What makes employees want to stay? A study in the Malaysian manufacturing sector

Subramaniam, Chandrakantan; Choo, Ling Suan; Johari, Johanim

doi:10.1002/joe.21949

Cited by 12 publications

(19 citation statements)

References 58 publications

(72 reference statements)

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“…Organization's performance management policies, including unbiased appraisal and equal opportunities to growth, help employees to increase their productivity and their intention to remain (Biron & Boon, 2013). Positive perception towards the organizational performance and career management system can be a predictor of retention intentions (Subramaniam et al, 2019).…”

Section: Performance and Career Managementmentioning

confidence: 99%

The impact of talent management practices on employee turnover and retention intentions

Kumar¹

2021

Glob Bus Org Exc

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In a continuously changing business environment, it is the responsibility of the HR department in organizations to secure and retain the talent necessary for productivity and development. IT sector is one of the most growing sectors and facing the challenge of employee turnover at a high rate. The objective of the study was to investigate the contribution of talent management practices in employee retention. A descriptive study was conducted to find the impact of talent management strategies on employee retention. A multiple regression model was developed to analyze the relationship between the variable of talent management and employee retention. It was found that employees prefer to stay in an organization that provides the opportunity to develop and grow on the career ladder also the compensation plans are very helpful in attract and retain the employees. The study will be useful for planning, drafting, and executing various strategies to retain the employee. The study can be generalized to other sectors and there is the scope of future research with the other aspects of the workforce e.g. work-life balance, employee engagement in connection with employee retention.

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Section: Performance and Career Managementmentioning

confidence: 99%

The impact of talent management practices on employee turnover and retention intentions

Kumar¹

2021

Glob Bus Org Exc

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“…Jackson et al (2012) further asserted that rewarding of high performers by leaders encourages and uphold their performance levels and hard work; recognition given towards any tasks may further motivate an employee to double more efforts to accomplish the tasks. As refer to research done by Subraminiam et al (2019), employee recognition had a significant impact on employees' willingness to remain with their employer. Also, in Wong et al ( 2020) study, they discovered that to lower the turnover rate of nurses, it is important of having a good leadership strategy towards nurses by recognizing their contribution as an organization's "asset" or valuables to improve their satisfaction and well-being.…”

Section: Work-life Balancementioning

confidence: 99%

Determinants of Employee Retention in Private Healthcare

Sija¹

2022

EJHRMS

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The continuous ongoing concern about shortages of healthcare workers in the healthcare industry in Malaysia has brought a significant impact on workforce productivity. The condition gets worsened during the COVID-19 pandemic back in 2020. Private healthcare has reported high staff turnover and caused higher costs to the business which in terms of direct financial losses and lack of continued care. The aims of this study are to identify the root causes of the high resignation rate in private healthcare. Five key factors (job satisfaction, work environment, compensation and benefits, work-life balance and employee recognition) were successfully identified and measured as significant contributors towards employee retention of selected private healthcare in Malaysia. A quantitative study was conducted via survey for obtaining primary data and information needed. There were 123 respondents and data were collected from the selected private hospitals in Sarawak, Malaysia. Based on rigorous reviewing of the literature, instrument designing and subsequent pilot testing, the study identified six (6) hypotheses which are tested using statistical technique SPSS version 26. The outcome revealed that employee recognition, with the unstandardized coefficients Beta value of 0.359 followed by job satisfaction with a Beta value of 0.295 was a supported and stronger predictor in influencing employees’ retention in the private hospitals. Other determinants like working environment, compensation and benefits and work-life balance were not strongly supported however been highlighted by respondents as important factors too. Moreover, some unique factors like training and development, fairness, leadership skills among leaders or managers and hospital facilities and equipment were highlighted by respondents in this study and these factors are regarded as crucial for getting management attention in retaining the talents in the hospitals. This study also contributes both theoretical and empirical value to private healthcare in retaining talent through building trust in their employees and having immense credibility of leaders with a long-term win-win employee relationship. JEL: E24; J24; I10 Article visualizations:<img src="/-counters-/edu_01/0917/a.php" alt="Hit counter" />

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“…However, very little scholarly research on TM practices and retention among engineers has been implemented (Nittala & Jesiek, 2018;Van Hoek & Schultz, 2013). Furthermore, very little research on TM practices and retention has been found in the manufacturing sector (Osman et al, 2017(Osman et al, , 2018Subramaniam et al, 2019). Most of the previous findings were found from sector of construction (Shikweni et al, 2019); education (Zeeshan, 2020); ICT (Ahmed & Yang, 2017); GLCs (Government-linked Companies) (Isa et al, 2018); private organisations (Singh & Sharma, 2015); hospital (Eltaybani et al, 2018).…”

Section: Problem Statementmentioning

confidence: 99%

“…The specific aspects of the manufacturing working environment in Malaysia are likely to affect engineers' retention. It follows, then, that training and development and various aspects of the work environment must be given serious attention to address engineer retention issues in the manufacturing sector (Subramaniam et al, 2019). Engineers in developed countries consider manufacturing engineering work and infrastructure always needs expansion and development.…”

Section: Intention To Stay Among Manufacturing Engineersmentioning

confidence: 99%

“…Therefore, it is essential to review and revise the engineers' retention strategies (Lejdeby & Östman, 2019). Yet, many employment factors that can affect higher retention have not been adequately fulfilled, particularly in sector where competition for highly skilled employees is fierce, such as in the manufacturing industry (Subramaniam et al, 2019). As talent shortages continue to be a critical issue and phenomenon, the labour market has devolved into a "war for talent" (Palmer, 2003).…”

Section: Intention To Stay Among Manufacturing Engineersmentioning

confidence: 99%

See 1 more Smart Citation

A Conceptual Model of Engineers’ Retention: A Review of Talent Management Practices in Manufacturing Sector

Alias¹,

Hussein²,

Koe³

et al. 2022

IJARBSS

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This paper presents the conceptual model of TM practices on engineers' ITS in Malaysia's manufacturing sector. This article argues that the best retention strategy for employees fails to capture the peculiarities of HRM practices amongst engineers. The article instead articulates the view that the different and unique KSAs of engineers allow manufacturing companies to adopt distinct practices, which may not cohere with the perspective of standard HRM practices within organisations. The article aims to further the thesis that the approach to TM practices does not always match with manufacturing engineers because of their unique characteristics as talent resources. This makes TM prescriptions for workforces invalid on engineers, especially in the manufacturing sector. As this is a theoretical-based article, a systematic literature review method was conducted to draw findings and conclusions. The findings of the article show that the engineers' high shortages and low retention in the market make it hard to generalise TM practises across all levels of an organisation. This shows that the practices that work in companies may not always work at the same level of an organisation. TM practices in manufacturing companies must be reviewed and modified in order to retain engineers for a long time and sustain the company's competitive advantage. The findings also give future research a better idea of how manufacturing companies manage their talent resources by revealing the company's unique way of managing talent, especially engineering talent. The article is important because it has opened up new avenues to look at TM and how it works for manufacturing engineers.

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What makes employees want to stay? A study in the Malaysian manufacturing sector

Cited by 12 publications

References 58 publications

The impact of talent management practices on employee turnover and retention intentions

The impact of talent management practices on employee turnover and retention intentions

Determinants of Employee Retention in Private Healthcare

A Conceptual Model of Engineers’ Retention: A Review of Talent Management Practices in Manufacturing Sector

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