Employer branding and employee engagement of furniture retailer in Klang Valley

Hashim, Raemah Abdullah; Nor, Mohamad Azlan Mohamad

doi:10.1051/shsconf/20185602003

Cited by 4 publications

(4 citation statements)

References 28 publications

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“…Moreover, high staff turnover will result in financial losses for the organization. Talent replacement can cost up to 25% of the company's total annual expenses as compensation to the company [85]. Additionally, employee turnover will cost organizations a lot, including money, time, lost productivity, and other resources [49], [75].…”

Section: The Importance Of Employee Turnovermentioning

confidence: 99%

Employee Turnover: Causes, Importance and Retention Strategies

Al-Suraihi

Samikon

Alsuraihi

et al. 2021

EJBMR

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This research aims to understand the causes of employee turnover and retention strategies in an organization. Key research findings indicate that employees have several reasons to leave their workplaces, such as job stress, job satisfaction, job security, work environment, motivation, wages, and rewards. Furthermore, employee turnover has a huge impact on an organization due to the costs associated with employee turnover and can negatively impact the productivity, sustainability, competitiveness, and profitability of an organization. However, the organization must understand the needs of its employees, which will help organizations, adopt certain strategies to improve employee performance and reduce turnover. Thus, implementing strategies will increase job satisfaction, motivation and the productivity of individuals and organizations, which can reduce employment problems, absenteeism, and employee turnover.

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Section: The Importance Of Employee Turnovermentioning

confidence: 99%

Employee Turnover: Causes, Importance and Retention Strategies

Al-Suraihi

Samikon

Alsuraihi

et al. 2021

EJBMR

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“…Employees who identify themselves with the mission and the overall values of their organization seem to demonstrate higher rates of engagement, since their increased level of job-fit also increases their level of engagement (Shuck et al, 2011b). In the recent study of Hashim and Nor (2018), it is argued that employees who are oriented towards achieving the mission and vision of their organization demonstrate higher engagement rates.…”

Section: Mission and Orientation And Employee Engagementmentioning

confidence: 99%

“…That result comes in contrast with previous studies. For example, Hashim and Nor (2018) mention that engaged employees work hard in order to lead their organization to success. Also, these employees are much less probable to leave their organization.…”

Section: Hypotheses Testingmentioning

confidence: 99%

Factors Affecting Employee Retention: Proposing an Original Conceptual Framework

Chatzoudes¹,

Chatzoglou²

2022

IJEBA

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Purpose:The purpose of the present empirical study is to examine the factors that have an impact on the turnover intention of European employees, with an emphasis on the mediating role of working conditions. Design/Methodology/Approach: This study follows a quantitative approach. An original conceptual framework (research model) has been developed and empirically tested, using primary data collected from employees in five different European countries. Findings: The study, among others, underlines the huge impact of employee commitment and job satisfaction on increasing the intention of employees to stay in the same company, while it also highlights the mechanism that impacts employee retention. Practical Implications: The study suggests that companies should built supportive working relationships, good organizational climate, and develop supportive HR practices. Retention can be indirectly influenced by focusing on the overall conditions of the workplace (e.g., work environment, supervisor support) and on HR initiatives (e.g., career opportunities). Originality/value: The proposed conceptual framework synthesizes the finding of numerous previous studies, offering a holistic approach that can enhance the understanding about the issue of employee retention. It categorizes the antecedents of retention in three dimensions; tangible, intangible and strategic. Finally, the present study collects empirical data from five European countries, an approach rarely adopted in the existing literature.

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“…Employer branding has recently become very important in the labour market because it influences the recruitment process (Obala & Novita, 2017). Currently, the concept of employer branding is examined by the business leader, they need to get information about the benefit of employer branding besides toward recruitment process and engagement (Hasyim & Nor, 2018).…”

Section: Introductionmentioning

confidence: 99%

Employer Branding and Work Engagement in Non-Bank Financing Company

Wardani

Oktafiansyah

2020

Jurnal Psikologi

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This research was conducted to determine whether employer branding has a relationship with work engagement in a private company in the field of non-bank financing. The population of this research is the workers of a national private company engaged in the field of non-bank financing, especially the head office workers located in Jakarta. The number of samples of this study were 117 people, consisting of 62 men and 55 women with an age range of 20-67 years (Mean = 28.13; SD = 5.849). The method used is quantitative with stratified sampling technique. The research instrument used was the Employee Attractiveness Scale (EmpAt) (α = .956; 20 items). Whereas to measure the Work Engagement using Utrech Work Engagement Scale (UWES) (17 items; α = .896). The analysis carried out is a simple linear regression, t-test and one-way ANOVA. The results of this study found that Employer Branding had a significant positive effect on Work Engagement (F (1.115) = 50.333; β = .552, r = .552; R2 = .304; P <.001). Employer branding can be a strategy for companies to identify the needs of current and future workers, and build an image as a company of choice for work, so as to increase employee engagement with the company and its work.

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Employer branding and employee engagement of furniture retailer in Klang Valley

Cited by 4 publications

References 28 publications

Employee Turnover: Causes, Importance and Retention Strategies

Employee Turnover: Causes, Importance and Retention Strategies

Factors Affecting Employee Retention: Proposing an Original Conceptual Framework

Employer Branding and Work Engagement in Non-Bank Financing Company

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