Human Resources Practices for Retention in BusinessProcess OutsourcingIndustry
in National Capital Region

Yadav, Shivani; Joshiya, Vikas Kumar

doi:10.46333/ijtc/10/1/3

Cited by 2 publications

(2 citation statements)

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“…Team leaders' strong sense of recognition for their agents reduces employee turnover (Zoeb-Ur et al, 2020;Jabutay & Rungruang, 2021;Ladao, 2022). Innovation of leaders has a positive relationship with performance (Zarzycka et al, 2019) that fosters quality practices and performance in the organization (Yadav & Joshiya, 2021).…”

Section: Confirmatory Factor Analysismentioning

confidence: 99%

Exploring the Attributes of High-Performance of a Team Leader in Business Process Outsourcing

Villarba,

Moyon

2024

EJHRMS

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The purpose of the study was to develop the best-fit model for exploring the attributes of a high-performing inbound team leader in Business Process Outsourcing in Davao City. The study utilized the exploratory mixed method approach following a two-phase study design. The first phase of the study was to identify dimensions using exploratory factor analysis, which items were based on the in-depth interview before item identification. The identified dimensions were established call calibration mechanism, value-driven, sense of accountability and trust, sense of recognition, innovation, and quality-directed leader. Data results were subjected to principal component analysis to determine factor structure that excludes 22 out of 50 items that did not pass the standard factor loadings of +/- 0.40. The second phase employed confirmatory factor analysis by purposively selecting 450 inbound call center representatives. Furthermore, the study tested three confirmatory configurations. Model number 4, recognized as the best-fit model that illuminates all identified factors, was significantly correlated and explained 68.40 percent of the variation of a high-performing inbound team leader. Article visualizations:<img src="/-counters-/soc/0758/a.php" alt="Hit counter" />

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Section: Confirmatory Factor Analysismentioning

confidence: 99%

Exploring the Attributes of High-Performance of a Team Leader in Business Process Outsourcing

Villarba,

Moyon

2024

EJHRMS

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“…According to numerous studies, improving employee retention necessitates implementing proper HRM practises, one of which is the practises for job design (Hlanganipai & Mazanai, 2014;Wakio, 2019, Soenanta et al, 2021. Furthermore, flexible job design is a necessary ingredient of a successful intention to remain method (Yadav & Joshiya, 2021). For instance, the figure bellow illustrates the turnover rates for companies in Jordan who have or do not have job descriptions.…”

Section: Job Design and Employee Retentionmentioning

confidence: 99%

The Impact of HRM Practices on the Employee Retention in the Jordanian Plastic and Rubber Sector

Qatamin¹,

Juhdi²,

Fontaine³

2023

IJARBSS

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One of Jordan's vibrant and varied industries is the plastics and rubber sector. This sector in Jordan has enjoyed a long and rich history in the region. Despite this achievement, Plastic and rubber companies in Jordan face various challenges and issues. Due to the high rate of employee turnover in plastic businesses over time, one of the challenges the plastic and rubber industry faces is employee retention. Moreover, finding ways to encourage employees to remain with the company has grown to be of particular importance as businesses struggle with staff retention due to the risk of high employee turnover. The phenomenon raised alarms about the plastic and rubber sector employee turnover problem. In order to address the employee turnover issue and produce results at the employee level, such as a decrease in the likelihood of employee turnover and an increase in their willingness to remain with the business, good HRM (Human Resource Management) practices must be implemented. In order to improve employee retention in Jordanian plastic and rubber enterprises, this paper discusses the significance of implementing effective HRM practices (job design and job security). This study aims at investigating the role of HRM (Human Resource Management) practices on employee retention in the Jordanian plastic and rubber sector. The study develops a conceptual model that links HRM practices (job design and job security) with employee retention in the Jordanian plastic and rubber enterprises. A self-administrated questionnaire has been designed as a data collection instrument. Using the purposive sampling design, 250 questionnaires will be distributed to employees in Jordanian plastic and rubber firms. Quantitative method has been adopted in the study such as descriptive analysis, regression models, and hypothesis testing methods. The expected findings will show that there is a significant effect of HRM dimensions on Jordanian plastic and rubber employees' intention to

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Human Resources Practices for Retention in BusinessProcess OutsourcingIndustry in National Capital Region

Cited by 2 publications

References 0 publications

Exploring the Attributes of High-Performance of a Team Leader in Business Process Outsourcing

Exploring the Attributes of High-Performance of a Team Leader in Business Process Outsourcing

The Impact of HRM Practices on the Employee Retention in the Jordanian Plastic and Rubber Sector

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