The impact of talent management practices on employee retention: The moderator effect of leader-member exchange and role modeling

Organizations are undergoing serious difficulties to retain talent. Authors argue that Talent Management (TM) practices create beneficial outcomes for individuals and organizations. However, there is no research on the leaders’ role in the functioning of these practices. This study examines how LMX and role modeling influence the impact that TM practices have on employees’ trust in their organizations and retention. The analysis of two questionnaires (Nt1=175; Nt2=107) indicated that TM only reduced turnover intentions, via an increase in trust in the organization, when role modeling was high and not when it was low. Therefore, we can say that leaders are crucial in the TM context, and in sustaining a competitive advantage for organizations.

Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee–organisation value fit

This paper argues that the effectiveness of HRM practices in tackling employee retention can be enhanced by improving the compatibility between employee and organisational values. We test our hypothesis using structural equation modelling on a sample of 258 employees in business process outsourcing (BPO) firms in the Philippines. The results show that the fit between employee and organisation values positively and partially mediates the effects of HRM practices on employee retention. However, employee–organisation value clash in US-owned BPOs was found to have a negative effect on employee retention. Because employees are less likely to leave when they share similar values as their organisations, HRM practices can be used strategically to improve the employee–organisation value fit to improve retention. The implications of the findings for HR managers of BPOs in developing countries are fully discussed.

Recession Effects on Employee Retention

An economic recession affects the ability of organizations to retain employees. The downturn in the economy causes employers to evaluate how they conduct business causing lay-offs and unemployment rates to rise during periods of recession. A retention strategy is as important as sales and customer service during an economic recession. The impact of decisions made during the recession and the imminent labor shortage will impact the ability of organizations to retain their high performing employees. The author details the areas organizations must consider in a retention strategy and develops a retention model for her employer that can be used to assist with reducing turnover as the economy and the labor force begins to change.

Examining the University of Denver's Family Friendly Benefits Plans: A look at Creating More Family Friendly Benefits to Drive Employee Retention

In the latter half of the twentieth century the workforce dynamic changed when the number of women entering the workforce increased by record amounts. In direct opposition to this change was the inability of organizations to meet the needs of employees with childcare concerns. Organizations and employees alike are best served when policies, procedures, and benefits are implemented to achieve a positive work/life balance. Companies that institute benefits that are supportive to families observe decreases in turnover and increased employee retention. Employees who are offered family friendly resources have been known to stay with companies even when offered a higher salary elsewhere. Demonstrating that retention of valued employees is linked to an organizations ability to offer support for family needs.

The relationship between perceived training and development and employee retention:the mediating role of work attitudes

This paper considers how utilizing a model of job-related affect can be used to explain the processes through which perceived training and development influence employee retention. We applied Russell’s model of core affect to categorize four different forms of work attitude, and positioned these as mediators of the relationship between perceived training and development and intention to stay. Using data from 1,191 employees across seven organizations, multilevel analyses found that job satisfaction, employee engagement, and change-related anxiety were significantly associated with intention to stay, and fully mediated the relationship between perceived training and development and intention to stay. Contrary to our hypotheses, emotional exhaustion was not significantly associated with intention to stay nor acted as a mediator when the other attitudes were included. These findings show the usefulness of Russell’s model of core affect in explaining the link between training and development and employee retention. Moreover, the findings collectively suggest that studies examining employee retention should include a wider range of work attitudes that highlight pleasant forms of affect.

Analysis of employee turnover amongst construction managers in Hubei Province

This study determined the most important factors affecting turnover intention and developed a prediction model of construction manager turnover in Hubei Province, China. This prediction model can help human resource managers take appropriate actions to reduce the rate of construction manager turnover and keep good construction managers.

Employee Orientation: An Organizational and Experiential Learning Approach

Employee orientation problems for a resort chain were studied and addressed through action research. The implemented solution leveraged experiential learning to foster employee initiative and problem solving to instill a culture of learning, improve customer satisfaction and increase employee retention. Business results were achieved but learner/ management reaction was mixed.

Human Capital Decisions and Employee Satisfaction at Selected Hotels in India

Understanding the role of human capital is one of the key considerations in delivering and sustaining competitiveness. Managing employees in the hospitality industry is particularly a challenging task as the industry is considered to be labor intensive. High turnover and increasing employee demands are among the problems that are identified as threats to maintaining a strong competitive position. Successful hotels attempt to retain their best employees in an effort to adapt to changing environments and increased competition. Effective hotel human resource systems can produce positive outcomes, through effective employee retention strategies that focus on work force motivation, attitudes and perception. The positive implementation of these strategies can influence and create employee satisfaction. This study aims to focus on the relationship between the mediating variables of motivation, attitudes, perception and their effect on employee satisfaction. These findings are based upon an extensive survey carried out between April 2009 and June 2009 in the small mountainous state of Uttarakhand, located within the Indian sub-continent. Although the area of study is confined to the Kumaon region of Uttarakhand, the authors contend that the findings and implications can be applied to other remote developing tourist destinations in other regions.

Succession management as a knowledge management strategy

One of the most critical issues for building innovation capacity in organisations is the acquisition and maintenance of knowledge. As knowledge is the basis of human capital, then the ability to attract, retain and engage talent is argued to be an important element of innovation. By attracting and retaining good staff, the organisation is retaining organisational knowledge which is necessary particularly for exploitation of current capabilities, but will also contribute to capacity for exploration for future innovation. This paper addresses the importance of retaining and developing staff as a critical issue for knowledge management and addresses the issue of retaining talent through effective succession management practices. The findings from an exploratory study into current practices in the Australian rail sector, provides further insight into the potentially critical issues for the effective use of succession management as a knowledge management and employee retention tool for building innovation capacity.

Attracting and retaining specialist teachers and non-teaching professionals in Queensland secondary schools : a report to the Queensland Department of Education and Training

This report provides the Queensland Department of Education and Training (DET) with independent evidence based data to enable the identification of barriers and enablers to effective attraction and retention of suitably qualified people to specialist teaching and non‐teaching roles in Queensland secondary schools. The scope of this report is to consider the strategic imperatives, trends, and drivers as they apply to the recruitment and retention of specialised teachers and non‐teaching professionals. The research was specifically designed to inform DET on innovative and novel strategies to recruit and retain staff within Education Queensland in areas specifically identified as at risk of experiencing shortages in the near future. Those areas considered to be at risk of experiencing shortages included: • Teaching principals • Specialist teachers in mathematics, science, industrial technology and design, and special education • Non‐teaching professional roles, such as speech pathologists, occupational therapists, physiotherapists and registered nurses providing services in schools to students with special needs.

Does training policy help to attract, retain and develop valuable human resources? Analysis from the Mondragon case

This is an electronic version of the accepted paper in the journal:Advances in the Economic Analysis of Participatory and Labor-Managed Firms. Volumen. 12

Impact différencié des avantages sociaux novateurs et des avantages sociaux traditionnels sur l'intention de rester des travailleurs via l'effet médiateur de l'engagement organisationnel

Ce mémoire a pour objectif de comprendre l’impact des avantages sociaux novateurs et des avantages sociaux traditionnels sur l’intention de rester des travailleurs via l’effet médiateur de l’engagement organisationnel. Pour étudier cette question, nous avons émis trois hypothèses basées sur notre revue de littérature ainsi que sur les théories de l’échange social de Blau (1964) et de la dépendance à l’égard des ressources de Balkin et Bannister (1993). La première hypothèse stipule que les avantages sociaux novateurs ont un impact positif et indirect sur l’intention de rester via l’engagement organisationnel. La deuxième hypothèse indique que les avantages sociaux traditionnels ont un impact positif et indirect sur l’intention de rester via l’engagement organisationnel. La dernière hypothèse suggère que les avantages sociaux novateurs ont un impact plus important sur l’intention de rester que les avantages sociaux traditionnels via l’engagement organisationnel. Les données utilisées, de nature longitudinale, proviennent d’une enquête plus large portant sur « les liens entre la rémunération, la formation et le développement de compétences avec l’attraction et la rétention des employés clés ». L’échantillon est composé de 235 nouveaux travailleurs embauchés entre le 1er avril 2009 et le 30 septembre 2010 d’une entreprise multinationale du secteur des technologies de l’information et des communications (TIC) localisée à Montréal. Nos résultats confirment nos deux premières hypothèses. En effet, nos résultats indiquent que les avantages sociaux traditionnels et les avantages sociaux novateurs ont un impact positif sur l’intention de rester des travailleurs via l’effet médiateur de l’engagement organisationnel. Nos résultats indiquent également que les avantages sociaux traditionnels ont un impact plus significatif que les avantages sociaux novateurs sur l’intention de rester via l’effet médiateur de l’engagement organisationnel. Le soutien organisationnel perçu et le travail sous supervision ont également un impact important sur l’intention de rester des travailleurs. Finalement, nous indiquons en conclusion les implications pratiques de ce mémoire pour les gestionnaires du secteur des TIC en matière de fidélisation des travailleurs. Nous présentons également les limites de notre étude et des pistes de recherches futures.

Keeping talents for advancing service firms in Asia

Purpose – Skill shortages worldwide have intensified the need for talent management. Few papers examine the pattern of human resource (HR) and talent management practices that help retain competent employees among service multinational companies (MNCs) in Asia. The purpose of this paper is to map out a number of HR practices used by service companies and to examine the effect of talent retention as perceived by MNC managers on service delivery capacity and business growth.

Design/methodology/approach – A survey data of 281 service MNCs in six Asian countries (namely Indonesia, Malaysia, Philippines, Singapore, Taiwan, and Thailand) are used to compare country and sectoral differences. Standard multiple regression analysis is conducted to test the link between HR practices, employee retention, and service firm performance.

Findings – The results confirm that there are statistically significant linkages between HR practices, talent retention and firm performance. In particular, various skill training and development programs are seen to be significantly associated with capacity to deliver quality service and on firm growth as perceived by managers surveyed. Informal recruitment methods that are used more by Asian-bred firms have contributed to better retention rates. Not all formalised HR practices lead to talent retention; and the degree to which HR is perceived to have impacted on firm performance varies.

Research limitations/implications – The paper focuses on examining the perceptual impacts of human resource management (HRM) practices on firm performance, rather than actual HRM impacts. The interpretation of results should be taken with caution.

Originality/value – Talent management is influenced by country specific variables. This paper shows how important it is for service firms to focus on strategic selection of both formal and informal HR practices in order to deliver high quality service and to drive service firm growth.

The effects of perceived organizational support, perceived supervisor support and intra‐organizational network resources on turnover intentions: A study of Chinese employees in multinational enterprises

Purpose: The purpose of this study is to investigate the impact of perceived organizational support (POS), perceived supervisor support (PSS) and intra-organizational network resources on the turnover intentions of the Chinese employees of multinational enterprises. Design/methodology/approach: The study utilized structured equation modeling to analyze survey data from 437 Chinese employees of five multinational enterprises operating in the Chinese service sector. Findings: The study found that POS was positively related to affective organizational commitment, which in turn was negatively related to turnover intentions. A direct relationship was revealed between PSS and turnover intentions, as well as a mediated relationship through POS. In contrast, the relationship between intra-organizational network resources and turnover intentions was fully mediated through POS. Research limitations/implications: The cross sectional design is a limitation of the study. Another limitation regards the generalisability of the findings outside the specific research context. Future research should be extended to different geographical and organizational settings. Practical implications: In order to promote employee retention, multinational enterprises operating in China could start by carefully targeting visible support on offer to their employees. Improving supervisor support is a relatively inexpensive and practical measure compared to the costly alternatives such as improving employee compensation, training and career development. Organizations should also consider improving co-worker support schemes in the workplace which enable individuals to build up their network resources. Originality/value: The study provided evidence for both a direct relationship between PSS and turnover intentions and a mediated one via POS, confirming the generalisability of previous findings to the Chinese context. In addition it made an original contribution by establishing that POS fully, rather than partially mediated the relationship between intra-organizational network resources and turnover intentions. This suggests that Chinese employees attribute instrumental and expressive support from others in the organization as coming from the organization itself.

Towards a U.S. Army officer corps strategy for success : retaining talent /

Over the last 3 decades, dramatic labor market changes and well-intentioned but uninformed policies have created significant officer talent flight. Poor retention engenders substantial risk for the Army as it directly affects accessions, development, and employment of talent. The Army cannot make thoughtful policy decisions if its officer talent pipeline continues to leak at current rates. Since the Army cannot insulate itself from labor market forces as it tries to retain talent, the retention component of its officer strategy must rest upon sound market principles. It must be continuously resourced, executed, measured, and adjusted across time and budget cycles. Absent these steps, systemic policy, and decisionmaking failures will continue to confound Army efforts to create a talent-focused officer corps strategy.