The document discusses a study on the impact of human resource practices on employee retention in the hotel industry. It examines the relationship between key HR practices (recruitment and selection, training and development, salary and benefits, work environment) and employee retention. The study found that all practices were positively correlated with retention, with recruitment and selection and salary/benefits having the strongest correlations. It then used a structural equation model to analyze the impact of the HR practices on retention, finding that recruitment and selection had a significantly high effect. The study aims to help hotels and other industries better understand how to improve retention through HR practices.
A STUDY ON JOB ON JOB SATISFACTION OF EMPLOYEES AT VIJAYALAKSHMI ENGINEERING ...IAEME Publication
Human resource is considered to be most valuable asset in any organization. It is the sum-total of inherent abilities, acquired knowledge and skill represented by talents and aptitude of the employed person who comprise executives, supervisors and rank file employees. It may be noted here that human resources should be utilized to maximum possible extent, in order to achieve individual and organizational goals.
It is thus employee performance, which ultimately decides the attainment of goals. However, the employee performance is to large extent, influence by motivation and job satisfaction. So an attempt has been made by the researcher to study the job satisfaction level of the staffs in VEWL located at Thuvakudi-Trichy.
A STUDY ON JOB ON JOB SATISFACTION OF EMPLOYEES AT VIJAYALAKSHMI ENGINEERING ...IAEME Publication
Human resource is considered to be most valuable asset in any organization. It is the sum-total of inherent abilities, acquired knowledge and skill represented by talents and aptitude of the employed person who comprise executives, supervisors and rank file employees. It may be noted here that human resources should be utilized to maximum possible extent, in order to achieve individual and organizational goals.
It is thus employee performance, which ultimately decides the attainment of goals. However, the employee performance is to large extent, influence by motivation and job satisfaction. So an attempt has been made by the researcher to study the job satisfaction level of the staffs in VEWL located at Thuvakudi-Trichy.
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Article on employee retention & attritionSivajiSamireddi
The study was conducted with 60 Executive employees to know the reasons of leaving and the company wanted to retain the talented minds by fulfilling their expectations. Accordingly, the main reasons and factors were identified and suggested suitably for the betterment of the organisation.
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Article on employee retention & attritionSivajiSamireddi
The study was conducted with 60 Executive employees to know the reasons of leaving and the company wanted to retain the talented minds by fulfilling their expectations. Accordingly, the main reasons and factors were identified and suggested suitably for the betterment of the organisation.
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
A STUDY ON EMPLOYEE RETENTION IN EDUCATION SECTOR IN INDIAIAEME Publication
The research project entitled ‘Employee retention’ is an attempt to understand the opinion and attitudes of the various categories of employees of the SriSairam Hr. Sec. School, Prof Dhanapalan College for Arts and Science, Sri Krishna Engineering College towards the employee retention in the institution. It is important to explore factors which contribute with the retention of employees in this period of employee shortages and increased service demands in the field of education sector. This inquiry however was delimited to one of the branches of a fast growing private college which offer health science programs wherein all the teaching personnel are the respondents.
1Talent Retention and Organizational Performance A Competitiv.docxvickeryr87
1Talent Retention and Organizational Performance: A Competitive Positioning 2016 24 1
Talent Retention and Organizational
Performance: A Competitive
Positioning in Nigerian Banking Sector
Samson Ibidunni1, Omotayo Osibanjo1, Anthonia Adeniji1,
Odunayo Paul Salau1*, Hezekiah Falola1
Received 08 February 2015; accepted after revision 07 May 2015
Abstract
The study examined how best an organization can retain and
manage talented employees to ensure survival and growth
in the banking industry. The descriptive research design was
adopted. The survey sample size was one hundred and eighty
five (185) and was analysed as a whole. Self-administered
questionnaire was adopted in order to obtain adequate and
valid data for the study and the responses obtained were sub-
jected to some analyses with the use of Statistical Package for
Social Sciences (SPSS) AMOS 21, with the adoption of Struc-
tural Equation Modelling (SEM) to obtain correlation between
observed variables and also regression between the dependent
and independent constructs of the study. However, the results
from the survey indicate that pay has positive significant impli-
cations on employees’ commitment and involvement. This sug-
gests that decision makers should incorporate these variables
(salary, bonus, incentives, reward, and profit sharing) into their
employment relation strategies and policies which ultimately
lead to increase the level of commitment and involvement
among the employees.
Keywords
retention, motivation, survival, pay, commitment, involvement
1 Introduction
Nowadays organizations realize that people, intellectual
capital, and talent are ever more critical to organizational
success. Most organisations have become poachers of talent,
instead of developers of talent. As soon as organization identi-
fies a talent, it becomes imperative to stimulate talent develop-
ment and management that increases competitive advantage.
Continue success of any organisation is dependent on the
employees’ contribution and commitment (Baum and Kokkro-
nikal, 2005). The talent it possesses in the form of its employ-
ees skills and comptencies, leading to organisational capability
(Boudreau and Ramstad, 2005), has become the key to suc-
cess in todays highly competitive business environment (Lock-
wood, 2006). Stockley (2013), defines talent retention as the
mindful, thoughtful approach embark on to fascinate, improve,
attract and retain people with the skills and abilities to meet
current and future contingencies of the organizations. Talent
retention is concerned with staffing, identification of skills and
abilities, retention, supervision and management, development
of employees to increase performance. Thus, talent retention
as a wider concept focuses on how best an organization can
entice, preserve, attract, improve, manage, retain and maintain
necessary talent (D’Annunzio-Green, 2008).
Boudreau and Ramstad (2005) establish that a larger percent-
a.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
Factors Influencing Employee Retention at Meru University of Science and Tech...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
A STUDY ON EMPLOYEE RETENTION PRACTICES OF AUTOMOBILE INDUSTRIES IN INDIA WIT...IAEME Publication
The Automobile Industries have now realized the importance of retention
management. However, the study focus on identifying the present retention process
and aims at providing suggestions and recommendations for the organizations to
improve its retention strategy. The study not only focuses on retention but also helps to
identify employees overall satisfaction by taking into accounts the factors such as
work culture, pay, training and coordination. The research will diagnose the causes of
turnover like lack of job satisfaction, Commitment to the organization, Availability of
other jobs, Pay and benefits, or any other direct or indirect factors therein.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Employee Retention - Prespective of Employeesdeshwal852
Employee retention is a process in which the employees are encouraged to remain with the organization for life time or maximum period of time. It is a strategic tool for the success of the firm. Employee retention is a technique adopted by businesses to maintain an effective workforce and at the same time meet operational requirements. Employees are the greatest asset for an organization. Therefore, every
organization must treat their employees as ends and not means to ends because they add value to the organization. The objective of the study was to measure the perception of employees for employee retention. For this purpose the investigator selected 70 employees working in government and private sector from Delhi region. Employee retention scale given by Walker (2001) was used. The collected data
were processed by applying‘t’ test. The result of the study reveals that there was no significant difference among male and female employees for employee retention also there was no significant difference between the perception of government and private sector employees.
HEALTH CARE PROFESSIONAL PERCEPTION TOWARDS ENGAGEMENT FACTORS WITH REFERENCE...indexPub
This study aimed to investigate the health care professional perception towards their job engagement with special reference to multispecialty hospital in Chennai. Job engagement factors such as meaningful work, intrinsic rewards, extrinsic rewards, and self-efficacy, departmental support, supervisor support, co-worker support, job autonomy and job security are considered for this study.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. A Study on Impact of Human Resource Practices on Employee Retention in Hotel Industry
http://www.iaeme.com/IJM/index.asp 1351 editor@iaeme.com
1. INTRODUCTION
Today’s Organizations struggle continuously with revolutionary trends such as accelerating
products and technological changes, global competitiveness, deregulation and demographic
change, while simultaneously pursuing services and information society trends. Because of
this turbulent business environment, the retention of employees is one of the challenges that
many organisations face. Loss of employees is a disturbing occurrence. Replacement of
employees in both recruitment and training can be expensive. High levels of employee
turnover may hinder the quality, coherence, and stability of services offered by organizations
to customers and customers (Trevor & Nyberg, 2008). As such, companies have become
knowledge-based, where human capital is clearly considered a vital resource for their
survival. A study on hospital employees revealed that HR practices of rewards and
recognition, career enhancement, performance appraisal directly influence retention of
employees. (Dr. K.S.Sekhara Rao , Ch. Sahyaja , P.Akhil , N.Lakshmi Narasimha, 2018)
The retention of employees shall be the number of existing employees who keep or
remain employed for a fixed period of time. The retention policy should focus on retaining or
losing the losers and retainers of high-performance and talented workers (Blake, 2009).
Retention of employees is crucial to the long-term health and success of your business.
Managers readily agree that the retention of your best staff ensures satisfaction, product sales,
satisfactory staff, succession planning, and deeply integrated organizational knowledge and
learning.
One of the main challenges today of the dynamic hotel industry is to maintain core
employees. Employees are aware of the breakdown of the conventional psychological
relationship between the employer and employee. The best prospects are provided by the high
quality employees who switch from one organization to another. Organizations will
increasingly have to compete for the best skills. As a result, recruiting and selection, training
and development, performance management, retrenchment programs and performance
management are greatly affected.
Successful human resources practices provide a supportive environment for development
and growth. The business benefits in exchange from the standards of service delivered by
professional and loyal employees. These positive results are based on the premise that people
are an asset, and that by investing in them the whole enterprise will achieve greater benefits.
According to Hytter (2007), while this severe situation can lead to a crisis, many
organisations wish to provide long-term tenure to their personnel. Employees with greater
stress will have low job satisfaction and commitment, more likely to quit job and less likely to
adjust to work environment (Dr.G. Sureshkrishna & Dr. Simanchala Das, 2018). Effective
retention management concentrates primarily on those staff groups which, from the point of
view of the company, are the most problem-based.
2. REVIEW OF LITERATURE
Kavitha. C (2013): The investigation concerned the technique used by the leader to retain
employees. The objective of the survey was to learn how retention management works in
practice. The findings of the research showed leaders and their ability to build a culture of
retention, which was a key factor in why workers leave, which ones remains in the business,
and what usually keeps them away from the organization. It is the leader who has a key
influence on people's decision to stay or leave. Research has demonstrated the qualities of a
successful leader and how he plays a key role in the management of retention.
David McMillin, Staff Writer (2013): The study examined that employees in many areas
could enter and leave, but the hospitality industry is taking a much faster turn. The turnover
rate is approximately 20 times higher of hospitality employee. According to new research
3. Kiran Mayi Immaneni and Vedala Naga Sailaja
http://www.iaeme.com/IJM/index.asp 1352 editor@iaeme.com
enhancing retention of employees in the hospitality field, credibility begins with a basic
management attribute. According to the study, there is a clear association between true
leadership and the engagement of an employee and concluded that, this connection interprets
possible retention of employees.
John Walton, Claire Valentin (2013): The creation argue that human resources brings
together a world-renowned community to provide a comprehensive review of contemporary
human resource growth principles , strategies and orthodoxies. It focuses on four main fields
of HRD thought, training concepts, development actions, professional development practices
and team improvement practices and also describes the theoretical and empirical points of
divergence outlining the context, history and current usage.
Yaduveer Singh Chauhan and N. K. Patel (2014): The study revealed the effect on job
satisfaction from different dimensions of HRM practices. Three major factors reflecting the
plurality of HRM activities adopted by different hotels were considered. The study shows that
all HRM measurements of hotels in Udaipur are not equally fulfilled by workers. The
recruiting and selection and working conditions are fulfilled and the development of the
company is unsatisfactory. It is evident that HRM practice in the Udaipur Division hotel
industry has not been fully developed and that it is urgently important, in order to shape and
implement new directives to ensure successful human resources practice, to employ the
services of HRM experts, consultants and researchers.
Dr. Rabiya T.S. Sange (2015): In times of diminishing loyalty, employee engagement is
a powerful retention strategy, making it an essential tool in managing human capital. The
study addresses the need to put recruitment selection, development and succession planning in
place. It has been found that lack of investment in employee engagement, career progression
and meaningful work were found to be the top most reasons for employee quits. Failure to
address the career growth concerns of talented employees will result in losing them at all
times.
Margaret Deery and Leo Jago, (2015): Work life balance has been identified as an
essential variable to retaining staff. Employee attitudes such as job and pay satisfaction or
work overload will impact work-life balance as will personal dimensions such as stress and
substance abuse. The author suggests implementing workplace policies that are strongly
endorsed by staff if retention rates are to be increased. With varying employee needs across
organisations, each organisation must engage with their staff to identify the policies that are
likely to have the most traction.
Kiran Mayi Immaneni and Dr. Vedala Naga Sailaja (2017): The study on industrial
exposure training and factors that contribute to dissatisfaction of students showed content
related causes, personal aspects and external factors as reasons for dissatisfaction. The study
highlights the need to create good first impressions among students of the hospitality industry
motivating them to build careers within the industry.
Arhan Sthapit and Bikash Shrestha (2018): The research explores practices and
strategies for HR retention. The paper discusses the effects of human resources management
on retention and the moderating effect on retention factors of HR in the hospitality industry in
Nepal of the management hierarchy, age group and gender. It found that incentives and
compensation help keep employees at entry level, while branding is a good retention tool for
those at higher ranks. Equal work life and branding of employers help keep workers of the
older age groups while job development is the best and most healthy workplace in Nepal.
K. Hymavathi and Dr. A.B. Saraswathi (2018): Work environment is one of the most
important domains in people’s lives; it contains many components of quality of life. Every
organisation is focused on acquiring and retaining the workforce to sustain the competition.
To analyse the quality of work life, organisations should scrutinize the work environment,
4. A Study on Impact of Human Resource Practices on Employee Retention in Hotel Industry
http://www.iaeme.com/IJM/index.asp 1353 editor@iaeme.com
compensation and rewards, training and development, freedom at work, job satisfaction and
work life balance.
B. Srilakshmi and Dr. Sundari Dadhabai (2018): Organisations have to focus on
effective designing and implementation of HRM practices to gain benefit in multi dimensions.
The key functions of HR department are to attract and retain talented employees, and the
culture they promote affects these functions. The role of HR practices is to assure the needs of
employees through the practices of training, rewards systems, equality of treatment, and
benefits, among others, have a positive influence on employee commitment and reduce the
rate of employee turnover.
Kiran Mayi Immaneni and Dr. Vedala Naga Sailaja (2019): Study on attrition in 4 & 5
star hotels of Hyderabad revealed salary and wages, long working hours, nature of work ,
poor work life balance, Improper employment policies, low job profile and competition as
major factors affecting attrition.
3. OBJECTIVES OF THE STUDY
To understand the relationship between the HRM practices and Employee retention
To identify the factors of HRM practices impact on Employee retention
4. HYPOTHESES OF THE STUDY
H0: There is no relationship between HRM practices and retention of employees.
H0: There is no Impact of HRM practice on retention of employees.
5. SCOPE OF THE STUDY
The present study has considered 4 and 5 Star rated hotels located in Hyderabad district of
Telangana state. The study collected the primary data with support of human resource
department. The study mainly focused on the four key HR practices implemented for the
retention of employees. The following are the practices
Recruitment & selection
Training and Development
Salary and Monetary benefits
Work Environment
6. RESEARCH METHODOLOGY
6.1. Research Design
The study developed a research design based on primary data and attempted to define Human
Resource Practices impact on the Employee Retention.
Data Collection: The study framed the questionnaire in likert scale structure to take the
opinion from the respondents i.e., employees.
Sample Size: The sample considered the opinions of the employees who are working in 5 and
4 star rated hotels located in Hyderabad district of Telangana state.
Sample Method: The study considered the convenient sampling method. The study has
collected Ninety respondents’ opinion through the drafted questionnaire.
Initially unorganised and complex data collected from several aspects of the study were in
their raw state. By using the reliability test cronebach’s Alpha has been applied on the likert
scale questions and observed cronebach’s Alpha value is greater than the base value (0.842 <
0.7). The following statistical techniques have been used to analyze the data:
5. Kiran Mayi Immaneni and Vedala Naga Sailaja
http://www.iaeme.com/IJM/index.asp 1354 editor@iaeme.com
Bivariate Correlation: The study applied the bivariate Correlation to measure the HR
practices relationship with the Employee Retention.
Structural Equation Model: The study has considered the SEM through the AMOS
software to know the impact of multiple independent variables (HR Practices) on one
dependent variable (Employee Retention).
7. TABULATION OF DATA ANALYSIS
7.1. Objectives -1: To understand the relationship between the HRM practices
and Employee retention
The study aims to investigate the relationship between HRM practices and the retention of
employees in the hotel industry and to gather data from 5-star and 4-star hotel staff. The study
considered the response of employees with at least 1 year of experience in the industry.
Bivariate correlation is the statistical tool is applied on the data collected and the following is
the hypothesis.
7.2. Objective Hypothesis
H0: There is no relationship between HRM practices and retention of employees.
H1: There is relationship between HRM practices and retention of employees.
The table shows the bivariate correlation of HRM practices and employee retention in the
5 and 4 star hotel industry
Table 1 Relationship between HRM Practices and Retention of Employees
Employee
Retention
Recruitment
& selection
Training and
Development
Salary and
Monetary
benefits
Work
Environment
Employee
Retention
Pearson
Correlation
1
Sig. (2-tailed)
N 90
Recruitment &
selection
Pearson
Correlation
.761 1
Sig. (2-tailed) .031
N 90 90
Training and
Development
Pearson
Correlation
.606 .578 1
Sig. (2-tailed) .021 .038
N 90 90 90
Salary and
Monetary benefits
Pearson
Correlation
.783 .607 .751 1
Sig. (2-tailed) .037 .023 .034
N 90 90 90 90
Work
Environment
Pearson
Correlation
.549 .398 .617 .454*
1
Sig. (2-tailed) .646 .041 .027 .016
N 90 90 90 90 90
* Correlation is significant at the 0.05 level (2-tailed).
Source: Compiled on Primary data
6. A Study on Impact of Human Resource Practices on Employee Retention in Hotel Industry
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Here, four HRM practices were considered, namely Recruitment & Selection, Training &
Development, Salary & Monetary Benefits and Work Environment Practices. As a result,
HRM practices are positively correlated with employee retention and have found that
practices related to recruitment & selection (0.761) and salary & monetary benefits (0.783)
are strongly correlated. Training & development is related to 0.606. Whereas the working
environment value of correlation is 0.546, the working environment is moderately correlated.
The P-value of the practices is found to be less than 0.05, indicating the rejection of the Null
Hypothesis and acceptance of the Alternative Hypothesis i.e., a significant relationship exists
between HRM practices and Retention of employee in hotel industry.
7.3. Objective 2: To identify the factors of HRM practices impact on Employee
retention
This objective made an attempt to determine the effect of HRM practices on the retention of
employees working in a 5-star and 4-star hotels. Here, considering four parameters, each is
coded and combined and interlinked at the same time to create a hypothesized model. For this
purpose, first, the model estimated fitness index, followed by the model consistency, which
indicates that the model is significant. Finally, the hypothesized model (SEM model) was
framed to identify the estimated results of the model.
Table 2 Goodness of Fit test Results
Fit statistic
Recommended
Value
Obtained
Value
Chi square 284.25
Df 41
Chi square significance p < = 0.05 0.024
Goodness Fit Index >0.90 0.913
Adj. Goodness Fit Index >0.90 0.922
Normed Fit indexes >0.90 0.941
Relative Fit Index >0.90 0.921
Comparative Fit Index >0.90 0.931
Tucker Lewis Index >0.90 0.906
RMSEA <0.05 0.021
Source: Compiled on Primary data
Further, Goodness of fit index indicates the fitness of hypothesized model. The result
indicates that GFI (“Goodness Fit Index”) is 0.913 and “Adjusted Goodness of fit Index” is
0.922 which are observed to be above the recommended level. “Normed fit Index” seems to
be greater than 0.90 and “Relative fit index” is 0.921. Goodness index like “Comparative Fit
index” (0.931) and “Tucker Lewis Index” (0.906) are observed to be above the cutoff level.
Root mean Square is 0.021 which implies the significance of the model. Hence goodness of
fit index concluded that the model is satisfactory. The study has framed the following
hypothesis to test with the statistical method of structural equation model.
H0: There is no Impact of HRM practice on retention of employees in Hotel Industry.
H1: There is an Impact of HRM practice on retention of employees in Hotel Industry.
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Figure 1 Path Diagram
Source: Compiled on Primary data
Table 3 HRM Practices Impact on Retention of Employees
Parameters Estimate S.E C.R Sig.
Recruitment & selection
Selection procedure is fair and equitable <-----
Recruitment &
selection 0.517 0.241 2.145228 0.007
Selection systems are highly scientific and
rigorous. <-----
Recruitment &
selection 0.289 0.143 2.020979 0.041
Selection based on the knowledge, abilities
and attitudes desired <-----
Recruitment &
selection 0.671 0.287 2.337979 ***
At recruitment and selection, adopt valid and
standardized tests. <-----
Recruitment &
selection 0.406 0.187 2.171123 0.032
Training and Development
Managers participate in the identification of
employee training needs <-----
Training and
Development 0.423 0.176 2.403409 0.024
The Faculty of Training process rich potential
from its operational fields <-----
Training and
Development 0.331 0.141 2.347518 0.019
After training, employees can experience
what they have learned <-----
Training and
Development 0.488 0.219 2.228311 0.02
Provides Performance based feedback and
advice to employees <-----
Training and
Development 0.573 0.248 2.310484 ***
Salary and Monetary benefits
The compensation in your organization is
based on the employee's competence or skills <-----
Salary and
Monetary
benefits 0.472 0.222 2.126126 0.026
Provides health protection schemes <-----
Salary and
Monetary
benefits 0.411 0.196 2.096939 0.032
Salaries and other benefits in your hotel are
similar to the market. <-----
Salary and
Monetary
benefits 0.606 0.271 2.236162 ***
As required by statutory requirements, your
organization provides benefits such as EPF,
ESI etc. <-----
Salary and
Monetary
benefits 0.664 0.266 2.496241 ***
Work Environment
Existence of Good working relationships <-----
Work
Environment 0.522 0.187 2.791444 0.018
Effective Communication with Manager. <----- Work 0.326 0.162 2.012346 0.031
8. A Study on Impact of Human Resource Practices on Employee Retention in Hotel Industry
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Environment
Follows a bias free performance appraisal
system <-----
Work
Environment 0.481 0.214 2.247664 0.028
Offered adequate guidance related to their
employment issues <-----
Work
Environment 0.291 0.109 2.669725 0.035
HR Practices
Recruitment & selection <-----
Employee
Retention 0.709 0.317 2.236593 ***
Training and Development <-----
Employee
Retention 0.541 0.214 2.528037 0.014
Salary and Monetary benefits <-----
Employee
Retention 0.622 0.274 2.270073 ***
Work Environment <-----
Employee
Retention 0.456 0.198 2.30303 0.031
Source: Compiled on Primary data
The table shows the factors of HRM practices affecting the retention of staff in the hotel
industry. The study used the Structural Equation model to determine the regression weight
with respect to HRM retention practices, following are the results of HRM practices.
7.4. Recruitment & Selection
"Recruitment & Selection is an important HRM operation designed to maximize employee
strength in order to meet the strategic objectives and objectives of the employees." Four
Recruitment & Selection Practices were considered in which "Selection based on the
knowledge, skills & attitudes desired" and "Selection procedure is fair and equitable" are
strongly influenced by employee retention, implying that the majority of employees in the
Star Hotel strongly agree that selection procedure is based on the knowledge, skills & attitude
of the employee and are fair and Equitable. The remaining practices are found to have a
significant impact but are moderately affected on employee retention rate.
7.5. Training and Development
The table shows that training and development practices have a significant impact on
employee retention. The study considered four practices related to training and development
in the hotel industry. Among the four practices, "Performance-based feedback & advice" and
"providing opportunities to experience what they learn" are two practices that have a
significant impact on employee retention, which means that the effectiveness of these
practices will help employees develop their ability to learn how to adapt to new work. There
are some practices under training & development that had a significant impact on employee
retention, namely "participation of the manager in identifying employee training needs" and
"providing a rich potential faculty training process from its operational field."
7.6. Salary and Monetary Benefits
Salary and monetary benefits play a predominant role in industrial HRM practices. Here, the
study considered four practices related to salary and monetary benefits provided by the star
hotel in Hyderabad District. "Maintaining salary, similar to the market" and "Providing
statutory benefits" are practices that are found to have a significant impact on employee
retention, implying efficiency in these practices will boost employee retention and the study
stated that employees are satisfied with the basic pay and statutory benefits provided to them.
Provide health claims schemes are other practices that have a significant effect on the
retention of employees.
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7.7. Work Environment
"Good working relationship" and "free performance assessment system" are two work
environment practices that boost employee retention rate and the study stated that employees
are neither satisfied nor dissatisfied (neutral) with the working environment practices
provided by the star hotels. It also found that "Effective communication with managers" and
"Adequate guidance on their employment issues" are other key practices of Work
Environment that enhance the retention rate. Improved quality of work life leads to higher
levels of job satisfaction which in turn reduces the employee turnover rate associated with job
satisfaction. (Dr. K.S.Sekhara Rao, Ch. Sahyaja, P.Akhil and N.Lakshmi Narasimha, 2018).
Proper health, safety and welfare measures motivates the employee and minimizes employee
turnover.(Aishwarya Jaju, J.Susan & Ravikanth, 2018).
In addition, the study estimated that the four HRM practices Recruitment & Development
and Salary & Monetary Benefit have a significant impact on the retention rate. However, the
remaining two practices, namely training & development and the working environment, are
moderately affected. It concluded that any change to HRM practices would have a direct and
indirect effect on retention and attrition rates.
Therefore, null hypothesis has been rejected and the alternative hypothesis has been
accepted i.e., selected key four HR practices have a significant impact on the employee
retention in the Hotel industry. The following findings have been derived.
The study found that recruitment and selection practices (0.761) and salary and
monetary benefits (0.783) were strongly correlated. Training & development is related
to 0.606, while the working environment is moderately correlated. It stated that star
hotels maintain an efficient relationship between HRM practices and retention rate of
employees which will be one of the reasons for reduction of the attrition rate in the
hotel industry.
Majority of employees at Star Hotel strongly agree that the selection procedure is
based on the knowledge, skills and attitude of the employee and is fairly conducted so
that these practices have a significant impact on the retention rate.
Performance-based feedback & advice and "providing opportunities to experience
what they learn" are practices that will encourage employees to develop their ability to
learn how to adapt to new work.
Employees are satisfied with the basic pay and statutory benefits provided to hotel
industry and study synchronized that "Maintaining salary, similar to the market" and
"Providing statutory benefits" will boost employee retention.
It is estimated that employees are neither satisfied nor dissatisfied (neutral) with the
working environment practices provided by these star hotels.
8. CONCLUSION OF THE STUDY
Owing to the uncertainty of the economic environment, hotel industry is witnessing
significant shifts in demand for the goods and services they deliver and are under pressure to
increase efficiency in order to meet operational goals and priorities. This has increased the
need for organizations not only to improve their way of delivering services, but also to review
their practices, organizational objectives, vision, performance goals, and performance actions.
In today's corporate climate, retention of employees is one of the most argued challenges, and
it can be important to recognize the causes for workforce attrition and to enforce the
appropriate strategies to maintain workers. The presence of a significant number of skilled
workers within the organization would be an essential source of competitive advantage for an
enterprise. The present study has focused on the employee retention in 5 and 4 star rated
10. A Study on Impact of Human Resource Practices on Employee Retention in Hotel Industry
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hotels located in Hyderabad city. The considered four key Human resource management
practices measured the relationship with employee retention which revealed a significant
relation with all the selected four factors with employee retention. The structural equation
model has been applied to know the multiple independent variables (HR practices) on the
dependent variable (employee retention). The study result stated Recruitment and Selection
having a higher impact on the employee retention in Hotel industry. Hence, there is a need to
do further research in this area by focusing on the employer perception on the attrition of
employee in Hotel industry.
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