The Human Resource Management Can Reduce Turnover?

Abstract

The objective of this work was to identify whether practices in Human Resources Management-Recruitment and Selection, Integration, Training and Development, Benefits, Compensation and Performance Evaluation-have any relation to turnover. It consisted of an applied, descriptive and quantitative research among Brazilian private companies. Human resources data were collected using the McConnell instrument (2001), and turnover ratesglobal, voluntary and involuntary-were taken from the 2011 calendar year. The results indicate that companies intending to slow or reduce employee turnover need to invest in practices of Recruitment and Selection, Benefits, and Training and Development. On the other hand, the practices of Compensation, Integration and Performance are not significantly linked to turnover, unlike indicated in other studies.

The impact of bundled high performance human resource practices on intention to leave

“…Like empowerment, competence development practice also conveys a message to employees that their organisation treats them as a family member and considers them as a source of sustainable competitive advantage (Tsui et al, 1995). Further, Joarder and Sharif (2011) and Pare and Tremblay (2007) also stated that the adequate opportunities to participate in competence/skill development programmes helps to reduce the feeling of leaving the organisation (Silva and Shinyashiki, 2014). This practice also creates a healthy competitive environment within the organisation, where every individual likes to work.…”

“…Additionally, prior studies on HRM practices revealed that extensive training is being treated as a best practice to enhance employees' retention as well as for achieving major objectives of an organisation (Silva and Shinyashiki, 2014;Long and Perumal, 2014;Dysvik and Kuvaas, 2008;Comm and Mathaisel, 2003;Robbins and Coulter, 2002;Hequet, 1993). Similarly Sparrow (1998) defined that training as an integrated system, which requires a high level of collaboration among various HRM practices activities.…”

“…Accordingly, they feel gratified to respond with higher levels of engagement (Sahoo and Mishra, 2012) and have no or low ITL as compared to others (Long and Perumal, 2014). Moreover, Silva and Shinyashiki (2014), Joarder and Sharif (2011), Lee (2011), and Pare and Tremblay (2007) also explored that non-monetary recognition, performance-based compensation and fair reward practices have a negative and significant impact on ITL or turnover of employees. In the same context, Koster et al (2011) also found that perceived support is negatively correlated with intention to quit.…”

“…Hence, to make our study more reliable, we selected only those HPHRPs, which are widely recommended, accepted and tested in the earlier literature of HRM. In this context, extensive training (Wei et al, 2010;Huselid, 1995), performance-based compensation (Silva and Shinyashiki, 2014;Wei et al, 2010;Gurbuz, 2009;Lopez et al, 2005;Huselid, 1995), competence development (Silva and Shinyashiki, 2014;Gupta and Singh, 2010), empowerment (Wei et al, 2010;Gurbuz, 2009;Lopez et al, 2005), performance management/performance appraisal and recognition (Absar et al, 2010;Stumpfy et al, 2010;Mohamad et al, 2009;Katou, 2008;Evans and Davis, 2005) have been used as HPHRPs. With the help of the present paper, we have tried to develop a broader set of best HRM practices.…”