Employee Participation and Employee Retention in View of Compensation

Khalid, Komal; Nawab, Samina

doi:10.1177/2158244018810067

Cited by 87 publications

(104 citation statements)

References 42 publications

(46 reference statements)

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“…Thus, organisations are compelled to find gateways to be more adaptive, accommodative and cooperative (Khalid & Nawab, 2018).…”

Section: Liter Ature Re Vie Wmentioning

confidence: 99%

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Academic staff flight from Ethiopian public universities: Causes and possible solutions

Alemayehu

Woldemariam

2020

Higher Education Quarterly

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We have fair level of understanding about the cost of high employee turnover; however, our knowledge regarding how employers adjust themselves to counter the problem is very much limited, particularly in developing countries like Ethiopia. Hence, this study was conducted with the purpose of throwing a light on the uncharted part of employee retention in Ethiopian higher education. The study identifies determinants of academic staff retention by employing a mix of descriptive statistics, factor analysis and multiple regression techniques. A sample of 380 active academic staff was selected from three major public universities. Besides, unstructured interview was conducted with 15 lecturers who had left their respective universities. The result indicates that academic staff willingness to stay in their current institution is contingent on leader's qualities in building an environment that guarantees participation and fosters concern for followers, availability of a reward system that is competitive and fair, a range of benefit packages, prevalence of fair human resource policies and practices, and perceived attractiveness of cities/towns where the institutions are located. The study explains the limitations of the ongoing attempts aimed at retaining the academics and highlights actions that must be taken to improve employee retention.

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“…Thus, organisations are compelled to find gateways to be more adaptive, accommodative and cooperative (Khalid & Nawab, 2018).…”

Section: Liter Ature Re Vie Wmentioning

confidence: 99%

“…Implementation of traditional human resource management (HRM) strategies and practices proved to be not enough to retain talented workforce. Thus, organisations are compelled to find gateways to be more adaptive, accommodative and cooperative (Khalid & Nawab, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Alemayehu

Woldemariam

2020

Higher Education Quarterly

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“…Job mobility is disquieting and continues to cause problems in the restaurant industry. If an employee ends up his work contract, the employer might face a lot of problems such suffers a loss of consumer allegiance (in the service sector), loss of skill, increase operation and management cost (hiring, administrative and training) and disturbance in daily workflow, which may prove terrible for the organizations in the end (Brandt, Bielitz, & Georgi, 2016;Khalid & Nawab, 2018). This scenario of mobility employees continually happens every year but studies towards these issues are limited.…”

Section: Introductionmentioning

confidence: 99%

Issues on Job Mobility in Restaurant Industry: Study on Salary, Work Environment and Promotions

Zainol

Abdullah

Rozali

et al. 2020

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Employees are known as an asset to an organization where success or failure of an organizational’ as determinant closely to them. According to the Department of Statistics Malaysia (2017), there are 891,616 employees working in restaurants in the year 2015. The Statistic also shows that staff mobility drastically increases every year and this scenario has been debated among hospitality players. The focus of this study is to discern about issues of job mobility that occur in the restaurant industry in related to salary, working environment and promotion. The objective are: a) to identify issues in job mobility among workers and b) to investigate whether salary, working environment and promotion become a factor of job mobility among employees. This study used a quantitative method and a distribution of 450 sets of the questionnaire to the target respondent of employees at casual dining restaurants around George Town, Pulau Pinang. Only 385 questionnaires we able to use for this study, as the rest was not completed. Results showed that salaries, work environment and promotion were closely related to the intention of people to pursue their careers in the restaurant industry.

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“…Continuity intention is the process of maintaining close ties between two or more parties in a social relationship. It can also be defined as cognitive connections between two or more parties maintaining a close tie (Khalid & Nawab, 2018). Therefore, this study describes job continuity intention as the ability of employees to bind themself with their serving organization.…”

Section: Literature Review and Model Developmentmentioning

confidence: 99%

A proposed framework for assessing the influence of internal corporate social responsibility belief on employee intention to job continuity

Sanusi

Johl

2020

Corp Soc Responsibility Env

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This study develops a comprehensive conceptual framework and propositions that integrate the concept of internal corporate social responsibility (ICSR) belief with employee intention to job continuity for solving the existing problem of employee's job turnover. A careful examination of existing literature on the construct of ICSR facilitates the necessity for the development of a research framework consisting of several research propositions. An integrated conceptual framework of ICSR belief and employee intention to job continuity was constructed based on the existing conceptualization of corporate social responsibility and ICSR. In addition, this paper proposes a quantitative research method to obtain information about ICSR belief and employee intention to job continuity. Questionnaire instrument will be used to collect data from the employee. The paper also proposes partial least square structural equation modeling for the proposed study analysis. Finally, the conceptual framework provides a logical path for future studies. Theoretically, the effect of ICSR on employee's job engagement was found inconclusive and requires further academic deliberation. In this study, a total number of six propositions were developed to provide an opportunity for informed decision-making that will enhance sustainable performance. The research framework and propositions were developed to cater for the need to improve management and employee relationship in the workplace to build a positive functional work environment that promotes valuable performance. This will also insight the global sustainable initiative pertaining to human resource management. Finally, completion of this study will have implications on local as well as the international labor development.

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Employee Participation and Employee Retention in View of Compensation

Cited by 87 publications

References 42 publications

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Academic staff flight from Ethiopian public universities: Causes and possible solutions

Issues on Job Mobility in Restaurant Industry: Study on Salary, Work Environment and Promotions

A proposed framework for assessing the influence of internal corporate social responsibility belief on employee intention to job continuity

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