collected from 39 leading branches of a private bank operational in different cities. After carrying out preliminary analysis including reliability, validity and normality the overall model was tested through multiple regression analysis. The outcome of the study after conducting comprehensive research, it was found that the performance appraisal, career development, job satisfaction empowerment and feedback and reward system all have positive impacts on employee's retention if practiced regularly and adequately. The findings of the study were seen consistent to earlier conducted studies. By the help of the drawn Implications the managers and policy makers will be able to develop practices and procedures under the policy that will have a significant effect on the productivity of the employees along with promoting job retention. ABSTRACT INTRODUCTION

Gagan Deep Sharma

Bonfring International Journal

Human Capital is an essential resource for any organization. Retaining the employees in BPO industry has been an issue in many organizations for quite a long time. The HR managers have been facing an intense time in finding a suitable replacement with required experience and capacity, to fill the vacancies made by virtue of the way out of key employees. Numerous reputed employers in the business have experienced this smash of talent retention. The BPO sector is contributing a lot to the Indian Economy furthermore making employment opportunity, particularly in the adolescent and thus the impression of youth towards this sector is observed to be positive. This study comprehends the purposes for why do BPO employees switch their occupations, to know why retention is required and to understand the different strategies received by BPO industry for retaining their employees.

Yokesh Hari

Retaining the key employees (assets) has always been a matter of concern for organizations which deals into any of the sector such as retail, IT, education, Construction, Leather etc, as the success & failure depends on the employees of the organization. Today HR Managers are facing a pivotal challenge pertaining to their employee's turnover rate which could be reduce by applying necessary strategies which restrict them to stay in the organization. The purpose of the study is to examine the various factors affecting employee retention in different sectors of business along with identifying competitive strategy and human resource management practice to retain competent employee. This review paper reveals that factors such as supervisory support & employee commitment, compensation packages, Job satisfaction, Attractive rewards and recognition, annual performance appraisal and training opportunities, career propagation chances, organizational culture, motivation, development and challenging work environment have direct/ indirect impact on employee retention. The paper also compiled with a theoretical framework of employee retention based on relevant literature. Copy Right, IJAR, 2015,. pAll rights reserved

Emira Kozarevic , Beriz Civic , Amela Peric

People are different not only because they have different capabilities, skills and motivations, but also because they exhibit different work ethics and workplace behaviour. Employee workplace behaviour is directly related to their values and beliefs as well as character and upbringing. The overall workplace behaviour has been recognised as an important element in organisational performance. Positive attitude towards work will result in better work performance, lower level of absenteeism, higher motivation, and overall commitment to the organisation. On the other hand, negative attitude has the opposite effect, resulting in lower motivation, lower performance, and increased staff attrition (Rutherford et al., 2009; Tsai & Huang, 2008; Yousef, 2002; Bowling, 2010; Tharenou, 1993; Deconinck & Stilwell, 2004; Rutherford et al., 2009; Judge et al., 2001, Ng et al., 2009; Schleicher et al., 2004; Spector, 1997). Studies have also shown that job satisfaction creates positive influence beyond the workplace, increasing the overall satisfaction with life in general (Ilies et al., 2009; Tait et al., 1989; Qu & Zhao, 2012). While job satisfaction is a widely used term, there is no agreed definition of what it really covers when it comes to work and life in general. Hoppock (1935) defined job satisfaction as a combination of various psychological, physiological, and environmental conditions that would prompt a person to honestly believe they are satisfied with their job. These factors were considered as personal, subjective reactions toward working environment and directly dependent on the inner feeling of each person (Hoppock, 1935, in Tsai, Yen, Huang & Huang, 2007, p.160). Seal and Knight observed job satisfaction from a psychological viewpoint: they related it to the overall emotional or evaluation responses from the employees to the job itself (Seal &Knight, 1998, in Tsai, Yen, Huang & Huang, 2007, p.160). Cranny, Smith, and Stone defined job satisfaction as an emotional reaction of an individual to their job, based on their comparison of the outcomes at the workplace and their desires (Cranny, Smith & Stone, 1992, p. 1). This goes in line with Locke’s definition from 1976 that defines job satisfaction as “… a pleasurable or positive emotional state resulting from an appraisal of one’s job or job experiences” (Locke, 1976, p. 1300). Based on these definitions it can be concluded that job satisfaction is in fact an individual attitude towards work that involves cognitive (certain assumptions and beliefs about the job), emotional (feelings towards the job), and evaluative (job assessment) reactions to their job. The review of the recent literature identified some new elements of the job satisfaction phenomenon. For example, in the paper called “Deconstructing Job Satisfaction Separating Evaluations, Beliefs, and Affective Experiences”, the author argues that standard treatments of job satisfaction have inappropriately defined satisfaction as an affect and in so doing have obscured the differences among three separate constructs that contribute to the overall job satisfaction. These key constructs are: overall evaluative judgments about the job, affective experience at work, and fundamental beliefs associated with the job. The paper showed that clearly separating these constructs is more consistent with the current, basic research and theory on attitudes as well as the theory of “subjective well-being (SWB)”. The author also asserts that separation of the constructs can produce better job satisfaction predictions than a single criterion, suggesting the new areas of research and development of new measurement systems that do not treat satisfaction and affect as equivalent constructs (Weiss, 2002, p. 173). With the increase in recognition of the direct relationship between employee satisfaction and the business success, so did increase the overall interest in the job satisfaction phenomenon, in both academic research and practice. This growing interest in the employee attitude towards work can be linked with the modern business practices that created a new trend where people and their knowledge are treated as organisational assets and a critical factor in achieving and maintaining competitive advantage. The human resources are being more and more recognised as the valuable source of knowledge, new ideas, and productivity that are hard to acquire, copy or imitate across different organisations. The relevance of job satisfaction among bank employees to the overall bank performance becomes even more important under the challenging conditions associated with the global recession, especially due to the accompanying increase in non-performing loans (NPLs) and the cost of provisions for potential losses associated with credit as well as the consequential fall in profitability. The developing countries face even more challenges in their banking sector, where banks and other financial organisations are fighting for survival on local, regional, and global markets. Therefore, the identification and analysis of elements that can help developing banking sector in countries such as Bosnia and Herzegovina (BiH) build their business and stay afloat becomes even more critical, highlighting the importance of the quality human resources and the factors that may influence employee job satisfaction, ultimately influencing the degree of business success.

International Journal of Human Resource Management and Research (IJHRMR)

TJPRC Publication

Indian insurance industry plays a major role in the economic development of the country as it is an industry with high potential for growth. With lots of growth potential insurance industry in India is facing cut-throat competition. Number players in both private and public sectors are competing with one another to sustain and facilitate growth in the business. Talented employees and their commitment and involvement are imperative for the development and sustainability of the insurance company. Hence, the insurance companies should frame the strategies to commitment and involvement among the employees and retain the talent. Job satisfaction plays a crucial moderating role between talent retention and commitment & involvement. The Present study evaluates variables of talent retention, organizational commitment and involvement and job satisfaction among the employee of the insurance industry. The researcher selected respondents from life insurance companies working in Andhra Pradesh and collected required data which is analysed using smart PLS to understand the influence of Talent retention on commitment & involvement along the moderating role of job satisfaction.

Gurpreet Randhawa

This paper aims to identify the key factors that influence job satisfaction of agri warehouse employees. Primary data was collected from 414 warehouse employees using purposive and convenient sampling technique. The survey data was analyzed using factor analysis. The study identified 9 factors influencing agri warehouse employees' job satisfaction, namely, training opportunity, job security, pay and incentive plans, supervision, fringe benefits and recognition, opportunity for promotion, relationship with co-workers, nature of work and communication. Findings of the present study will be useful for the central and state warehousing corporations, other procurement agencies and policy makers in formulating various policies and procedures for the growth and development of warehouse employees and creating such working environment which will augment their job satisfaction.

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• February 2, 2022
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• Categories: IJRISS, Social Science

International Journal of Research and Innovation in Social Science (IJRISS) | Volume VI, Issue I, January 2022 | ISSN 2454–6186

Review of Literature on Work – Life Balance

W M I Udayanganie Department of Interdisciplinary Studies, Faculty of Engineering, University of Ruhuna, Sri Lanka

Abstract:-Work-life balance is an increasingly integral concern for both individuals and corporations. An individual has been attempting to achieve balance between his personal and professional lives for decades. At every stage, the organization plays a vital role in ensuring that they have all of the resources they required support them by putting in place innovative policies and initiatives that contribute to a happier life. Many scholars have been attempting to investigate the aspects that influence work-life balance for years’ employees and employers are both subject to policies. The literature review on Work-Life Balance has been structured in light of its growing popularity, with the main goal of achieving societal prosperity and the realization of meaningful lifestyles for its employees by supporting each employee’s growth and the firms’ continued development. Employee performance, employee satisfaction, employee commitment, work stress and employee retention were all discovered in the literature. Through a study of current literature, this report gave an overview of several facets of work-life balance. All these factors are globally accepted and common to any society of employees. In this Covid – 19 pandemics the topic is well discussed in different specialize areas. Various journals, books, articles, doctorate theses, working papers, reports, periodicals, internet sites, newspapers, and other sources were referred to, and they were listed as references at the conclusion. Keyword: Work-life Balance, Employee Performance, Employee Satisfaction, Employee Commitment, Work Stress and Employee Retention

I.INTRODUCTION

Work balance is founded on the idea that professional work and personal life should be seen as compatible rather than confrontational in terms of priority. The employer has taken the conceptualized two-way process method which entails taking into account their requirements. (Lewis, 2000) Work-life balance is important argument based on several characteristics such as demographics, societal tendencies, and economic aims sharing of childcare obligations, major career responsibilities, and personal responsibilities and interests. The state fluctuates according to the change in lifestyle and upbringing an individual’s priorities. The purpose of the article was to study the available literature on work-life balance and other variables that included under work-life balance. Mainly included Performance of employees, job satisfaction of employees, employee commitment, work stress and employee retention. Work-life balance has been conceived and considered in a rather narrow sense, as it has been primarily viewed to pertain to individuals, particularly women, who are in corporate employment and have family obligations (Parasuraman and Simmers, 2001; Hardy and Adnett, 2002; Felstead et al., 2002, p. 57). However, it is no longer only a women’s concern; men are also seeking family-friendly regulations. According to a survey conducted in the United Kingdom, the ratio of lengthy working hours of employed males is larger than that of employed women, i.e. they work more than 48 hours per week (Cully et al,1999). As a result, men may have a poorer work-life balance than their female peers (Parasuraman and Simmers, 2001)

II. LITERATURE REVIEW

Work-life balance

There is no agreement on the definition of work-life balance, as numerous authors have described it differently. According to Barrera (2007), the notion is described as employers engaging constructively with their workers to put in place arrangements that take into consideration the demands of the business as well as the non-work facets of employees’ life. This concept clearly places the burden of attaining balance on both the employer and the employee. However, other writers describe it in such a way that the duty for establishing balance is put on the employee, e.g. Kirchmeyer (2000:80) described it as “achieving rewarding experiences across all life domains, which needs human resources such as energy, time, and commitment to be properly dispersed across domains.” Greenhaus, Collins, and Shaw (2003:513) describe it as “the degree to which an individual is involved in and equally satisfied with his or her professional role and family responsibilities.”Work-life balance has recently been a major concern for employee well-being. Organizations strive to maximize profit and, as a result, place a premium on the production process. Organizations must focus on the total management system’s effectiveness in order to optimize profits in the long run. In this perspective, human resources are the most important of all the resources on which the organization must focus. Employee well-being and happiness are the other critical components on which an enterprise’s growth is dependent. The notion of work-life balance has recently gained popularity. This might be related to the rising complexity of labor, the desire for more specialization, the drive for more efficiency and productivity, the inclusion of women in the service industry, and increased market rivalry. According to Haar, Russo, Sune, and Ollier-Malaterre (2014), it is an individual’s judgment of how well he balances numerous life roles. All of these definitions show that WLB is a combination of work and family, and many researchers have demonstrated that the idea of work encompasses the assignment of formal duties to workers in order to achieve goals (e.g. Helmle, Botero, &Seibold2014; Semlali&Hassi,2016). and life is demonstrated to comprise a variety of various tasks that are not usually associated with work, such as domestic chores and childcare, in which case work-life balance is achieved when there is existing harmony between work and life. Barrera (2007)’s definition will be used for the purposes of this study. Employee work-life balance management has been identified as a main emphasis for firms to address in order to find solutions to assist conserve human resources (Au & Ahmed, 2014). Human access, which is critical to organizational performance, must be harnessed and catered for in order to increase organizational well-being. Human resource preservation has become a crucial technique in today’s firms as a result of the business environment’s growing competitiveness. Work-life balance, on the other hand, includes a balance between two distinct roles that a person plays, such as work and family duties, and the successful management of both leads to increased satisfaction and performance (Shaffer, Reiche, Dimitrova, Lazarova, Chen, Westman, &Wurtz, 2016). On the other hand, it is important to underline that the benefits of work-life balance may improve both the life quality of employees and the performance of the business. As a result, it is also important to note that, while there appear to be limitless explanations for work-life balance, all appear to agree that work entails a group of formal tasks completed by an individual or group while occupying a given job position and that life entails a group of activities not associated with work such as household chores, care of elders, and care of chi (Anwar,Hansu, &Janjua, 2013). Work-life balance refers to a person’s ability, regardless of age or gender, to successfully integrate work and domestic responsibilities. Thus, this study covers three aspects of work-life balance:

Employee performance

Employee performance is critical in a company since it is a significant variable in accomplishing organizational goals and objectives. As a result, corporations investigate numerous methods of motivating their staff. Every policy in a company should be aimed at boosting employee performance. This is due to the fact that in order for an organization to stay competitive, it must enhance and monitor the performance of its staff; failing to do so exposes the business to a number of obstacles that impede organizational success (Obiageli, Uzochukwu and Ngozi, 2015). Various writers have investigated the link that exists between work-life balance and employee performance. A survey of 732 organizations in Germany, France, the United States, and the United Kingdom discovered that the concepts of work-life balance were related to employee performance. The study, however, revealed a tension between work-life practices and good performance inside organizations (White, Hill, McGovern, Mills, and Smeaton, 2003). According to Lee and Bruvold (2003), the perceived care and value connected to employees creates a casual chain of procedures that activates employee performance from the desired Human Resource Practices to real practice.