Purpose – Employee engagement and retention is a promising area in management as well as psychology. The purpose of this paper is to examine the effects of employee engagement (EE) on their retention (ER). We proposed a theoretical framework modifying (M. Gupta, 2018) model explaining how employee engagement affects their retention. The original model linked engagement with control at work (CAW) and general wellbeing (GWB) through psychological capital (PsyCap). We extended this model by linking CAW and GWB to employee retention. We further added job satisfaction (JS) as a mediator between EE and ER.
Design/methodology/approach – To establish its empirical validity, we conducted a survey from 200 employees working in different companies in Pakistan by using a closed-ended Likert scale type questionnaire. Data were analyzed using confirmatory factor analysis and structural equation modeling.
Findings – Findings suggested a positive significant relationship between EE and ER. PsyCap, CAW, and JS play a significant mediator role for EE and ER, only GWB does not mediate the relationship between EE and ER.
Practical Implication – This will help in retaining employees and mounting psychological capital through training and development since when employees will be happy and motivated, they can perform well and will have job satisfaction. As a result, the level of the intention of employees to leave would below.
Originality/Value - This study is preliminary the first to investigate the association between EE and ER through many other constructs (PsyCap, CAW, GWB, and JS) in the Pakistani context.
{"title":"The Impact of Employee Engagement on Employee Retention: The Role of Psychological Capital, Control at Work, General Well-Being, and Job Satisfaction","authors":"Tehseena Ashraf, D. Siddiqui","doi":"10.2139/ssrn.3683155","DOIUrl":"https://doi.org/10.2139/ssrn.3683155","url":null,"abstract":"Purpose – Employee engagement and retention is a promising area in management as well as psychology. The purpose of this paper is to examine the effects of employee engagement (EE) on their retention (ER). We proposed a theoretical framework modifying (M. Gupta, 2018) model explaining how employee engagement affects their retention. The original model linked engagement with control at work (CAW) and general wellbeing (GWB) through psychological capital (PsyCap). We extended this model by linking CAW and GWB to employee retention. We further added job satisfaction (JS) as a mediator between EE and ER. <br><br>Design/methodology/approach – To establish its empirical validity, we conducted a survey from 200 employees working in different companies in Pakistan by using a closed-ended Likert scale type questionnaire. Data were analyzed using confirmatory factor analysis and structural equation modeling.<br><br>Findings – Findings suggested a positive significant relationship between EE and ER. PsyCap, CAW, and JS play a significant mediator role for EE and ER, only GWB does not mediate the relationship between EE and ER.<br><br>Practical Implication – This will help in retaining employees and mounting psychological capital through training and development since when employees will be happy and motivated, they can perform well and will have job satisfaction. As a result, the level of the intention of employees to leave would below. <br><br>Originality/Value - This study is preliminary the first to investigate the association between EE and ER through many other constructs (PsyCap, CAW, GWB, and JS) in the Pakistani context.<br>","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"121 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122459104","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Although the retention of competent workers is critical in all organizations, retaining social workers in nonprofit organizations is especially important because they mainly determine the quality of social services. This paper explores the factors which have an impact on turnover intentions, motivation, and organizational trust in Non-Profit Organizations. For this, we propose a theoretical framework thereby modifying Cho & Song (2017) model, along with adding intrinsic factors like organizational culture, leadership, and rewards. We hypothesize that factors like 1. Supervisory Support, 2. Autonomy, 3. Diverse and inclusive Organizational Culture, 4. Trust in Leadership, 5. Monetary Incentives/ Rewards, and emotional labor (6. Frequency, 7. Variety, 8. Duration, and 9. Intensity level), all produce a positive effect on the motivation of employees, increased Organisational Trust, and decreased Turnover intention among employees of NPO and social workers. This paper particularly focused on emotional labor dimensions such as frequency of emotional display, the intensity of emotional display, and duration of emotional display. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data were collected from 220 social workers and analyzed using confirmatory factor analysis and structured equation modeling.
The results indicate that supervisory support, autonomy, leadership organizational culture, and trust have a significant effect on the motivation, retention, and Organizational trust of employees. However, organizational culture have a negative effect on motivation. Moreover, Apart from leadership, all other factors seem to increase the turnover intentions. With regards to emotional labor dimensions, all factors expect duration did not produce any significant effect on all three dependent variables. This research is useful for NPO’s management as well as future scholars for studying the same domain.
{"title":"Emotional Labor and Other Antecedence of Turnover Intentions, Motivation and Organisational Trust among Employees in Non-Profit Organization of Pakistan","authors":"Mariam Baloch, D. Siddiqui","doi":"10.2139/ssrn.3683180","DOIUrl":"https://doi.org/10.2139/ssrn.3683180","url":null,"abstract":"Although the retention of competent workers is critical in all organizations, retaining social workers in nonprofit organizations is especially important because they mainly determine the quality of social services. This paper explores the factors which have an impact on turnover intentions, motivation, and organizational trust in Non-Profit Organizations. For this, we propose a theoretical framework thereby modifying Cho & Song (2017) model, along with adding intrinsic factors like organizational culture, leadership, and rewards. We hypothesize that factors like 1. Supervisory Support, 2. Autonomy, 3. Diverse and inclusive Organizational Culture, 4. Trust in Leadership, 5. Monetary Incentives/ Rewards, and emotional labor (6. Frequency, 7. Variety, 8. Duration, and 9. Intensity level), all produce a positive effect on the motivation of employees, increased Organisational Trust, and decreased Turnover intention among employees of NPO and social workers. This paper particularly focused on emotional labor dimensions such as frequency of emotional display, the intensity of emotional display, and duration of emotional display. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data were collected from 220 social workers and analyzed using confirmatory factor analysis and structured equation modeling.<br><br>The results indicate that supervisory support, autonomy, leadership organizational culture, and trust have a significant effect on the motivation, retention, and Organizational trust of employees. However, organizational culture have a negative effect on motivation. Moreover, Apart from leadership, all other factors seem to increase the turnover intentions. With regards to emotional labor dimensions, all factors expect duration did not produce any significant effect on all three dependent variables. This research is useful for NPO’s management as well as future scholars for studying the same domain.<br>","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125293371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The basic factor in an economic development is the rate at which the country produces people with imaginations, vision, education, theoretical, practical and analytical skills. Thus, no organization is known to have had a record of sustained growth and development without ample supply of qualified personnel to man their development efforts. Most successful organizations of today have proved that investment in human capital holds the key that unlocks the forces of growth and development.
Methodology: This study is a survey to investigate human capital planning as a tool for organizational growth and development in the banking industry (a case study of ECOBANK, The Gambia) Fifteen research questions were formulated to guide the research. The subject used for the study consists of thirty respondents. The respondents are the senior and junior staff of the Bank branch randomly selected. The instrument used during this study was the questionnaire. Percentage score were used to analyze the data collected. Based on the analysis,
Findings: the findings revealed that the bank has human capital planning department, has enough human capital to check shortfalls and has forecast future of human capital needs in terms of ills, numbers and ages. It is recommended that while the bank maintains its status quo on human capital management, it should as well make available the necessary information to them for competitively having an edge in the market.
{"title":"Human Capital Planning as a Tool for Organizational Growth and Development in the Banking Industry 'A Case Study of ECOBANK The Gambia'","authors":"Mfobujong Ngwa","doi":"10.2139/ssrn.3679654","DOIUrl":"https://doi.org/10.2139/ssrn.3679654","url":null,"abstract":"Purpose: The basic factor in an economic development is the rate at which the country produces people with imaginations, vision, education, theoretical, practical and analytical skills. Thus, no organization is known to have had a record of sustained growth and development without ample supply of qualified personnel to man their development efforts. Most successful organizations of today have proved that investment in human capital holds the key that unlocks the forces of growth and development.<br><br>Methodology: This study is a survey to investigate human capital planning as a tool for organizational growth and development in the banking industry (a case study of ECOBANK, The Gambia) Fifteen research questions were formulated to guide the research. The subject used for the study consists of thirty respondents. The respondents are the senior and junior staff of the Bank branch randomly selected. The instrument used during this study was the questionnaire. Percentage score were used to analyze the data collected. Based on the analysis, <br><br>Findings: the findings revealed that the bank has human capital planning department, has enough human capital to check shortfalls and has forecast future of human capital needs in terms of ills, numbers and ages. It is recommended that while the bank maintains its status quo on human capital management, it should as well make available the necessary information to them for competitively having an edge in the market.<br><br>","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"58 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128430980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study examined the impact of employee participation in decision making on organizational performance using Government Owned Enterprises in Port-Harcourt, River State as a case study. The population of study comprised managers and employees of the selected firm in Port-Harcourt River state. The sample for the study was given as 125. Out of the 125 questionnaires administered to the participant only 100 were returned while 25 were not returned. The study was analyzed using of tables and percentage while the three hypotheses were tested with the aid of ANOVA. The result from the research shows that employee participation in decision making has positive effect on organizational performance. This study recommends the following; Organizations are encourage to design their firm in such a way that it will boot free flow of decision making in their organization and gives room for full involvement of their employee to participate and create efficiency on organizational decision making process. Again, Firms are advised to put more mechanisms that will encourage their employees to come up with better innovative ways of achieving and promoting organizational performance, and also Firms are commended to improve the level of workers involvement in decision making between employees and employer, finally, Every firm is advised to create a straightforward understanding and notion of the concept of participative decision making to avoid conflicts of interest among the employees and the employer.
{"title":"Employee Participation in Decision Making and its impact on Organizational Performance: Evidence from Government Owned Enterprises, Port Harcourt, Nigeria","authors":"C. Ijeoma","doi":"10.2139/ssrn.3667548","DOIUrl":"https://doi.org/10.2139/ssrn.3667548","url":null,"abstract":"This study examined the impact of employee participation in decision making on organizational performance using Government Owned Enterprises in Port-Harcourt, River State as a case study. The population of study comprised managers and employees of the selected firm in Port-Harcourt River state. The sample for the study was given as 125. Out of the 125 questionnaires administered to the participant only 100 were returned while 25 were not returned. The study was analyzed using of tables and percentage while the three hypotheses were tested with the aid of ANOVA. The result from the research shows that employee participation in decision making has positive effect on organizational performance. This study recommends the following; Organizations are encourage to design their firm in such a way that it will boot free flow of decision making in their organization and gives room for full involvement of their employee to participate and create efficiency on organizational decision making process. Again, Firms are advised to put more mechanisms that will encourage their employees to come up with better innovative ways of achieving and promoting organizational performance, and also Firms are commended to improve the level of workers involvement in decision making between employees and employer, finally, Every firm is advised to create a straightforward understanding and notion of the concept of participative decision making to avoid conflicts of interest among the employees and the employer.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130420373","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-08DOI: 10.11575/SPPP.V13I0.69731
Gillian Petit, C. Scott, Blake Gallacher, Jennifer D. Zwicker, Lindsay M. Tedds
Individuals enter into paid work with the expectation they will be financially better off than had they not entered into paid work. Unfortunately, for recipients of Income Assistance in the province of British Columbia (B.C.), additional hours of employment may actually take money out of their pocket due to the design of income assistance and its unintended interactions with other income and social support programs and the tax system. In this paper, we illustrate cases where B.C. residents receiving Disability Assistance or Temporary Assistance have less after-tax income after working additional hours of employment.
{"title":"Less Income for More Hours of Work: Barriers to Work for Social Assistance Recipients in B.C.","authors":"Gillian Petit, C. Scott, Blake Gallacher, Jennifer D. Zwicker, Lindsay M. Tedds","doi":"10.11575/SPPP.V13I0.69731","DOIUrl":"https://doi.org/10.11575/SPPP.V13I0.69731","url":null,"abstract":"Individuals enter into paid work with the expectation they will be financially better off than had they not entered into paid work. Unfortunately, for recipients of Income Assistance in the province of British Columbia (B.C.), additional hours of employment may actually take money out of their pocket due to the design of income assistance and its unintended interactions with other income and social support programs and the tax system. In this paper, we illustrate cases where B.C. residents receiving Disability Assistance or Temporary Assistance have less after-tax income after working additional hours of employment.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129172765","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-05-01DOI: 10.21276/ijircst.2020.8.3.28
R. Punia, S. Panwar, Ruchi Kamra, Rashmi Gupta
In the developing and creating world, everything is getting advanced, digital, computerized, and automated. With an over-sized number of labor opportunities, the Human workforce has increased. Thus, there is a need for a system that can handle the information of such a large number of employees in a company. This project untangles the task of maintaining records and data of employees, thanks to its user-friendly GUI. The “EMPLOYEE MANAGEMENT SYSTEM using AWS" has been created to abrogate the issues with the existing manual framework. This application is designed in such a simplest way that it can eliminate and in some cases reduce the efforts faced by the live system. Moreover, this method is meant for the actual need of the corporate to holdout operations smoothly and effectively. A Voice command feature is additionally added to the system to avoid a waste of time. The application is coded in such a way that, it avoids mistakes while entering the data. It notifies the employee/admin if he entered the incorrect, or invalid data. No formal knowledge or special training is required by the employee/admin to use this application. Thus, it is approved as an easy to understand and person-friendly utility. The Voice command feature is additionally straightforward to use and informative. This project will allow admin to feature new employees after proper authentication (manual). Admin can even edit departments and posts (in a variety of bands). The database should store all personal details of employees like date of birth, full name, people, address, etc. this method enables employees to fill their time-sheets daily or at intervals. The admin can approve or reject the time-sheet filled by a worker together with remarks. Admin may make workdays, Performance charts, Leave details, and will edit employee details. An employee can access its details using Alexa.
{"title":"Voice Based Employee Management System Using AWS and Alexa","authors":"R. Punia, S. Panwar, Ruchi Kamra, Rashmi Gupta","doi":"10.21276/ijircst.2020.8.3.28","DOIUrl":"https://doi.org/10.21276/ijircst.2020.8.3.28","url":null,"abstract":"In the developing and creating world, everything is getting advanced, digital, computerized, and automated. With an over-sized number of labor opportunities, the Human workforce has increased. Thus, there is a need for a system that can handle the information of such a large number of employees in a company. This project untangles the task of maintaining records and data of employees, thanks to its user-friendly GUI. The “EMPLOYEE MANAGEMENT SYSTEM using AWS\" has been created to abrogate the issues with the existing manual framework. This application is designed in such a simplest way that it can eliminate and in some cases reduce the efforts faced by the live system. Moreover, this method is meant for the actual need of the corporate to holdout operations smoothly and effectively. A Voice command feature is additionally added to the system to avoid a waste of time. The application is coded in such a way that, it avoids mistakes while entering the data. It notifies the employee/admin if he entered the incorrect, or invalid data. No formal knowledge or special training is required by the employee/admin to use this application. Thus, it is approved as an easy to understand and person-friendly utility. The Voice command feature is additionally straightforward to use and informative. This project will allow admin to feature new employees after proper authentication (manual). Admin can even edit departments and posts (in a variety of bands). The database should store all personal details of employees like date of birth, full name, people, address, etc. this method enables employees to fill their time-sheets daily or at intervals. The admin can approve or reject the time-sheet filled by a worker together with remarks. Admin may make workdays, Performance charts, Leave details, and will edit employee details. An employee can access its details using Alexa.<br>","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128801318","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Stress is an unavoidable factor in everyone’s lives, people deal with it more than once in their lifetime. Stress may be defined as a feeling of physical, psychological or emotional tension which is developed by different circumstances or events that occur in our lives. In every organization, employees are the backbone that ensures the smooth running of the business, but as a matter of fact, these employees are ordinary people who are vulnerable to any and all threats, be it physical, emotional and psychological and this includes stress which can cause them to lose focus in their activities and accumulate low performance in most and/or all their functions as they may be distracted thinking about their own problems at the expense of their work. Despite that, stress can also be positive because it pushes people to do more and fulfill their obligations. Stress is not uncontrollable, It can be managed in order to protect any sort of negative impacts/ effects. This process is called stress management which means methods of handling and/or controlling stress. Stress management has a huge effect on employees and their performance as it brings about positivity and competence, therefore, it has an even greater impact on the organization because if their employees are stress-free, they are at least 95% focused in their duties, thus the businesses advantages increase. This study therefor is undertaken to investigate the Challenges Affecting Stress Management within an Organization and its Consequences on Employees’ Performance, to determine what causes stress, identify the different dimensions of stress, and how to handle or manage stress.
{"title":"The Challenges Affecting Stress Management within Organizations and its Consequences on Employees’ Performance: 'Concepts and Theoretical Models'","authors":"Lawrence A Onochie","doi":"10.2139/ssrn.3589801","DOIUrl":"https://doi.org/10.2139/ssrn.3589801","url":null,"abstract":"Stress is an unavoidable factor in everyone’s lives, people deal with it more than once in their lifetime. Stress may be defined as a feeling of physical, psychological or emotional tension which is developed by different circumstances or events that occur in our lives. In every organization, employees are the backbone that ensures the smooth running of the business, but as a matter of fact, these employees are ordinary people who are vulnerable to any and all threats, be it physical, emotional and psychological and this includes stress which can cause them to lose focus in their activities and accumulate low performance in most and/or all their functions as they may be distracted thinking about their own problems at the expense of their work. Despite that, stress can also be positive because it pushes people to do more and fulfill their obligations. Stress is not uncontrollable, It can be managed in order to protect any sort of negative impacts/ effects. This process is called stress management which means methods of handling and/or controlling stress. Stress management has a huge effect on employees and their performance as it brings about positivity and competence, therefore, it has an even greater impact on the organization because if their employees are stress-free, they are at least 95% focused in their duties, thus the businesses advantages increase. This study therefor is undertaken to investigate the Challenges Affecting Stress Management within an Organization and its Consequences on Employees’ Performance, to determine what causes stress, identify the different dimensions of stress, and how to handle or manage stress.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116442343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is a globally accepted strategy that, retaining existing consumers is significantly cost effective than focussing on acquiring new consumers. In brick-and-mortar retailing, sales personnel play the most important and complex role whereby they are the ones who are connected to consumers directly on a real-time basis. It is observed that the majority of brick-and-mortar retailers in India use measures to measure sales personnel performance which is mathematically derived numbers viz. average transaction value (ATV), average basket size (ABS) and contribution margin percentage (GM%) and these are all output driven measures. Such output driven measures are making the sales personnel’s role further more complex and in turn, their focus is expected to have shifted from consumer needs to these output driven measures set by their management. In this research, we have carried out an experiment using input driven measures viz. category invoice penetration(CIP) and invoices/bills generated by the sales personnel per day and evaluated the change in(a) sales personal attitude towards consumer orientation and (b) overall store profitability.
{"title":"Input and Output Driven Sales Personnel Performance Measures: Insights from an Experiment","authors":"Ganesha H. R., P. Aithal, K. P.","doi":"10.2139/ssrn.3602566","DOIUrl":"https://doi.org/10.2139/ssrn.3602566","url":null,"abstract":"It is a globally accepted strategy that, retaining existing consumers is significantly cost effective than focussing on acquiring new consumers. In brick-and-mortar retailing, sales personnel play the most important and complex role whereby they are the ones who are connected to consumers directly on a real-time basis. It is observed that the majority of brick-and-mortar retailers in India use measures to measure sales personnel performance which is mathematically derived numbers viz. average transaction value (ATV), average basket size (ABS) and contribution margin percentage (GM%) and these are all output driven measures. Such output driven measures are making the sales personnel’s role further more complex and in turn, their focus is expected to have shifted from consumer needs to these output driven measures set by their management. In this research, we have carried out an experiment using input driven measures viz. category invoice penetration(CIP) and invoices/bills generated by the sales personnel per day and evaluated the change in(a) sales personal attitude towards consumer orientation and (b) overall store profitability.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121587012","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-24DOI: 10.24088/ijbea-2020-52002
A. Pradhan, Ashutosh Misal
Employee attrition is the biggest problem across the sector. Considering growth rate of hospitality industry, the requirement of manpower is huge in the sector, but the sector witnesses considerable attrition. The attrition rate amongst the employees who havent completed 1 year in the organization is high. During this study the researcher tried to link between socialization of employees and employee attrition & socialization of employees and work culture. The available data suggests that not much research on the said line is been conducted in India. The study is based on quantitative and descriptive research. The primary data is collected from employees and HR dept. employees of six 5-star hotels in Pune city, India. The study suggested that new employee socialization is definitely a tool to ensure new employee retention but it is not the sole solution of attrition. The new employee socialization positively helps the organization to maintain healthy work culture as well. Based on the findings the researcher has designed a new employee socialization process, which may help the sector tackle the new employee attrition problem with the help of proper socialization. A well conducted new employee socialization program wherein efforts are taken to create correct image of company amongst prospective employees, answering all the possible questions of new joiners, providing information about all the aspects helps the new joiners to get in functional mode and become culturally fit in the organization. This may help the organization to retain the new joiners in long run. This study of new employee socialization in the hospitality industry from the perspective of reducing their attrition would make a significant contribution in existing information on the subject.
{"title":"An Analytical Study of Impact of Socialization on New Employee Retention in 5 Star Hotels","authors":"A. Pradhan, Ashutosh Misal","doi":"10.24088/ijbea-2020-52002","DOIUrl":"https://doi.org/10.24088/ijbea-2020-52002","url":null,"abstract":"Employee attrition is the biggest problem across the sector. Considering growth rate of hospitality industry, the requirement of manpower is huge in the sector, but the sector witnesses considerable attrition. The attrition rate amongst the employees who havent completed 1 year in the organization is high. During this study the researcher tried to link between socialization of employees and employee attrition & socialization of employees and work culture. The available data suggests that not much research on the said line is been conducted in India. The study is based on quantitative and descriptive research. The primary data is collected from employees and HR dept. employees of six 5-star hotels in Pune city, India. The study suggested that new employee socialization is definitely a tool to ensure new employee retention but it is not the sole solution of attrition. The new employee socialization positively helps the organization to maintain healthy work culture as well. Based on the findings the researcher has designed a new employee socialization process, which may help the sector tackle the new employee attrition problem with the help of proper socialization. A well conducted new employee socialization program wherein efforts are taken to create correct image of company amongst prospective employees, answering all the possible questions of new joiners, providing information about all the aspects helps the new joiners to get in functional mode and become culturally fit in the organization. This may help the organization to retain the new joiners in long run. This study of new employee socialization in the hospitality industry from the perspective of reducing their attrition would make a significant contribution in existing information on the subject.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127432733","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study is to know about “Work-related stresses and its impact on job performance of employees (Guest Lectures of Government Colleges of Belagavi District, Karnataka)”. Today’s work is not completely free from Stress. Stress at a workplace is getting more & more attention. Stress can be defined as the psychological & physiological reaction which takes place at the workplace, which is in the result of an imbalance in employees work life & personal life of the employees. The researcher has used Convenient sampling method to choose 1 0 0 respondents chosen for the study. Simple percentage, Frequency & Average mean were uses for analysis of data. Job stability & security, poor pay, career development is the most ranked stressors and that impact more on their performance.
{"title":"The Causes of Work Related Stress and Its Impact on Job Performance","authors":"Dr. Prakash B. Kundaragi, Dr.A.M. Kadakol.","doi":"10.2139/ssrn.3583578","DOIUrl":"https://doi.org/10.2139/ssrn.3583578","url":null,"abstract":"This study is to know about “Work-related stresses and its impact on job performance of employees (Guest Lectures of Government Colleges of Belagavi District, Karnataka)”. Today’s work is not completely free from Stress. Stress at a workplace is getting more & more attention. Stress can be defined as the psychological & physiological reaction which takes place at the workplace, which is in the result of an imbalance in employees work life & personal life of the employees. The researcher has used Convenient sampling method to choose 1 0 0 respondents chosen for the study. Simple percentage, Frequency & Average mean were uses for analysis of data. Job stability & security, poor pay, career development is the most ranked stressors and that impact more on their performance.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131794058","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
扫码关注我们
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号