The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment

Guchait, Priyanko; Cho, Seonghee

doi:10.1080/09585192.2010.483845

Cited by 160 publications

(156 citation statements)

References 61 publications

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“…rewards, equal opportunities, training) and availability of alternative employment (e.g. Guchait and Cho 2010;Hulin 1991;Mobley, Griffith, Hand and Meglino, 1979). Moreover, consistent with the 'paradox of self-reliance', felt security may be a pre-requisite for actual turnover.…”

Section: Attachment and Turnover Intentionsmentioning

confidence: 99%

The role of line managers in employee career management: an attachment theory perspective

Crawshaw

Game

2014

The International Journal of Human Resource Management

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Section: Attachment and Turnover Intentionsmentioning

confidence: 99%

The role of line managers in employee career management: an attachment theory perspective

Crawshaw

Game

2014

The International Journal of Human Resource Management

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“…, 20). Guchait and Cho (, 1232) report that approximately 80% of CCRs in India look for better opportunities in the industry; agents want to become team leaders; team leaders want to be promoted to supervisors, then managers; and therefore, managing the workforce is a constant cycle of recruitment, selection, training, and retention strategies. Given the cost of recruiting and training new CCRs, it may be more economically sound to pay bonuses to CCRs who stay with the organization for a stated period of time or who commit to a projected career path and begin a development program one year after joining.…”

Section: Discussionmentioning

confidence: 99%

Control and involvement HR practices in Indian call centres: still searching for answers

Ananthram

Teo

Connell

et al. 2017

Asia Pac J Human Res

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Call centres were established primarily to reduce organizational costs while simultaneously providing high-quality customer service. To support this 'twin constraints' strategy, a range of human resource (HR) practices tends to be used in call centres that focus simultaneously on both control and involvement. To date, there has been a lack of empirical evidence concerning the outcome of such HR practices on call centre frontline staff (call centre representatives -CCRs). Consequently, this paper attempts to bridge this gap using a sample of 250 CCRs from Indian call centres. The findings show that, while the simultaneous use of involvement-and control-oriented HR practices had a positive impact on CCR job satisfaction, it also resulted in employee exhaustion and disengagement. These findings suggest that while involvement-oriented HR practices enhance CCR job satisfaction, they come at a cost which is potentially a key factor leading to high CCR turnover.

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“…Not only this, it also enables employee retention and helps them cope up with changes in the work environment (Gooderham & Nordhaug, 2011;Guest, 2002). However, not all the HR practices are equally effective as a predictor of organisational commitment; a few may be less effective and others may not be at all effective (Wareh & Tracey, 2004; as cited in Guchait & Cho, 2010). Their study found that providing good and safe working conditions is the most significant HR practice to lower employees' intention to leave and increase in commitment.…”

Section: Meaning Of Retailmentioning

confidence: 99%

“…What this essentially related to is the organisations are not only required to have mechanisms to hire but also retain competent staff and develop their existing competencies through effective human resource management (HRM) practices (Ulrich, 1991). Despite the workforce turnover being one of the critical issues in the service industry, there have been no studies that have been conducted relating the influence of HR practices on employee commitment or turnover (Guchait & Cho, 2010).…”

Section: Introductionmentioning

confidence: 99%

Correlates of HRM Practices and Organisational Commitment of Retail Employees in Delhi-NCR

Khatri

Gupta

2015

Asia-Pacific Journal of Management Research and Innovation

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Purpose:The advent of global players in the Indian retail sector has generated mammoth challenges for the Indian retail establishments by increasing the gap in supply and demand of talented professionals. The current article seeks to analyse the perceptions of prevalent human resource (HR) practices, such as hiring and selection, career management, learning and development, performance evaluation, management policies and grievance handling and its relationship with the commitment level of the retail sector employees. Research methodology:The data were collected from 100 respondents working in retail companies in Delhi National Capital Region (NCR) through a combination of standardised and self-constructed questionnaires including demographics. Findings:The significant discoveries of this empirical research display a highly significant and positive relationship between organisation commitment and perceptions of staffing and resource management practices (r = 0.424, p # 0.01), the perceptions of performance evaluation practices in the organisation (r = 0.592, p # 0.01) and perceptions of people management practices prevalent in the organisation (r = 0.396, p # 0.01).

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The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment

Cited by 160 publications

References 61 publications

The role of line managers in employee career management: an attachment theory perspective

The role of line managers in employee career management: an attachment theory perspective

Control and involvement HR practices in Indian call centres: still searching for answers

Correlates of HRM Practices and Organisational Commitment of Retail Employees in Delhi-NCR

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