Retention Factors and Their Relative Significance in Ceramic Manufacturing Industries in India

Umamaheswari, S.; Krishnan, Jayasree

doi:10.5539/ass.v11n13p260

Cited by 9 publications

(7 citation statements)

References 27 publications

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“…It also finds support across sectors and countries like Fiji (Oman et al, 2012) and Ireland (Butler et al, 2014). The significant impact of training on compensation has been reported from corporate organisations in Pakistan by Anis et al (2011) and manufacturing in India by Umamaheswari and Krishnan (2015) supporting the findings of the current study.…”

Section: Discussionsupporting

confidence: 84%

Direct from the horse's mouth: what bank employees feel about training and development programs in Indian banking sector

Mahmood

2020

IJICBM

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Training has become a potential tool for development of skills and managerial attributes in employees. In the banking sector, specially, training and development programs have become a routine feature. The current study attempts to understand the perceptions of bank employees with respect to trainings. For this purpose a scale has been developed and consists of five dimensions: critical appreciation, soft issues, key outcomes, necessary suggestions and timing aspect. Regression analysis depicts key outcomes being the most significant factor while shorter duration of trainings are also important. Other key findings include expectations of trainees to be made partners in the learning process. The paper contributes to management field by helping understand what the bank employees want from a training program and its implications for managements particularly in banking sector. The applicability of the scale is also discussed towards the end.

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Section: Discussionsupporting

confidence: 84%

Direct from the horse's mouth: what bank employees feel about training and development programs in Indian banking sector

Mahmood

2020

IJICBM

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“…Job satisfaction is one of the – if not the top – indicators of employee intent to leave (Leonard, 2006; Rust et al , 1996; Skelton et al , 2020; Umamaheswari and Krishnan, 2015). Even before leaving, employees with low job satisfaction and motivation negatively impact organization performance and are less productive (Ali, 2016).…”

Section: Significancementioning

confidence: 99%

Employee onboarding and satisfaction in US manufacturing companies

Kirchner

Stull

2021

ICT

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Purpose The purpose of this study was to identify primary issues related to employee onboarding and satisfaction in US-based manufacturing companies. Design/methodology/approach In total, 19 focus groups using semi-structured interviews with senior management, middle management, tenured employees and new employees were conducted with personnel from five manufacturing companies located in the Midwest USA. Onboarding procedures, training manuals, employee satisfaction surveys and performance evaluations were subsequently reviewed. Findings Insufficient onboarding, poor communication and a perceived lack of support were reported as satisfaction concerns by manufacturing employees. In addition, management had vastly differing perspectives regarding the work environment when responses were contrasted with those from new or tenured employees. Originality/value This paper reveals contributing factors that influence satisfaction early and throughout an employee’s tenure with small- to medium-sized US manufacturing companies.

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“…The contributions to job satisfaction and the results of employees liking their jobs remain broad. Umamaheswari and Krishnan (2015) suggested employee satisfaction could contribute to increased organizational commitment, reduced intent to quit, and ultimately increased retention rates. Various issues contribute to each of these factors.…”

Section: Job Satisfactionmentioning

confidence: 99%

Predicting manufacturing employee turnover intentions

Skelton

Nattress

Dwyer

2019

JEFAS

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Purpose -Employee turnover expenses can cost businesses more than 100 per cent of a single employee's annual wages and negatively affection an organization's production and profits. High employee turnover also could affect community tax collections, social programs and physical and mental health issues. Therefore, understanding contributors to higher employee turnover remains essential for organizational managers from both a corporate and societal standpoint. This paper aims to provide an analysis of how job satisfaction and job embeddedness could predict employee turnover intent. Design/methodology/approach -A randomly selected survey which consisted of Andrews and Withey's (1976) job satisfaction questionnaire, a global job embeddedness scale (Crossley et al., 2007) and a three-item turnover intent questionnaire derived from a survey created by Mobley et al. (1978) using a Likerttype measurement to survey randomly selected individuals used within manufacturing plants located in the Southeastern USA.Findings -The results of the multiple regression analysis showed a significant relationship between job satisfaction, job embeddedness and turnover intent; and that satisfied and committed employees are less likely to plan to leave their employment.Originality/value -Limited current information is available on how job satisfaction and job embeddedness predict turnover intentions in US Southeast manufacturing. This study includes information that shows the importance of job satisfaction and job embeddedness on retaining employees in this region and industry. Given the importance of employee retention on corporate productivity, morale and profits along with the ability to improve the organization's positive contribution to society, it is important for managers to understand these factors and their effect on employee turnover intent.

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Retention Factors and Their Relative Significance in Ceramic Manufacturing Industries in India

Cited by 9 publications

References 27 publications

Direct from the horse's mouth: what bank employees feel about training and development programs in Indian banking sector

Direct from the horse's mouth: what bank employees feel about training and development programs in Indian banking sector

Employee onboarding and satisfaction in US manufacturing companies

Predicting manufacturing employee turnover intentions

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