Training and development is essential to any firm that wants to retain employees and realize better performance. Current businesses are forced to establish training and development programs that assist in attaining required skills and competencies in the organization. But without competent employees, firms grapple with challenges of poor output and dismal performance. This conceptual study paper presents a synopsis of the linkage of training, employee retention and performance. Theories underpinning the study are human capital theory, social learning theory and theory of human resource management. Drawn from wide theoretical assumptions, opportunity to training is one of the greatest reasons to why workers stay in the organization. Employees need noble training opportunities to improve their performance and demand in the labour market. Training is seen as a major factor in contributing to employee improved performance and reduction of work related accidents. Various scholars have alluded to the fact that retained employees master the art of delivering excellent goods and services to consumers. There is need for establishment of better employee retention strategies to bond trained employees with the firm. The paper contributes to body of knowledge by providing a conceptual framework of the linkage of training, employee retention and performance which would be of beneficial to human resource practitioners and human resource policy makers. It further builds a model that will assist researchers in exploring employee retention as a mediating role in training and performance.
The Effects of Job Crafting On Employee Retention: The Mediating Role of Proactive Personality (Published)
This study attempts to explore how job crafting affects the employee retention and whether this relationship is mediated by proactive personality of employees. Three types of job crafting such as task, relational and cognitive crafting have been selected as independent variables, proactive personality as mediating and employee retention as dependent variable. This study was conducted on 405 employees from Bangladesh and primary data has been collected through a structured questionnaire. Descriptive statistics, bivariate correlation and multiple regression analysis have been conducted to know the interplay among these variables. The study found that task, relational crafting and proactive personality has significant influence on employee retention. Conversely, cognitive job crafting reveals negative relation to employee retention. Moreover, creating meaningful scope of work and relational environment with others at workplace are the mostly preferred factors came out from this survey than the cognitive work behaviour.
A Proposed Model to Measure the Effect of the Quality of Working Life (QWL) on Talent Management in Organizations: an Empirical Study on the Suez Canal Authority (Published)
Nowadays, companies are more complicated with various internal factors affecting the needs of customers and the employees of organizations. To be stronger and more qualified, organizations must focus on the concept of the Quality of Working Life (QWL). One of the major factors that can help organizations to achieve such concept is managing the talents of employees. The primary objective of this study is to ascertain the impact of the Quality of Working life on Talent Management using evidence from the Suez Canal Authority. The population of study consists of 2671 employees of the authority. The data collected from 336 respondents were analyzed using the SPSS software. The results of linear regression analysis revealed that there is a partial positive relationship between QWL and talent management.
Motivation and Employee Retention in Bagabaga College of Education in Northern Region, Ghana (Published)
High retention of employees has been identified as one of the prerequisites for a consistent development and accomplishment of organizational goals. However, it has been established that employee motivation influences employee retention. Primary aim of this study was to investigate motivation and retention of employees at the Bagabaga College of Education. A sample size of 50 respondents comprising both teaching and non-teaching staff was purposively selected. Data collected was analysed using descriptive statistics. The study found that the most important motivational packages available are salary, promotional opportunities, work environment and security. Amongst these motivational packages, salaries were found to have the greatest effect on retention. The study also found that that there were gender differences in the perception of motivational packages where the male employees valued financial rewards, salaries and promotions, while the female employees were more motivated by security, work relation and work environment. It is therefore recommended that the government should migrate all the staff from the GES payroll to the Tertiary Payroll.
Employees are the most valuable assets of any organization. Their significance to organizations calls for not only the need to attract the best talented employees but also the necessity to retain them for a long term. This paper focused on reviewing the findings of previous studies conducted by various researchers with the aim to analyze the HR practices such as training and developments, career development opportunities, compensation, reward and recognition, benefits, Participation in Decision Making, Management and Leadership style, Work-Life balance, motivation and Organizational culture, that organizations can adopt to retain their top talented employees and motivate them to stay in the organization. The study applied descriptive research design and only secondary sources have been used to collect the date from the research articles and various research journals. The study concluded that The HR managers who want to attract and keep good employees in the organizations should take into account that Successful employee retention does not rely on a single strategy, and the decision of an employee to stay in the organization is effected by a number of HR practices such as career development opportunities, compensation ,reward and recognition, training and developments, Participation in Decision Making, Management and Leadership style, motivation, Organizational culture, and many more.
Retention of talent is critical to maintaining a competitive advantage (Hatum, 2010). Therefore, understanding the factors that impact retention is necessary for all organizations (Brown & Yashioka, 2003; Sinha & Authour, 2012). In this study, a cross sectional survey design was used to understand how mission attachment, organizational commitment, and employee engagement predicts employee retention. The participants for this study come from employees of not- for -profit and for-profit organizations in Silang Area, Cavite, Philippines. Multiple regression analysis was used to establish the best predictive model from the above-mentioned variables and it was found that mission attachment, organizational commitment, and employee engagement predicts employee retention for both organization types. Recommendations based on the results will be discussed
The issue of employee retention has generated growing interest for human resource practitioners and researchers because of the effects it has on the development and accomplishment of organization’s goals and objectives. This study explores the link between work environment, career development opportunities and employee retention in Vodafone Ghana Limited. The study used 142 employees, representing 10% of the target population of 1,420. Data was collected primarily through semi-structured questionnaire. The paper adopted descriptive research survey, specifically cross sectional. Data was analyzed with Descriptive Statistics. Pearson Correlation Coefficient was employed to establish the relationship among the variables. The findings indicated that work environment and career development opportunities had positive relationship with employee retention and thus affect employees’ decision to stay in Vodafone Ghana Limited. The implication of the study is that, the management of Vodafone Ghana Limited should provide advancement opportunities to increase employees’ career growth to help retain employees. Finally the study also recommends that thriving and friendly environment should