The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
3hr sem nmims june 2021 solved assignments rachitvishnoi1
This document contains internal assignments for various HR-related courses at NMIMS Global Access School for Continuing Education. The assignments cover topics like compensation and benefits, industrial relations, manpower planning, organization culture, organizational design, and performance management. Some of the questions ask students to analyze case studies, recommend solutions to issues faced by organizations, differentiate between concepts, and design aspects like 360-degree feedback forms. The assignments aim to assess students' understanding of key HR concepts through practical applications and critical thinking.
Impact of employer branding on employee attraction andAlexander Decker
This document discusses the impact of employer branding on employee attraction and retention. It finds that employer branding influences employees' decisions to join and remain with an organization. Specifically, it was found that an organization's brand name and reputation may significantly impact whether employees are attracted to work there and choose to stay. The document also discusses how employer branding involves promoting a clear view of what makes a company appealing and different as an employer both internally and externally. This can help reduce employee turnover and attract better candidates. Overall, the study suggests that employer branding processes are used by organizations to attract employees and customers.
This document is a project report on effective employer branding for knowledge worker retention. It discusses employer branding, which involves developing an image of an organization as an attractive employer to current and potential employees. The report will examine employer branding strategies used by different organizations and their role in engaging employees. It will focus on how learning and development activities can fulfill employer brand expectations and stimulate engagement. The report includes an index listing the various chapters that will analyze data on the relationship between employer branding and factors like management, organizational prestige, motivation, and retention rates. Tables with data and findings from the research will also be included.
The document summarizes key findings from a survey of HR professionals in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their workforce was engaged, while 36% saw room for improvement in engagement. Capturing why employees leave was important for retention.
- 86% could track why employees leave, with top reasons being lack of vision, appreciation, and development opportunities.
- 54% reviewed employee performance once per year, while there is a shift towards more frequent, collaborative reviews.
- Over 80% heavily relied on recruitment agencies, despite potential for cost savings through in-house recruiting using applicant tracking systems.
The document presents a study on employer branding for knowledge worker retention. It discusses the significance of employer branding for attraction, retention and engagement of employees. The objectives of the study are to identify the dimensions of employer branding and examine the relationship between employer branding and employee retention and motivation. The study uses a descriptive and exploratory research design with a sample of 67 employees. Correlation analysis is used to analyze the relationship between employer branding and various factors like organizational prestige, leadership, organizational fit, motivation etc. The results indicate significant positive correlations between employer branding and these factors. Suggestions are provided to improve employer branding.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
This document discusses talent management strategies at Google Inc. It analyzes their motivation and reward strategies using needs-based approaches. Google meets employees' intrinsic needs through attractive compensation, flexible work schedules, opportunities for professional growth, and an entrepreneurial culture. Their flat structure and autonomous work groups foster creativity and collaboration. While Google's strategies effectively attract and retain top talent, continued efforts to financially involve employees through ownership stakes could further improve motivation.
This document provides an overview of employee retention and the healthcare industry in India. It discusses that employee retention involves encouraging employees to remain with an organization. Retaining key employees is critical for long-term success. The healthcare industry in India includes hospitals, health insurance, medical software/equipment, and pharmacies. It is growing rapidly due to rising incomes and health awareness. Factors attracting corporations to healthcare include recognition as an industry, socioeconomic changes, brand development, and the opening of the insurance sector. The document then discusses characteristics of the service industry like intangibility and perishability as they relate to hospitals.
3hr sem nmims june 2021 solved assignments rachitvishnoi1
This document contains internal assignments for various HR-related courses at NMIMS Global Access School for Continuing Education. The assignments cover topics like compensation and benefits, industrial relations, manpower planning, organization culture, organizational design, and performance management. Some of the questions ask students to analyze case studies, recommend solutions to issues faced by organizations, differentiate between concepts, and design aspects like 360-degree feedback forms. The assignments aim to assess students' understanding of key HR concepts through practical applications and critical thinking.
Impact of employer branding on employee attraction andAlexander Decker
This document discusses the impact of employer branding on employee attraction and retention. It finds that employer branding influences employees' decisions to join and remain with an organization. Specifically, it was found that an organization's brand name and reputation may significantly impact whether employees are attracted to work there and choose to stay. The document also discusses how employer branding involves promoting a clear view of what makes a company appealing and different as an employer both internally and externally. This can help reduce employee turnover and attract better candidates. Overall, the study suggests that employer branding processes are used by organizations to attract employees and customers.
This document is a project report on effective employer branding for knowledge worker retention. It discusses employer branding, which involves developing an image of an organization as an attractive employer to current and potential employees. The report will examine employer branding strategies used by different organizations and their role in engaging employees. It will focus on how learning and development activities can fulfill employer brand expectations and stimulate engagement. The report includes an index listing the various chapters that will analyze data on the relationship between employer branding and factors like management, organizational prestige, motivation, and retention rates. Tables with data and findings from the research will also be included.
The document summarizes key findings from a survey of HR professionals in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their workforce was engaged, while 36% saw room for improvement in engagement. Capturing why employees leave was important for retention.
- 86% could track why employees leave, with top reasons being lack of vision, appreciation, and development opportunities.
- 54% reviewed employee performance once per year, while there is a shift towards more frequent, collaborative reviews.
- Over 80% heavily relied on recruitment agencies, despite potential for cost savings through in-house recruiting using applicant tracking systems.
The document presents a study on employer branding for knowledge worker retention. It discusses the significance of employer branding for attraction, retention and engagement of employees. The objectives of the study are to identify the dimensions of employer branding and examine the relationship between employer branding and employee retention and motivation. The study uses a descriptive and exploratory research design with a sample of 67 employees. Correlation analysis is used to analyze the relationship between employer branding and various factors like organizational prestige, leadership, organizational fit, motivation etc. The results indicate significant positive correlations between employer branding and these factors. Suggestions are provided to improve employer branding.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
This document discusses talent management strategies at Google Inc. It analyzes their motivation and reward strategies using needs-based approaches. Google meets employees' intrinsic needs through attractive compensation, flexible work schedules, opportunities for professional growth, and an entrepreneurial culture. Their flat structure and autonomous work groups foster creativity and collaboration. While Google's strategies effectively attract and retain top talent, continued efforts to financially involve employees through ownership stakes could further improve motivation.
This document provides an overview of employee retention and the healthcare industry in India. It discusses that employee retention involves encouraging employees to remain with an organization. Retaining key employees is critical for long-term success. The healthcare industry in India includes hospitals, health insurance, medical software/equipment, and pharmacies. It is growing rapidly due to rising incomes and health awareness. Factors attracting corporations to healthcare include recognition as an industry, socioeconomic changes, brand development, and the opening of the insurance sector. The document then discusses characteristics of the service industry like intangibility and perishability as they relate to hospitals.
A STUDY ON EMPLOYEE RETENTION PRACTICES OF AUTOMOBILE INDUSTRIES IN INDIA WIT...IAEME Publication
This document summarizes a study on employee retention practices in the automobile industry in India, specifically at Hyundai Motors in Chennai. The study had several objectives: to examine employee satisfaction, training and development activities, compensation factors, and make suggestions to improve retention strategies. Data was collected through a questionnaire distributed to 500 Hyundai employees. The results showed that employees desired job rotation, staff quarters, education loans, family employment, more training, and better rewards and recognition. The study concluded retention is important for automobile companies to retain talent and achieve objectives, and factors influencing retention should be identified and improved.
The internship opportunity I had with Vodafone Idea Ltd was a great chance for learning and professional development. Therefore, I consider myself as a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period.
Making employee training and development a tool for efficiency and effectiven...Alexander Decker
This document discusses employee training and development in Ghanaian universities. It begins by defining training and development, noting that training focuses on acquiring specific skills for a job, while development focuses on future career growth. The document then outlines some benefits of training and development, including improved employee performance, productivity and efficiency, higher staff retention which reduces costs, and internal promotion opportunities. It concludes by recommending that Ghanaian university management make training and development continuous to maintain and improve employee skills and motivate professional growth.
Compensation benchmarking case study 2014-15Varun Tandon
This case discusses a compensation benchmarking study conducted for key players in the Indian healthcare sector in 2014-15 by SDF. Data was collected from over 21,000 employees across 5 leading healthcare providers, covering 142 unique positions across 28 departments and 7 management levels. Hospitals were classified into sizes and roles were matched based on skills, responsibilities, etc. Analysis determined the 10th-90th percentile ranges for each position. Individual salaries were also compared to market rates. The study helped participants benchmark roles and compensation levels, identify variabilities, realign structures, and derive insights to make compensation more competitive.
ASSESSING THE ROLE OF ATTRITION IN A DIVERSE WORKPLACE ENVIRONMENTIAEME Publication
The world of work is shifting from an agriculture-centered to an Industrial one,
from self-employed workers to salaried employees and our modern economies are
slowly transitioning towards collaboration and competition. Today, the boundaries of
contemporary organizations are blurring; information technologies are allowing
individuals and companies to set base away from cities; shared working spaces are
triggering new forms of collaborations between individuals and corporations. The
main purpose of this research is to find out the main causes which increase the
employee turnover in BPO companies and to find out the way to control attrition. The
study is descriptive in nature. The study was carried out in BPO companies. Mixed
methodology was used in this study. For analysis purpose chi-square, Rank
correlation and percentage method has been used.
This document discusses the importance of human resource management in organizations. It describes how HR helps organizations hire skilled employees, achieve objectives through strategic planning, and provide professional development training. The document also examines how HR can help give organizations a competitive advantage through activities like determining beneficial training programs, managing union relationships, and helping organizations adapt to changes.
This document discusses considerations for developing effective learning programs for employees. It begins by outlining myths and facts about talent development, including that spending and budgeting for training are important drivers of employee engagement. Training 2-5 days per employee on average can increase employee revenue. New ways of working require new approaches to learning that leverage technologies like blended learning. Key factors for learning programs include never cutting compliance training, adapting learning to new ways of working, and using technology to enhance learning efficiency and results.
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
The document discusses a human resource management assignment for BBMC organization. It provides an analysis of BBMC's strengths, weaknesses, opportunities, and threats in relation to a recent change of implementing e-commerce. It recommends HR practices like recruiting, training, and developing employees to help adopt the change successfully. These include hiring IT staff, providing training to current employees on e-commerce, and monitoring progress after implementation. The summary aims to capture the key topics, analyses, and recommendations regarding HR practices for managing organizational change at BBMC.
This document summarizes a research study that analyzed the impact of employee engagement factors on employee performance at an Indonesian palm oil research center (PPKS). The study found that leadership, achievement, and equity factors simultaneously and partially influenced employee performance, but camaraderie did not have a significant partial effect. The document provides background on PPKS and issues with employee performance. It reviews literature on employee engagement factors (leadership, achievement, camaraderie, equity) and performance. The study used a survey to collect data from 78 PPKS employees and analyzed it using multiple linear regression to test hypotheses about the influence of engagement factors on performance.
This document discusses emerging trends in HR practices, focusing on Maruti Suzuki India Limited (MUL). Key points include:
1. HR is evolving from an administrative role to a strategic business partner. Talent management, employer branding, and recruitment as a strategic tool are emerging trends.
2. MUL faced increased competition after deregulation in 1998. To revive business, it shifted from production-focused to customer-focused, and HR evolved from administrative to strategic.
3. MUL implements various practices to engage and retain talent, such as a buddy system for new hires, 360-degree feedback, and "Tea with MD" forums. As a result, MUL's attrition rate is
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
Talent Acquisition Strategy in Supplementary Education Space - A Challengesenbhaskar
The document discusses strategies for talent acquisition in the supplementary education sector. It outlines key steps in developing an effective talent acquisition strategy, including talent planning, attracting talent through employer branding, and hiring techniques. The objective is to equip organizations with the best available talent to support growth in the competitive supplementary education market. Some of the challenges discussed are the lack of quality education and demand for test preparation coaching services in India.
This study qualitatively examines managing talent in two leading companies in Malaysia.
The objectives of the study are to understand the practice of talent management , to examine the
definition of talent management, to identify the approaches of talent management applied by the
companies, to determine the differences of talent management approaches, to identify the problems
in managing talent in the companies and lastly to identify the effectiveness of the talent
management practiced by these companies. In depth interview with the relevant personnels were
being conducted and transcribed verbatim.Constant comparative analysis technique of data analysis
was employed in analysing the data. The study found that all the companies have started embarking
on talent management programs due to the internal and external business pressure. However, each
company was discovered to have different philosophy and approach in managing, developing and
retaining their talent. This paper also discusses the challenges faced by companies in managing their
talent and also some suggestions for improvement.
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
Managing human resources in today’s dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. Our research project deals with “Human Resources development and Performance Appraisal as carried out at Melsta Regal Finance Ltd”. In this report, we have studied & evaluated the human recourse development and performance appraisal process as it is carried out in the company.
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
This document summarizes a study on the effect of on-the-job training on employee performance at Mumias Sugar Company in Kenya. It provides background on the importance of training employees and discusses previous research showing a relationship between training and improved performance. The objectives of the current study were to examine how on-the-job training affects employee performance, task requirements, and job satisfaction at Mumias Sugar Company. A descriptive research design was used involving questionnaires distributed to employees. The findings suggested that on-the-job training enhances employee capabilities and improves performance.
MGMT3429 Strategic Human Resources Management.docxstirlingvwriters
The document discusses problems facing Job Filler LLP, a recruitment consultancy, including decreasing employee motivation and retention issues. Sarah, who directs the company, wants to analyze and improve recruitment and people management policies. Currently, policies like limited training opportunities, fixed wages, and a lack of rewards are negatively impacting employees. To address retention problems, Sarah needs new policies that motivate employees and offer growth opportunities through training and higher pay linked to performance.
HR AND COMPETITIVE ADVANTAGE-A comprehensive guide to using HR activities to ...Summaya Sharif
The essay is written to answer the ubiquitous organizational query; “How HRM activities enable organizations to become more competitive in their markets?”. With this essay organizations can gain a comprehensive, intricate, and pragmatic knowledge on how they can use HR as a competitive advantage so that they’re capable of making the most out of their HR activities and boost their competitiveness to stand not just firm but sui-generis in the market.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
Running head STAFFING THE HUMAN RESOURCE DEPARTMENT .docxtoltonkendal
Running head: STAFFING THE HUMAN RESOURCE DEPARTMENT 1
STAFFING THE HUMAN RESOURCE DEPARTMENT 7
Staffing the Human Resource Department
Johnell Davis
Dr. L. Love
HRM 599
August 16, 2017
Human Resource Functions and Significance
The Maximum Extermination Pest Control (MEPC) is the company I chose as the key company in trying to create a comprehension of the various human resource functions in the market. For understanding the company’s business strategy, the human resource department developed a strategy made up of staff with detailed information. The staff also comprised of highly innovative and creative individuals with an exceeding initiative. The team comprised of a strong sales status; marketing and recruitment skills; benefits and compensation standards; and a good corporate reputation that defines high-quality customer service. Whenever a firm develops an efficient human resource department, it enables its operations to acquire a good structure and the capability to meet its goals since the department allows it to manage its most valuable resources, employees, and the human capital. Three key human resource functions tend to exist in such a company. The human resource functions possess a significant status when it comes to adding value to the human resource department about the vision and mission of the Maximum Extermination Pest Control Company. The human resource functions also influence the process of recruitment, compliance, and the aspect of benefits and compensation. For the company to acquire the right skills and the specific staff, it should come up with an aptitude to train and develop the needed skills.
The management may have to devise an in-house team for the recruitment process to enable the right strategies in developing the workforce of the company. As with the external recruiters, the responsibilities and their roles need to be advertised to the market to source for the right candidates, screen the applicants, and undertake interviews. The human resource department needs to coordinate with the different managers to influence the final selection of the desired candidates. The success found in the recruitment process and the significance of the roles of the individuals involved is meant to develop the company’s workforce. The different efforts of the individuals found in the human resource department tend to have a positive and desired contribution to the success of the company (Nyberg, Moliterno, Hale Jr, & Lepak, 2014). The company needs to develop a reward system to boost their morale and influence high performance. The performance measures may have a basis on the number of the positions that they need to be filled and the amount of time required filling the positions. The second function of the human resource may comprise of the benefits and compensation function ...
A STUDY ON EMPLOYEE RETENTION PRACTICES OF AUTOMOBILE INDUSTRIES IN INDIA WIT...IAEME Publication
This document summarizes a study on employee retention practices in the automobile industry in India, specifically at Hyundai Motors in Chennai. The study had several objectives: to examine employee satisfaction, training and development activities, compensation factors, and make suggestions to improve retention strategies. Data was collected through a questionnaire distributed to 500 Hyundai employees. The results showed that employees desired job rotation, staff quarters, education loans, family employment, more training, and better rewards and recognition. The study concluded retention is important for automobile companies to retain talent and achieve objectives, and factors influencing retention should be identified and improved.
The internship opportunity I had with Vodafone Idea Ltd was a great chance for learning and professional development. Therefore, I consider myself as a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period.
Making employee training and development a tool for efficiency and effectiven...Alexander Decker
This document discusses employee training and development in Ghanaian universities. It begins by defining training and development, noting that training focuses on acquiring specific skills for a job, while development focuses on future career growth. The document then outlines some benefits of training and development, including improved employee performance, productivity and efficiency, higher staff retention which reduces costs, and internal promotion opportunities. It concludes by recommending that Ghanaian university management make training and development continuous to maintain and improve employee skills and motivate professional growth.
Compensation benchmarking case study 2014-15Varun Tandon
This case discusses a compensation benchmarking study conducted for key players in the Indian healthcare sector in 2014-15 by SDF. Data was collected from over 21,000 employees across 5 leading healthcare providers, covering 142 unique positions across 28 departments and 7 management levels. Hospitals were classified into sizes and roles were matched based on skills, responsibilities, etc. Analysis determined the 10th-90th percentile ranges for each position. Individual salaries were also compared to market rates. The study helped participants benchmark roles and compensation levels, identify variabilities, realign structures, and derive insights to make compensation more competitive.
ASSESSING THE ROLE OF ATTRITION IN A DIVERSE WORKPLACE ENVIRONMENTIAEME Publication
The world of work is shifting from an agriculture-centered to an Industrial one,
from self-employed workers to salaried employees and our modern economies are
slowly transitioning towards collaboration and competition. Today, the boundaries of
contemporary organizations are blurring; information technologies are allowing
individuals and companies to set base away from cities; shared working spaces are
triggering new forms of collaborations between individuals and corporations. The
main purpose of this research is to find out the main causes which increase the
employee turnover in BPO companies and to find out the way to control attrition. The
study is descriptive in nature. The study was carried out in BPO companies. Mixed
methodology was used in this study. For analysis purpose chi-square, Rank
correlation and percentage method has been used.
This document discusses the importance of human resource management in organizations. It describes how HR helps organizations hire skilled employees, achieve objectives through strategic planning, and provide professional development training. The document also examines how HR can help give organizations a competitive advantage through activities like determining beneficial training programs, managing union relationships, and helping organizations adapt to changes.
This document discusses considerations for developing effective learning programs for employees. It begins by outlining myths and facts about talent development, including that spending and budgeting for training are important drivers of employee engagement. Training 2-5 days per employee on average can increase employee revenue. New ways of working require new approaches to learning that leverage technologies like blended learning. Key factors for learning programs include never cutting compliance training, adapting learning to new ways of working, and using technology to enhance learning efficiency and results.
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
The document discusses a human resource management assignment for BBMC organization. It provides an analysis of BBMC's strengths, weaknesses, opportunities, and threats in relation to a recent change of implementing e-commerce. It recommends HR practices like recruiting, training, and developing employees to help adopt the change successfully. These include hiring IT staff, providing training to current employees on e-commerce, and monitoring progress after implementation. The summary aims to capture the key topics, analyses, and recommendations regarding HR practices for managing organizational change at BBMC.
This document summarizes a research study that analyzed the impact of employee engagement factors on employee performance at an Indonesian palm oil research center (PPKS). The study found that leadership, achievement, and equity factors simultaneously and partially influenced employee performance, but camaraderie did not have a significant partial effect. The document provides background on PPKS and issues with employee performance. It reviews literature on employee engagement factors (leadership, achievement, camaraderie, equity) and performance. The study used a survey to collect data from 78 PPKS employees and analyzed it using multiple linear regression to test hypotheses about the influence of engagement factors on performance.
This document discusses emerging trends in HR practices, focusing on Maruti Suzuki India Limited (MUL). Key points include:
1. HR is evolving from an administrative role to a strategic business partner. Talent management, employer branding, and recruitment as a strategic tool are emerging trends.
2. MUL faced increased competition after deregulation in 1998. To revive business, it shifted from production-focused to customer-focused, and HR evolved from administrative to strategic.
3. MUL implements various practices to engage and retain talent, such as a buddy system for new hires, 360-degree feedback, and "Tea with MD" forums. As a result, MUL's attrition rate is
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
Talent Acquisition Strategy in Supplementary Education Space - A Challengesenbhaskar
The document discusses strategies for talent acquisition in the supplementary education sector. It outlines key steps in developing an effective talent acquisition strategy, including talent planning, attracting talent through employer branding, and hiring techniques. The objective is to equip organizations with the best available talent to support growth in the competitive supplementary education market. Some of the challenges discussed are the lack of quality education and demand for test preparation coaching services in India.
This study qualitatively examines managing talent in two leading companies in Malaysia.
The objectives of the study are to understand the practice of talent management , to examine the
definition of talent management, to identify the approaches of talent management applied by the
companies, to determine the differences of talent management approaches, to identify the problems
in managing talent in the companies and lastly to identify the effectiveness of the talent
management practiced by these companies. In depth interview with the relevant personnels were
being conducted and transcribed verbatim.Constant comparative analysis technique of data analysis
was employed in analysing the data. The study found that all the companies have started embarking
on talent management programs due to the internal and external business pressure. However, each
company was discovered to have different philosophy and approach in managing, developing and
retaining their talent. This paper also discusses the challenges faced by companies in managing their
talent and also some suggestions for improvement.
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
Managing human resources in today’s dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. Our research project deals with “Human Resources development and Performance Appraisal as carried out at Melsta Regal Finance Ltd”. In this report, we have studied & evaluated the human recourse development and performance appraisal process as it is carried out in the company.
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
This document summarizes a study on the effect of on-the-job training on employee performance at Mumias Sugar Company in Kenya. It provides background on the importance of training employees and discusses previous research showing a relationship between training and improved performance. The objectives of the current study were to examine how on-the-job training affects employee performance, task requirements, and job satisfaction at Mumias Sugar Company. A descriptive research design was used involving questionnaires distributed to employees. The findings suggested that on-the-job training enhances employee capabilities and improves performance.
MGMT3429 Strategic Human Resources Management.docxstirlingvwriters
The document discusses problems facing Job Filler LLP, a recruitment consultancy, including decreasing employee motivation and retention issues. Sarah, who directs the company, wants to analyze and improve recruitment and people management policies. Currently, policies like limited training opportunities, fixed wages, and a lack of rewards are negatively impacting employees. To address retention problems, Sarah needs new policies that motivate employees and offer growth opportunities through training and higher pay linked to performance.
HR AND COMPETITIVE ADVANTAGE-A comprehensive guide to using HR activities to ...Summaya Sharif
The essay is written to answer the ubiquitous organizational query; “How HRM activities enable organizations to become more competitive in their markets?”. With this essay organizations can gain a comprehensive, intricate, and pragmatic knowledge on how they can use HR as a competitive advantage so that they’re capable of making the most out of their HR activities and boost their competitiveness to stand not just firm but sui-generis in the market.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
Running head STAFFING THE HUMAN RESOURCE DEPARTMENT .docxtoltonkendal
Running head: STAFFING THE HUMAN RESOURCE DEPARTMENT 1
STAFFING THE HUMAN RESOURCE DEPARTMENT 7
Staffing the Human Resource Department
Johnell Davis
Dr. L. Love
HRM 599
August 16, 2017
Human Resource Functions and Significance
The Maximum Extermination Pest Control (MEPC) is the company I chose as the key company in trying to create a comprehension of the various human resource functions in the market. For understanding the company’s business strategy, the human resource department developed a strategy made up of staff with detailed information. The staff also comprised of highly innovative and creative individuals with an exceeding initiative. The team comprised of a strong sales status; marketing and recruitment skills; benefits and compensation standards; and a good corporate reputation that defines high-quality customer service. Whenever a firm develops an efficient human resource department, it enables its operations to acquire a good structure and the capability to meet its goals since the department allows it to manage its most valuable resources, employees, and the human capital. Three key human resource functions tend to exist in such a company. The human resource functions possess a significant status when it comes to adding value to the human resource department about the vision and mission of the Maximum Extermination Pest Control Company. The human resource functions also influence the process of recruitment, compliance, and the aspect of benefits and compensation. For the company to acquire the right skills and the specific staff, it should come up with an aptitude to train and develop the needed skills.
The management may have to devise an in-house team for the recruitment process to enable the right strategies in developing the workforce of the company. As with the external recruiters, the responsibilities and their roles need to be advertised to the market to source for the right candidates, screen the applicants, and undertake interviews. The human resource department needs to coordinate with the different managers to influence the final selection of the desired candidates. The success found in the recruitment process and the significance of the roles of the individuals involved is meant to develop the company’s workforce. The different efforts of the individuals found in the human resource department tend to have a positive and desired contribution to the success of the company (Nyberg, Moliterno, Hale Jr, & Lepak, 2014). The company needs to develop a reward system to boost their morale and influence high performance. The performance measures may have a basis on the number of the positions that they need to be filled and the amount of time required filling the positions. The second function of the human resource may comprise of the benefits and compensation function ...
Running head FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS. .docxwlynn1
Running head: FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS.
The Framework of Strategies for IHRM Functions
Woodrow Rowell
10/6/19
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 2
Overcoming International Talent Acquisition And Workforce Development Challenges
The international market demands that companies acquire a talented workforce and
develop them so that they can remain relevant in the business and organizational setting.
However, various challenges make it quite hard for firms to hire and maintaining a talented
workforce. Some of the challenges include a satisfying job environment, a gratifying salary,
diversified workforce who can work in any country, and the ability to better the skills of the
workforce.
The enhancement of suitable hiring of people with talent requires that there be
multichannel sourcing of the workforce through both the social media and digital process
because it allows a company to have significant numbers of applicants that the company has to
evaluate, compare and pick from (Oracle, 2017). Often, the interview process should cover all
the essential aspects of the expected duties and objectives of the company. With the simulation
systems and automated digital sources, organizations successfully source, assess, and hire top
talent that boosts acquisition of efficiency and effectiveness in the organization (Edmans,
Gabaix, & Genter, 2017). Cloud solutions enhance multitiered screening and evaluation tools to
enhance the interview and requisition of management to have recruiters and hiring process as
positively impressive as possible. Once the workforce who are talented are hired, a company
should work to train and offer them learning opportunities that will make them both more
efficient in their line of specialization and related ones.
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 3
Additionally, the provision of high compensation is another thing a company should offer
even though it is important the compensation suits within the budgetary estimates and is reliably
assessed before one is offered the amount (International Labour Office, 2011). Such a process
will discourage flaws and motivate every worker to do their best (Oracle, 2017). The threat is
that the company has to be quite efficient in choosing the digital solution and assessing the
workforce. Overall, the international HR management sector will increase performance,
productivity, and boost the reputation of the company. The process can also enhance efficient
global management of the workforce and generation of objectives in the international business.
Integrating Self-Managing Teams and HR Processes
Self-Managed Teams have been projected to be a productivity step forward for
organizations since the 1990s. Several businesses have reported on the success result from the
self-managed teams, and the SMTs have also received momentum from people .
BSBHRM501 Manage Human Resource Services.docxstudywriters
This document discusses the human resource management needs and strategies for a medium-sized organization in Brisbane, Australia. It identifies key roles in HR including the HR manager and line managers. It also discusses recruiting, training, retaining employees, diversity considerations, and ensuring strategies comply with legislation and ethics. A cost-benefit analysis found investments in recruitment and training would provide high returns on investment through increased employee retention and satisfaction.
What is Human Resource Management (HRM)? Brief Introduction!Assignment Task
Acquire a more in-depth understanding of Human Resource Management (HRM) from experienced professionals. HRM is a holistic and strategic approach to effectively managing individuals and cultivating a positive work environment. For top-notch and immediate assistance, come to us.
The manager of Motors and More needs to develop a recruitment and retention plan to hire additional employees due to increased product demand. The plan calls for hiring 11 new employees across various departments including manufacturing, operations, sales, marketing, customer service and HR. The company also has a high employee turnover rate that needs to be addressed through improved promotion practices, incentives, flexible work arrangements and training programs. Finally, the summary establishes the need for an HR department to help streamline recruitment and retention functions.
Evaluation Of The Performance ManagementCheryl Brown
Here are the key points from the literature review on NPM and performance management:
- NPM (New Public Management) model focuses on delivering market-inspired results and efficiency/performance.
- NPM originated in developed countries like UK and US under Thatcher and Reagan and then spread globally.
- NPM promotes market-based reforms to public governance systems around the world. Countries felt pressure to adopt NPM reforms from exogenous factors.
- A main goal of NPM is to improve organizational performance through greater efficiency, output measurement, and emphasis on results. Key tools include performance management systems, explicit standards/measures, and increased autonomy/competition.
- Performance management is a core part of NPM
Running Head STAFFING THE HR DEPARTMENT 1STAFFING THE HR DEPA.docxtoltonkendal
Running Head: STAFFING THE HR DEPARTMENT 1
STAFFING THE HR DEPARTMENT 2
Staffing the HR Department
Delores Blango
Dr. Thomas Hennefer
HRM-599 Capstone
May 19, 2018
Introduction
Victory Limited is a company that offers Information Technology solutions to its clients. Over the years, the company has been a role model in the industry which had translated into sales and profitability. However, as the company seeks to expand its horizon, the labor force is incompetently characterized by inefficiency. This occurrence is associated with the weak Human Resource Department in the company. In this research, the focus is on how the Human Resource Department in the company can be improved to ensure the realization of the company's objective of creativity, innovation, and transformation. As an attempt to achieve a competent human resource department, this study outlines critical Human Resource duties which should be pursued to realize the aspirations of the company. Moreover, there is the development of an elaborate job description to ensure highly competent individuals are selected for the Human Resource positions. Similarly, the research provides a recommendation on the recruitment and selection techniques which should be deployed to ensure the acquisition of highly competent individuals in the company. As the study comes to an end, a benefits package is formulated. The basis for the selection of a benefits package is that it will promote the return of investment in the company.
Human Resource Functions
The Human Resource department is the heart of the company which ensures all business operations are undertaken productively and effectively. As discussed above, Victory Limited has an undermined Human Resource Department which adversely affects the efficacy of the company. As the company seeks to achieve the growth trajectory aspired in the company, there is the need for the incorporation of essential HR functions in the Human Resource Department as discussed below:
The first critical function which should be integrated is the recruitment and selection duties. Recruitment is an essential aspect of a company as it ensures that highly competent individuals are selected to contribute to the realization of business objectives (Ryan, 2016). By incorporating the recruitment process at Victory Limited, the company can attract an array of vital knowledge and skills necessary for the company to grow and scale to greater heights. Additionally, the integration of the selection process in the company allows the accurate validation of applicants which translates to the selection of capable employees in the company (Gavrel, 2015). In the long term, this strategy enhances business productivity, creativity, and innovation which foster the cornerstones of the company.
Training is another Human Resource duty which should be integrated into the Human Resource Department of Victory Limited. Training is the systematic approach to informing new employees of ...
1Abstract Fabrics Inc. is an organizationEttaBenton28
1
Abstract
Fabrics Inc. is an organization that focuses primarily on enhancing a global image in marketing all across the world by enhancing its competitive advantage. In order to enhance competitive advantage and improve the overall organization performance, Fabrics Inc. tends to concentrate on improving the professionalism and the skills of employees through an effective training program. Furthermore, the organization tends to ensure that employees can adapt to the market trends, including technological advancements and changes in a business environment. Objectively, Fabrics co. Aims to enhance improved performance and qualification of employees and ensure that they can use the developing technology in the production process. In order to meet these goals, the company needs to start a training program where employees in need of the skills will be trained (Blanchard & Thacker., 2019). Additionally, content that conforms to the goals and objectives of the organization need to be developed. Lastly, Fabrics Inc. requires a coach to carry out the training program.
Meeting these goals and objectives requires Fabrics Inc. to deploy the following steps: 1) Identify the primary goals (improving the performance of all the employees, equipping employees with new skills, and acquiring technological skills for employees). 2) Developing training content (enabling employees to share their experiences by utilizing their abilities and skills, creating a strategic plan that aims at improving employee performance, equipping employees with technological skills and using these skills in a training session, focusing on employee motivation and development of self-training techniques and methods). 3) implementation phase, which involves; planning and developing schedules when training will take place, identifying the time and place where training will take place, hiring a trainee who will coach the employees on the required skills, developing of the courses that will be learned during the training, selecting a target group and designing control strategies for monitoring the training (Blanchard & Thacker., 2019). 4) evaluation phase (analyzing the employee feedback and whether there are any notable changes in employee performance after the training program). Therefore, positive results imply that the training session is helpful in the achievement of goals that are based on improving employee performance at Fabrics Inc. the analysis is based on the strategies that Fabric Inc. need to use to provide the supervisors with the necessary training on how to handle their juniors.
Training Program
This company operates in a highly competitive business environment. Therefore, for Fabrics inc to remain competitive in the market, it must deploy strategies that will improve its operations. This strategy is based on developing a training program that will equip the employees ...
The document discusses several key human resource management trends predicted for 2018, including a focus on continuous feedback and real-time reviews rather than annual reviews. It also mentions the increased use of technology in HR functions like digitized rewards systems, learning management systems, and use of artificial intelligence and bots to assist with repetitive HR tasks like recruiting. Speeding up performance management and increased contingent or part-time workforce management are also highlighted as emerging HR trends.
The document discusses several key human resource management trends predicted for 2018, including a focus on continuous feedback and real-time reviews rather than annual reviews. It also mentions the increased use of technology in HR functions like digitized rewards systems, learning management systems, and use of artificial intelligence for tasks like recruiting to reduce bias. A trend toward contingent workforces and increased part-time employment is also noted.
This document discusses how organizations can cultivate leaders and find and keep motivated employees through effective human resources programs and practices. It outlines several key points, including that developing an HR program to grow leadership is essential, that retaining employees reduces costs associated with turnover, and that understanding motivation theories can help attract and satisfy workers. The document also discusses using strategies, compensation, wellness programs, and developing a mission/values to engage employees and lower attrition.
Running head: TALENT MANAGEMENT 1
TALENT MANAGEMENT 8
Assignment 3
Talent Management Strategy
Salathea Brown
HRM 532 – Talent Management
Strayer University
Dr. Daniel C. Frost
August 14, 2017
All organizations, whether for profit or non-profit, require the right set of human resources to realize its vision and goals. Talent management, therefore, refers to the acquisition, development, and empowerment of human resources so that each in an organization reaches their optimal potential and performs at an optimal capacity. When human resources are well managed, developed and empowered, they become better regarding motivation and skills. The organization stands to operate with higher efficiency and productivity when talent is properly managed. This paper, therefore, seeks to explore specifics of talent management, including strategies, components and future modifications for a for-profit organization (Berger & Berger, 2010).
Talent Management Strategy
An organization that seeks to make a profit must take into account the aspect of efficiency. This is because profits can only be optimized if every employee is operating at an optimal level of productivity and effectiveness. With 200 employees 20 of whom are leaders, talent management strategy must be highly elaborate so that every department is improved at the end of the process. Below are elements of the best strategy such an organization should adopt. Talent management professionals must know what a team is looking for to tailor the process by this vision. More often than not, organizations fail to set a clear vision when hiring talent management professionals. The professionals end up gathering information through a survey of individual employees and making an inductive inference, which may combine conflicting views.
The above-described organization must, therefore, use the success profile technique, which bases the talent management process about the business objectives. The talent expectations according to the success profile should include core competencies, personal attributes, knowledge requirements, and experience. An organization should, therefore, manage talent to strengthen its core competencies and improve on its weakness. To do so, the right combination of personal attributes, knowledge level and experience are necessary considerations (Farndale, Scullion, & Sparrow, 2010).
Alignment of Talent Management Process to Business Strategy
Once the organization has made it clear about what it requires regarding talent, the talent management process should be tailored to reflect the end goal in mind. The employees need to understand the purpose of the talent management process. According to Farndale, Scullion, and Sparrow (2010), the best way to communicate this mission is by ...
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
Running header STRATEGY, PLANNING, AND SELECTION11STRATEGY, .docxrtodd599
Running header: STRATEGY, PLANNING, AND SELECTION 1 1
STRATEGY, PLANNING, AND SELECTION 5
Strategy, Planning & Selection
Melissa Miller
Professor: Dr. Robert Waldo
Strayer University
Global Campus
HRM 599: Human Resources Management Capstone
April 21, 2019
Introduction
A human resource manager has the responsibility for managing the human resource within an organization. The functions in managing the human resource include: recruiting of new employees, compensation of employees in cases of accidents or termination of their contracts, ensuring that the employee receives their benefits, designing work that should be done by employees, and establishing the relationships between colleagues and colleagues and the management in the organization. The primary purpose of human resource managers is to ensure that the productions of an organization increase with the human resources available. So, they have to motivate the employees towards the achievement of the organization’s goals.
Furthermore, they have a role in acquisition, development and retaining the talent that will ensure that the organization competes effectively with its competitors. Human resource managers should also arrange the workforce in a manner that will ensure they deliver effective and hence maximize the production of the organization (VIRÁG & ALBU, 2014). Therefore, this paper analyses some aspects of human resource management.
Business Strategies
Businesses have their distinctive features, and they are unique in the way they do their things. The way various companies market their products, conduct their sales, acquire their customers, and manage their employees will reveal the values of each business. There are multiple strategies in business that can be used or adjusted to suit the needs of the company so that they can improve their businesses. It is essential for human resource managers to understand the strategies of marketing that will enable them the company to compete effectively with other companies. Cost leadership strategy uses price as the basis of competition. In this strategy, the prices are kept low to attract more customers.
Additionally, differentiation is also a strategy in business. In this strategy, the companies provide either unique products or services to compete effectively with their competitors. Lastly, focus niche is also another strategy in business. Focus niche is whereby the enterprises focus on a specific target market to sell their products. Therefore, it is essential for an organization to enhance these business strategies so that they can improve their performance.
Cost leadership strategy will work best for a local organization. In cost leadership, the price is an essential factor in the competition. It is the best for local organizations because the retailers can obtain their goods in massive quantities from the wholesalers at low prices. The retailers for them to thrive in the market they will have to lower their costs for them to.
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
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Human resource-management-essay-on-attracting-and-retaining-staff
1. Human Resource Management Essay
On Attracting And Retaining Staff
Introduction
Attracting and retaining proper talent explored in this human resource
management essay within an organization is the key to achieving performance
and productivity. Employees are the main driving force of an organization and
their skills and competencies help the company to grow and achieve success in
the market. Increasing job satisfaction by delivering satisfaction and breathable
working environment is the key to retaining employees in a company. Talented
employee always offers better performance and productivity from an average one
and their optimum performance increases the overall productivity of the firm
which as a result helps the firm to achieve growth and success. The aim of the
study is to understand the attraction and retention of talent within
communication sector organizations followed by its key challenges.
Discussion
Key challenges mentioned in human resource management essay in attracting
and retaining the workforce in communication sector
The productivity of an organization directly connected with the talent of its
employees. According to the research, high performer employees are 400% more
productive than an average one. However, with great performance, there comes
a few challenges that every organization faces for retaining their talented
2. employees within their framework. Retaining employees need proper planning
and programs by the HR department to increase the satisfaction of the
employees. As an employee, they always seek for workplace safety, job
satisfaction, good and breathable working environment, adequate pay scale and
other additional facilities. Without these factor employee gets frustrated with
their job life and often seeks for other organizations where they can find these
kinds of facilities.
Figure 1: Employee turnover drivers
(Source: AIHR Analytics, 2019)
People are now using the internet and communication technologies more than
before which creates immense pressure on communication industries. Increase in
customer base, the organizations always try to pressure their employees to
deliver maximum work from them. However, due to the extra investment,
companies often avoid to attract an adequate number of employees, instead of
that they try to sort out their queries to their existing number of employees by
3. pressurizing them to do additional work than their usual work shift hours. This
creates immense work pressure on the employees which forces them to change
their current organization and they try to find companies where the working
pressure is manageable (Cloutier et al. 2015). The organization who create
pressure on the employees should focus on recruiting new employees to handle
increasing work pressure or otherwise they will face employee retention
problems.
Another problem discussed in this human resource management essay that
companies usually face is recruiting proper talent for their organization.
Sometimes the employees have no clear idea about their own capabilities and
skills and they often cannot assume their own capabilities. After recruiting these
types of employees, organizations face problems which also creates pressure on
those employees. Sometimes, organizations often find difficult to attract proper
talent and skillsets for their organization and daily operation and in this case, they
have to compromise their requirements to recruit employees for different job
roles (Kossivi, Xu & Kalgora, 2016). The employers have to understand which set
of skills they want from the employees for recruitment. Sometimes diverse skill
sets are also necessary within an employee but due to education system,
sometimes people lack these kinds of skills and abilities within them.
It is mentioned in this human resource management essay that retaining an
employee within every sector is essential and communication sector is no
different than that. Technology is advancing with a high pace and with it, the
apparatus and types of machinery are also evolving with time rapidly within the
4. business framework. Employees who are working within the corporate sector
have to understand, use and maintain these machines properly. However, lack of
knowledge and skills make this difficult for them and sometimes they face fatal
problems due to these reasons. The organizations have to make sure that they
are providing adequate training bad learning sessions to their employees to
increase knowledge on these advanced machines to operate properly (Deery &
Jago, 2015). This can improve their working efficiency and job satisfaction to a
great extent. The employees have to be fluent and habituated with these new
technologies to improve their responsibility and performance.
Employees often avoid giving their optimum performance and output to the
companies. Lack of knowledge, skills, experience or simply work lethargy are the
reason behind it. Because of these reasons, companies fail to utilize the optimum
potential of their employees in their daily work which decreases the productivity
and limits the growth of the company (Qazi, Khalid & Shafique, 2015). Employees
sometimes also oppose the change in the system due to fear which also creates a
problem for the companies. The management body has to make sure that their
employees find their work interesting and to do that the company have to create
good working environment and provide rewards for their work and performance
(Hyphen, 2018).
5. Theme 1: Influence of internal brand management upon job satisfaction level of
employees, brand commitment and talent retention in IBM.
Figure 1: Impact of internal brand management in different factors at IBM
Based on the above graph provided in this human resource management essay it
has been observed that internal brand management has made a positive impact
upon the different aspects in terms of job satisfaction level of employees, Brand
commitment and staff retention at IBM. Having a knowledge regarding the brads
it is necessary that all of the employees are satisfied with their job feeling happy
and recognized by superiors (Burgess et al. 2018). Dedication towards the brand
from employees’ side helps to foster the chances of satisfaction level of
6. employees and brand commitment (Du Preez & Bendixen, 2015). A huge level of
employee retention is also gets fostered by which a good market value is
continued to ensure the continuous improvement of an organization. Company
branding also facilitates the to build a positive image for attracting the best talent
and selecting them based upon the criteria and credibility, the they get selected
after going through the selection process. The employed workforce is efficient
enough to take the responsibilities of being a brand ambassador of an
organization. The customer's interaction capability encourages the employees to
enhance their performance level hence it develops the brand commitment among
them. On the other hand, brand value gets improvised and developed as they are
committed towards the brand by promoting them among key and service
customers. Moreover, high job satisfaction level in employees helps to enhance
the staff retention level at IBM as they feel recognized and emotionally attached
to their superiors through motivation and support. The brainstorming ideas are
recognized by which the employees feel important and recognized by which their
intention to stay is increased to a great extent (Al Mamun & Hasan, 2017). On the
other hand, the brand is also committed to providing the job satisfaction level by
which they remain loyal towards the organization hence productivity is enhanced
to another level. Following the Fair Work Act (2009) is necessary in terms of
workplace relations can be described and the employees can have legal right to
workplace agreements. Moreover, this also facilitates the chances of developing
the relation between the industrial relations with the SHRM (Strategic human
resource management). An ideal relationship also links a business with the HRM
plans and strategies, which increases the market share, profitability, overall
productivity, quality of product. Delphi technique has been adopted for
7. consultation, weighted and structured questionnaire for HR forecasting managers
and supervisors. The HRM needs to take the responsibilities for ensuring that
internal brand management are being focused and talented employees are
getting retained in the organization. The overall productivity level can be
enhanced if the employees are satisfied with their jobs and staff retention gets
fostered by which they are intended to enhance their performance level along
with their commitment towards brand.
Theme 2: Influence of talent management strategies on organizational
performance.
From the above graph provided in this human resource management essay, it has
been observed that talent management strategies are playing an important role
in terms of developing the overall performance of an organization as it possesses
to attract more loyal customers. Organizational performance and activities get
enhanced after choosing appropriate strategies for talent management and
8. ensuring the employees' retention in the organization. Moreover, in this
competitive market it is necessary to analyse the balance between the physical
assets and human capital to gain a competitive advantage from other
organizations (Rukunga & Nzulwa, 2018). On the other hand, some employees
and managers are asked about the Influence of talent management strategies on
organizational performance. Most of the respondents are agreed with the talent
management strategies positive influence of organizational performance and
activities by 38%. More than 5% said that these talent management strategies are
able to enhance the competitive advantage by which the organization can
develop its overall market share and productivity growth to maintain the
competency level in the competitive market. On the other hand, 35%
respondents have been responded that it is neither ineffective nor effective,
which means that they are neutral as they think other attributes are also
important for developing the organizational performance. 19% respondents have
been responded it as an ineffective matter on the other hand 4% respondents
have been responded it as a very ineffective matter in terms of improving the
organizational activities and performance (Radford, Shacklock & Bradley, 2015).
Although, most of them are agreed with the positive impact of adopting talent
management strategies for developing the organizational performance and
employee retention process. The talent management also need to consider the
strategically aligned performance management by counselling of employees,
maintain discipline among them, review of their performance, absence
management and termination. Some factors are able to foster the chances of
talent management strategies in an organization including positive experience of
employees in the organization, prioritizing the talent management strategies by
9. HRM policies and comprehensive understanding of organizational strategies
among HR leaders. Effective talent management is depending upon three
paradigms including positive experience, rapid talent allocation and strategic HR
team by which the overall financial performance also get enhanced (McKinsey &
Company, 2018).
Theme 3: Relationship between talent management strategies and
psychological contract of employees.
From the above chart provided in this human resource management essay, it has
been shown that talent management strategies and psychological contract of
employees are correlated with each other as it has some similar paradigms by
which its attributes are same in some manner. The undefined expectations of
employees have been considered to develop the psychological contract and their
talent (Festing & Schäfer, 2014). In this competitive market, tremendous change
in the globalization causes growing war for searching new talents in terms of
developing the overall performance and increasing the productivity of an
10. organization. Increasing demands for skills and knowledge fosters the chances of
increasing demand of employees when both of the parties are agreed with each
other’s offered services a relationship gets established. Fulfilling the expectations
of both parties whether they are employees or employers are the main factors to
ensure the job satisfaction level and staff retention in an organization. On the
other hand, most of the employees are committed towards a brand by which they
are intended to improve their performance level by which the overall productivity
and market share have increased (Burgess et al. 2018). Moreover, rewards
mangemnt also fosters the chnaces of developing the psychological contract and
their talent by providing them financial rewards including benefits, bonus. Some
intrinsic, extrinsic rewards and some developmental rewards depending upon
their performance level. As per the chart it has been shown that 43%
respondents have agreed that a relationship between both of the talent
management strategies and psychological contract of employees is an important
factor for ensuring the continuous improvement of an organization and job
satisfaction level of employees. 28% respondents have been greatly agreed and
7% respondents have strongly agreed that this kind of relationship can easily
enhance the chance of training purposes by which the quality of offered products
are enhanced. On the other hand, 4 % respondents have strongly disagreed and
18% respondents have responded it neutrally regarding the relationship talent
management strategies and psychological contract of employees (Manxhari,
2015). So, it is necessary that HRM need to pay significant priority towards the
talent management strategies and psychological contract of employees to ensure
that both parties are committed towards the organization and staff retention gets
enhanced.
11. Theme 4: Influence of HRM practices on staff retention in an organization within
this human resource management essay.
A healthy relationship between the staff and the HR management team can be
able to develop the organization into an inclusive work culture by which all of the
employees are treated equally. Moreover, several developmental programs have
been associated with the proper HR practices to foster the chances of fair
environment in the workplace, where no discrimination takes place based upon
their age, gender, and status (Haider et al. 2015). For doing that, On the other
hand, ethical behaviour has been implemented by which the employee growth
gets fostered by which the diversified workplace gets fostered. Moreover, it has
been shown from the above graph that, 44% respondents have been left their job
12. due to insufficient payment, 43% respondents are due to limited career paths,
30% respondents are due to unchallenging work, 27% respondents are due to lack
of recognition and 28% respondents are due to work and life balance. So, it has
been shown in this human resource management essay that there have been
several reasons to leave the job by employees, so it is necessary that employers
are offered them sufficient payment, variations are career paths, new challenges
every day, recognition by which the job satisfaction level gets increased and staff
retention also gets enhanced to a great extent. There are mainly five retention
factors by which the retention of talents can be accomplished including
challenging work, good manager, flexible work arrangements, reasonable
payment and empowerments. Adopting an inclusive work culture in the
organization can be able to develop the overall diversification in the workplace to
fairly treat people for ensuring staff retention (whatishumanresource, 2019).
Theme 5: Impact of bullying and harassment in the workplace and methods of
reducing this problem
Workplace bullying and harassment is a common issue in every organization
nowadays. With time, the issue is getting bigger and bigger and it largely affects
the workplace environment within that organization. The competition is the
market is increasing and with-it people are now trying to secure his or her
position within their workplace by any means (Burgess et al. 2018). The pressure
on the employees are also increasing and to avoid that or to make fun in that,
they take negative approaches within their everyday work environment. There
are different kinds of people present within a workplace, people who are smart
works beside a person who has relatively lower IQ and they becomes the victim of
13. this bullying and harassment. These types of activities mentioned in this human
resource management essay greatly impact the performance of employees who
are being harassed or bullied by others. These types of activities also increase the
chance of employee turnover which is unacceptable for any organization
(Pastorek, Contacos-Sawyer & Thomas, 2015). Bullying and harassment involve
both physical and mental attack by the others which creates immense pressure
on the victim employee. These kinds of harassments include only word of mouth
to sexual harassment. Sometimes workplace conflict turs into a harassment,
which needs to be tackled in the preliminary stage by adapting common
alternative dispute resolution process (ADR). The mental state also gets affected
severely due to these types of activities. Bullying and harassment increase stress
and creates a fear in the employees who get victimized by other employees.
Stress and depression directly affect their performance because they fail to
concentrate on their work resulting decrease in performance and efficiency in
their work.
14. Around 34% of women and 20% men employees get victimized by workplace
bullying and harassment in Australia. Around 20% of people faced sexual
harassment at least once in their workplace (safe work australia, 2019).
The Human Resource (HR) department has to take strict action on this type of
situations and they have to punish the employees who take part in this bullying
and harassment activities. They also have to maintain the government rules and
regulations of this matter have to make sure that each of the employees is free
from harassment or bullying in their organization. Managing the health, safety
and welfare in the workplace is necessary, which can be accomplished by some
prevention and remediation program. Having a dynamic environment is also
essential for inducing the worker’s compensation systems and occupational
15. rehabilitation. The higher authorities have to create a strong code of ethics within
their framework so that their every employee and other officials have to maintain
that code to avoid harassment and discrimination in the workplace.
Conclusion
Retaining employees within an organization is essential for minimizing resource
consumption and increase productivity and efficiency. From the above study of
human resource management essay it has been concluded that job satisfaction,
pay scale, training, workplace environment, harassment, and other factors have
had an immense effect on employee retention. The communication sector
organizations have to make sure that each of their employees is getting adequate
help and training from them to use the latest machines effectively. Assuring
workplace safety and good working ambiance by the HR department, companies
will achieve a stable employee base and satisfied employees within their
organization.
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