THE INFLUENCE OF ORGANIZATIONAL AESTHETICS ON EMPLOYEE RETENTION AND TURNOVER INTENTIONS FROM ORGANIZATION

Iman Sabbagh Molahosseini; Masoud Pourkiani; Farzaneh Beygzadeh Abbasi; Sanjar Salajeghe; Hamdollāh Manzari Tavakoli

doi:10.15544/mts.2020.17

A Structural Equation Model for Measuring the Impact of Employee Retention Practices on Employee’s Turnover Intentions: An Indian Perspective

South Asian Journal of Human Resources Management ◽

10.1177/2322093714549109 ◽

2014 ◽

Vol 1 (2) ◽

pp. 221-247 ◽

Cited By ~ 5

Author(s):

Vaneet Kashyap ◽

Santosh Rangnekar

Keyword(s):

Human Resource ◽

Structural Equation Model ◽

Employee Turnover ◽

Structural Equation ◽

Employee Retention ◽

Turnover Intentions ◽

Equation Model ◽

Retention Management ◽

The Impact

The role of human resource management practices dealing with employee turnover has been widely explored and examined in the existing literature. The majority of human resource management researchers have focused on the role of policies and practices in different sectors related to employee retention. However, less attention has been given to identify the practices and policies common across all industries and sectors. The present study attempts to identify and examine the most important practices of employee retention management and proposes a comprehensive structural equation model to measure the impact of these practices on employee’s turnover intentions. After an extensive review of literature, compensation, job characteristics, training, career opportunities and work–life balance have been identified as five important practices dealing with employee turnover and are common across all industries. These practices constitute the component factors of an employee retention management predicting employee’s turnover intentions. A five-factor scale with a 33-item measurement model has been validated in the study. Theoretical and managerial implications are discussed in the light of the findings.

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Program Retensi Perawat untuk Mengurangi Turnover Perawat Non PNS di Rumah Sakit X

Jurnal Ners dan Kebidanan (Journal of Ners and Midwifery) ◽

10.26699/jnk.v7i2.art.p162-169 ◽

2020 ◽

Vol 7 (2) ◽

pp. 162-169

Author(s):

Ahmad Muslim ◽

Sutinah Sutinah

Keyword(s):

Turnover Intention ◽

Employee Retention ◽

Turnover Intentions ◽

Health Workers ◽

Civil Servant ◽

High Turnover ◽

Remuneration System ◽

Descriptive Research ◽

Employee Welfare ◽

Type Data

Rumah sakit harus mampu mempertahankan pegawai, terutama tenaga kesehatan seperti perawat, hal ini dilakukan agar rumah sakit dapat mempertahankan eksistensinya. Angka turnover yang tinggi merupakan sebuah ancaman bagi rumah sakit, oleh karena itu dibutuhkan program retensi pegawai untuk mempertahankan pegawai dari turnover intention. Penelitian ini bertujuan untuk mengetahui gambaran proses pengembangan perawat non PNS di Rumah Sakit X. Penelitian ini menggunakan metode kualitatif dengan jenis penelitian deskriptif. Data diperoleh melalui wawancara terhadap perawat PNS, perawat non PNS, perawat yang telah resign, dan pihak manajemen Rumah Sakit X. Hasil penelitian ini menunjukkan bahwa Rumah Sakit X telah melaksanakan program retensi pegawai, namun belum bisa menurunkan angka turnover perawat non PNS. Sistem remunerasi yang merupakan program retensi pegawai perlu ditinjau ulang, karena dengan adanya sistem remunerasi, turnover perawat non PNS semakin meningkat. Turnover perawat non PNS di Rumah Sakit X disebabkan oleh kepastian karier dan kesejahteraan pegawai yang kurang. Program retensi pegawai di Rumah Sakit X harus fokus pada faktor penyebab turnover perawat non PNS, agar program retensi pegawai dapat dirancang dengan baik. Pihak manajemen Rumah Sakit X harus melakukan analisa yang tepat dan melihat berbagai dampak yang akan muncul dari penerapan program retensi pegawai tersebut. A hospital must be able to retain employees, especially health workers such as nurses, this is done so that the hospital can maintain its existence. High turnover is a threat to the hospital. Therefore, employee retention programs are needed to keep employees from turnover intentions. This study aims to determine the description of the process of developing non-civil servant nurses in Hospital X. This study uses qualitative methods with a descriptive research type. Data obtained through interviews with civil servant nurses, non-civil servant nurses, nurses who have resigned, and the management of Hospital X. The results of this study indicate that Hospital X has implemented an employee retention program, but has not been able to reduce the turnover rate of non-civil servant nurses. The remuneration system which is an employee retention program needs to be reviewed because, with the remuneration system, the turnover of non-civil servant nurses is increasing. The turnover of non-civil servant nurses at Hospital X was caused by career certainty and lack of employee welfare. The employee retention program at Hospital X must focus on the factors that cause the turnover of non-civil servant nurses so that the employee retention program can be well designed. The management of Hospital X must conduct appropriate analysis and see the various impacts that will arise from the application of the employee retention program.

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Paradoks: Pengembangan Karyawan dan Intensi Turnover

Journal of Economics Business and Accountancy Ventura ◽

10.14414/jebav.v22i1.1252 ◽

2019 ◽

Vol 22 (1) ◽

Author(s):

Praptini Yulianti ◽

Cecilia Margaretha

Keyword(s):

Quantitative Study ◽

Turnover Intention ◽

Employee Turnover ◽

Employee Retention ◽

Turnover Intentions ◽

Employee Development ◽

Turnover Intent ◽

Job Autonomy ◽

Turn Over ◽

Internal Relationships

Human Resource Management should be concerned with the paradox of the employability. Employee development will have a consequent risk of increased employee turnover intentions in the absence of an optimal employee retention program. The objectives of this study tested the paradox employability and tested the effect of employee development on turn over intentions with perceived internal and external employability mediation. Job autonomy as moderator perceived internal relationships and external employability with turnover intentions. This study is a quantitative study by distributing questionnaires to 108 employees of beauty services companies in Surabaya. The result of this study is that employee development has no direct effect on turnover intent, perceived internal and external employability fully mediates employee development relations with turn over intentions. Job autonomy reinforces the perceived internal employability relationship with turnover intent and job autonomy weakens the perceived external employability relationship with the turnover intention.

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How Communication in Organizations Is Related to Foci of Commitment and Turnover Intentions

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000261 ◽

2020 ◽

pp. 1-12

Author(s):

Sebastian Holzwarth ◽

George Gunnesch-Luca ◽

Roman Soucek ◽

Klaus Moser

Keyword(s):

Organizational Communication ◽

Turnover Intention ◽

Structural Equation ◽

Affective Commitment ◽

Turnover Intentions ◽

Equation Modeling ◽

Cross Sectional ◽

Confirmatory Factor ◽

Communication In Organizations ◽

Cohesion Theory

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

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