Employee Retention Model for the IT/ITES Sector: Embed your Employees through C.A.R.E and Retain them
DOI:
https://doi.org/10.17140/sbrpoj-9-142Keywords:
Human resource management practices, Job embeddedness, Employee retention, Information technology, IndiaAbstract
Purpose
The purpose of this research was to test whether employees’ perceptions of an organization’s human resource management (HRM) practices impact their job embeddedness and, in turn, employee retention in information technology and its related industry (IT/ITES)
Materials and Methods
The current study used job embeddedness, a relatively new construct, to investigate its mediation effect on the relationship between employee retention and six areas of human resource practices: compensation, training and development, performance appraisal, growth opportunities, supervisor support, and job security, focusing on the IT/ITES industry. A survey questionnaire was administered to IT/ITES employees in India during the coronavirus disease-2019 (COVID-19) pandemic, leveraging technology, social media platforms, and the researcher’s connections in the industry. Correlation analysis, regression analysis, and the PROCESS method were used for data analysis.
Results
The study found that job security, growth opportunities, performance appraisal, and supervisor support strongly influenced job embeddedness, while compensation, training, and development had a moderate but significant impact. Growth opportunities and supervisory support were crucial in enmeshing employees and influencing their intention to stay. Compensation is vital, as employees who are not appropriately compensated after training are more likely to switch jobs. Organizations must focus on monetary benefits, ensure competitive compensation packages, and link training and development to enhanced performance appraisals and growth opportunities. Job embeddedness mediated the relationship between HRM practices and employee retention, implying that these practices may not significantly impact retention unless they create fit, links, and sacrifices that embed employees in the organization.
Conclusion
The dimensions of HRM practices that impact job embeddedness were identified as competitive pay, avenues for growth opportunities, relationships with managers, and employment stability, summarized by the acronym Competitive Pay, Avenues for Growth and Appraisal, Relationship with Managers, Employment Stability (C.A.R.E).
References
Tseng C-Y. The Retention of Software Development Employees in the IT Industry in Taiwan. [dissertation]. Lismore, NSW Australia: South-ern Cross University; 2010. 12 Chaturvedi T
Tseng C-Y, Wallace M. Retention of software employees in the IT industry in Taiwan. Paper presented at: Sustainable manage-ment and marketing: Australian and New Zealand Academy of Management (ANZAM) conference; 2009; Canning Bridge, WA, USA.
Bergiel EB, Nguyen VQ, Clenney BF, Taylor GS. Human resource practices, job embeddedness and intention to quit. Management Re-search News. 2009; 32(3): 205-219. doi: 10.1108/01409170910943084
Mitchell TR, Holtom BC, Lee TW, Sablynski CJ, Erez M. Why People Stay: Using Job Embeddedness to Predict Voluntary Turn-over. Academy of Management Journal. 2001; 44(6): 1102-1121. doi: 10.2307/3069391
Shaw JD, Delery JE, Jenkins Jr. GD, Gupta N. An organiza-tion-level analysis of voluntary and involuntary turnover. Academy of Management Journal. 1998; 41(5): 511-525. doi: 10.2307/256939
William Lee T, Burch TC, Mitchell TR. The story of why we stay: A review of job embeddedness. Annu. Rev. Organ. Psychol. Organ. Behav. 2014; 1(1): 199-216. doi: 10.1146/an-nurev-orgpsych-031413-091244
Freyermuth T. Retaining employees in a tightening lbor market, RSMMcGladrey. In: Gaan N. A Revisit on Impact of Job Attitudes on Employee Turnover: An Empirical Study in Indian IT Industry. Vilak-shan: The XIMB Journal of Management. 2011; 8(2).
Wright PM, McMahan GC, McWilliams A. Human resources and sustained competitive advantage: A resource-based perspec-tive. International Journal of Human Resource Management. 1994; 5(2): 301-326. doi: 10.1080/09585199400000020
Wright PM, Rowland KM, Ferris GR. Perspectives on human re-sources management. German Journal of Human Resource Management. 1994; 8(3): 336-352. doi: 10.1177/23970022940080031
Chaminade B. A Retention Checklist: How Do You Rate? 2007. Retrieved on 11th March 2019.
Giri Y. Human Resource Management: Managing People at Work. Mumbai, India: Nirali Prakashan. 2008
Hom PW, Allen DG, Griffeth RW. Employee Retention and Turno-ver: Why Employees Stay or Leave. England, UK: Routledge; 2019: doi: 10.4324/9781315145587
Hom PW, Lee TW, Shaw JD, Hausknecht JP. One hundred years of employee turnover theory and research. Journal of Applied Psychology. 2017; 102(3): 530. doi: 10.1037/apl0000103
James L, Mathew L. Employee retention strategies: IT industry. SCMS Journal of Indian Management. 2012; 9(3): 79-87.
Berry ML, Morris ML. The Impact of Employee Engagement Factors and Job Satisfaction on Turnover Intent. 2008. Website. Original Research | Volume 9 | Number 1 | https://files.eric.ed.gov/fulltext/ED501235.pdf. Accessed April 7, 2024.
Gurumani V. Invaluable tools for talent retention. Human Cap-ital. 2010; 4: 54-55.
Ng’ethe JM, Namusonge G, Iravo MA. Influence of leadership style on academic staff retention in public universities in Kenya. In-ternational Journal of Business and Social Science. 2012; 3(21): 297-302.
Vaiman V. Retention management as a means of protecting tacit knowledge in an organisation: A conceptual framework for professional services firms. International Journal of Learning and Intel-lectual Capital. 2008; 5(2): 172-185. doi: 10.1504/IJLIC.2008.020150
Whitt W. The impact of increased employee retention on per-formance in a customer contact center. Manufacturing & Service Op-erations Management. 2006; 8(3): 235-252.
Mahal PK. HR Practices as Determinants of Organizational Commitment and Employee Retention. IUP Journal of Management Research. 2012; 11(4). 37-53. https://www.proquest.com/open-view/a2e35e94008ed15a8b98fdbfb8537b78/1?pq-origsite=g-scholar&cbl=54462. Accessed April 7, 2024.
Pfeffer J. Competitive Advantage through People. Boston, USA: Har-vard Business School Press; 1994.
Stone RJ, Cox A, Gavin M. Human Resource Management. NJ, USA: John Wiley & Sons; 2020.
Irshad M, Afridi F. Factors affecting employees retention: Ev-idence from literature. Abasyn Journal of Social Sciences. 2007; 4(2): 307-339. Website. http://ajss.abasyn.edu.pk/admineditor/papers/ V4I2-4.pdf. Accessed April 7, 2024.
Kumar R, Arora R. Determinants of Talent Retention in BPO Industry. The Indian Journal of Industrial Relations. 2012; 48(2): 259-273. Website. http://www.publishingindia.com/GetBro-chure.aspx?query=UERGQnJvY2h1cmVzfC8xNTg0LnBkZn-wvMTU4NC5wZGY=.
Lawler EE. III. Strategic Pay: Aligning Organizational Strategies and Pay Systems. 1st ed. San Francisco, USA: Jossey-Bass Publishers; 1990.
Mandhanya Y. Compensation policy a tool; Fostering Employ-ee Retention. Pacific Business Review International. 2016; 8(18): 101- 108. Website. http://www.pbr.co.in/2016/2016_month/Febru-ary/11_Dr_YogitaMandhanya.pdf. Accessed April 7, 2024.
Uwimpuhwe D, Mushabe D, Bally KS. The influence of com-pensation system on employee attraction and retention. Interna-tional Journal of Advanced Academic Research. 2018; 4(11): 91-110. Website. https://www.ijaar.org/articles/Volume4-Number11/So-cial-Management-Sciences/ijaar-sms-v4n11-nov18-p61.pdf. Ac-cessed April 7, 2024. Original Research | Volume 9 | Number 1 | Chaturvedi T
Parker O, Wright L. Pay and employee commitment: The miss-ing link-The company that enhances compensation conditions and practices will likely see an improvement in employee commitment. Ivey Business Journal. 2001; 65(3): 70-73.
Tripathy PK, Trivedi A. Selection and retention of talent in it industry: A study in the state of West Bengal. International Journal of Management (IJM). 2017; 8(4): 98-108. Website. https://iaeme.com/ MasterAdmin/Journal_uploads/IJM/VOLUME_8_ISSUE_4/ IJM_08_04_013.pdf. Accessed April 7, 2024.
Bassi LJ, Van Buren ME. Sharpening the leading edge. Training & Development. 1999; 53(1): 23-32. Website. https:// g o.gale.com/ps/i.do?p=AONE&u=g ooglescholar&id=-GALE|A54278137&v=2.1&it=r&sid=AONE&asid=f61212eb. Accessed April 7, 2024.
Hong ENC, Hao LZ, Kumar R, Ramendran C, Kadiresan V. An effectiveness of human resource management practices on em-ployee retention in institute of higher learning: A regression anal-ysis. International Journal of Business Research and Management. 2012; 3(2): 60-79. https://www.cscjournals.org/manuscript/Journals/ IJBRM/Volume3/Issue2/IJBRM-81.pdf. Accessed April 7, 2024.
Mittar S, Saini S, Agarwal A. Human resource management practices for employee retention in apparel export houses in Delhi NCR. Scottish Journal of Arts, Social Sciences and Scientific Studies. 2014; 17(2): 3-22.
Stein N. Winning the war to keep top talent: Yes you can make your workplace invincible. Fortune. 2000; 141(11): 132-138.
Williams ML, Dreher GF. Compensation system attributes and applicant pool characteristics. Academy of Management Journal. 2017; 35(3): 571-595. doi: 10.5465/256487
Ashby FC, Pell AR. Embracing Excellence. Paramus, NJ, USA: Prentice Hall; 2001.
Biswal MS. Employee turnover vs. retention. International Journal for Computing and Corporate Research. 2013; 3: 1-11.
Brannick J. Seven strategies for retaining top talent. Journal of Business Strategy. 2001; 22(4): Website. http://brannickhrconnec-tions.com/articles/HRArticlesPDF_1210/SevenStrategiesforRe-tainingTopTalent_1210.pdf. Accessed April 7, 2024.
Smith GP. Here Today, Here Tomorrow: Transforming Your Workforce High-Turnover to High-Retention. MI, USA: Dearborn Trade; 2001.
Feldman DC. The dilbert syndrome: How employee cynicism about ineffective management is changing the nature of careers in Organizations. American Behavioral Scientist. 2000; 43(8): 1286-1300. doi: 10.1177/00027640021955865
Highhouse S, Stierwalt SL, Bachiochi P, Elder AE, Fisher G. Effects of advertised human resource management practices on attraction of African American applicants. Personnel Psychology. 1999; 52(2): 425-442. doi: 10.1111/j.1744-6570.1999.tb00167.x
Mishra S, Mishra D. Review of literature on factors influencing attrition and retention. International Journal of Organizational Behav-iour & Management Perspectives. 2013; 2(3): 435-444.
Nirmala N. Effectiveness of human resource management practices on faculty retention in higher eduction: An empirical study in Mysore city. 2014; 2: 54-60. https://eprajournals.com/ jpanel/upload/eprapub/EW201605-01-000055.pdf. Accessed April 7, 2024.
Aguinis H, Kraiger K. Benefits of training and develop-ment for individuals and teams, organizations, and society. Annu Rev Psychol. 2009; 60(1): 451-474. doi: 10.1146/annurev. psych.60.110707.163505
Ejaz S, Akbar W. An effectiveness of human resource man-agement practices on employee retention findings from insurance companies of Karachi. European Journal of Business and Management. 2015; 7(7): 27-33.
Cappelli P. A market-driven approach to retaining talent. Har-vard Business Review. 2000; 78(1): 103-111.
Cole C. Building loyalty workforce. 2000; 79: 42-49.
Delaney JT, Huselid MA. The impact of human resource management practices on perceptions of organizational perfor-mance. Academy of Management Journal. 1996; 39(4): 949-969. doi: 10.2307/256718
El Sagheir N. An empirical study of the impact of HR prac-tices on employee satisfaction and employee retention: The case of AASTMT. Paper presented at: 3rd European Business Research Conference; 4-5 September 2014; Rome, Italy.
Ichniowski C, Shaw KL, Prennushi G. The effects of human resource management practice on productivity. American Economic Review. 1995; 87. doi: 10.3386/w5333
MacDuffie JP. Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. ILR Review. 1995; 48(2): 197-221. doi: 10.2307/2524483
Meyer JP, Allen NJ. A three-component conceptualization of organizational commitment. Human Resource Management Re-view.1991; 1(1): 61-89. doi: 10.1016/1053-4822(91)90011-Z
Snel SA, Dean Jr. JW. Integrated manufacturing and human resource management: A human capital perspective. Academy of Management Journal. 1992; 35(3): 467-504.
Solomon CM. Loyalty factor. Personnel Journal. 1992. 14 Chaturvedi T
Youndt MA, Snell SA, Dean Jr. JW, Lepak DP. Human re-source management, manufacturing strategy, and firm perfor-mance. Academy of Management Journal. 1996; 39(4): 836-866. doi: 10.5465/256714
Storey J, Sisson K. Managing Human Resources and Industrial Rela-tions. Philadephia, US: Open University Press; 1993.
Bishop JW, Scott KD, Burroughs SM. Support, commitment, and employee outcomes in a team environment. Journal of Manage-ment. 2000; 26(6): 1113-1132. doi: 10.1177/014920630002600603
Black SE, Lynch LM. Human-capital investments and produc-tivity. The American Economic Review. 1996; 86(2): 263-267.
Frazis H, Gittleman M, Horrigan M, Joyce M. Results from the 1995 survey of employer-provided training. Monthly Lab. Rev. 1998; 121: 3.
Nguyen C. The impact of training and development, job sat-isfaction and job performance on young employee retention. In-ternational Journal of Future Generation Communication and Networking. 2020; 13(3): 373-386. doi: 10.2139/ssrn.3930645
Frazis H, Gittleman M, Horrigan M, Joyce M. Results from the 1995 survey of employer-provided training. Monthly Lab. Rev. 1998; 121: 3. Website. https://www.bls.gov/opub/mlr/1998/06/ art1full.pdf. Accessed April 7, 2024.
Accenture R. The high performance workforce: Separating the digital economy’s winners from losers. Journal of Human Resource Management, 2003; 7(3): 741-756.
Abba MT. Effects of training and development on employee retention in Bauchi State Metropolis Banks. Operational Research. 2018; 4(1): 24-39.
Atif A, Abdul N, Nadeem S. Employee retention relationship to training and development: A compensation perspective. African Journal of Business Management. 2011; 5(7): 2679-2685. doi: 10.5897/ AJBM10.1036
Thite M, Russell B. Work organization, human resource practices and employee retention in Indian call centers. Asia Pacific Journal of Human Resources. 2010; 48(3): 356-374. doi: 10.1177/1038411110381623
Yiu L, Saner R. Talent attrition and retention: Strategic chal-lenges for Indian industries in the next decade. Elite Research Jour-nal of Accounting and Business Management. 2014; 2(1): 1-9. Website. https://www.csend.org/images/articles/files/20140716-Yiu_ and_Saner.pdf. Accessed April 7, 2024.
Elias N. Teoria Simbólica. 1994. https://espacoviverzen. com.br/wp-content/uploads/2017/06/Elias_Norbert_Teoria_ simb%C3%B3lica_1994.pdf. Accessed April 7, 2024. Original Research | Volume 9 | Number 1 |
Greene RL. The MMPI-2: An Interpretive Manual. 2nd ed. Boston, USA: Allyn & Bacon; 2000.
Gruman JA, Saks AM. Performance management and employ-ee engagement. Human Resource Management Review. 2011; 21(2): 123-136.
Sahoo C, Mishra S. Performance management benefits organi-zations and their employees. Human Resource Management Internation-al Digest. 2012; 20(6). doi: 10.1108/09670731211260771
Ahmad N, Tariq MS, Hussain A. Human resource practices and employee retention, evidences from banking sector of Pakistan. Journal of Business and Management Research. 2015; 7(3): 186- 188. Website. http://www.knowledgejournals.com/PDF/66.pdf. Accessed April 7, 2024.
Azeez SA. Human resource management practices and employ-ee retention: A review of literature. Journal of Economics, Management and Trade. 2017; 18(2): 1-10. doi: 10.9734/JEMT/2017/32997
Kundu SC, Malhan D, Kumar P. Human resource management practices in shipping companies a study. Delhi Business Review. 2007; 8(1): 75-88.
Kwenin DO, Muathe S, Nzulwa R. The influence of employee rewards, human resource policies and job satisfaction on the reten-tion of employees in Vodafone Ghana Limited. European Journal of Business and Management. 2013; 5(12): 13-20.
Wijesiri N, Paranagama G, Sirirwardhana M, Thilakarathna D, Weerarathna R, Pathirana U. The impact of HR practices on employee retention; A case of BPO sector, Sri Lanka. International Journal of Human Resource Studies. 2019; 9(1): 1-21. doi: 10.5296/ ijhrs.v9i1.14050
Dibble S. Keeping your Valuable Employees: Retention Strategies for your Organization’s Most Important Resource. NJ, USA: John Wiley & Sons; 1999.
Kreisman BJ. Insights into employee motivation, commitment and retention. Business Training Experts: Leadership Journal. 2002; 1-24.
Davies R. How to boost staff retention. People Management. 2001; 7(8): 54-56.
Pandita D, Ray S. Talent management and employee engage-ment–a meta-analysis of their impact on talent retention. Industrial and Commercial Training. 2018; 50(1). doi: 10.1108/ICT-09-2017-0073
Kaur R. Employee retention models and factors affecting em-ployees retention in IT companies. International Journal of Business Administration and Management. 2017; 7(1): 161-174.
Allen DG, Shore LM, Griffeth RW. The role of perceived or-ganizational support and supportive human resource practices in Original Research | Volume 9 | Number 1 | Chaturvedi T the turnover process. Journal of Management. 2003; 29(1): 99-118. doi: 10.1016/S0149-2063(02)00222-2
Eisenberger R, Fasolo P, Davis-LaMastro V. Perceived or-ganizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology. 1990; 75(1): 51-59. doi: 10.1037/0021-9010.75.1.51
Greenhaus JH, Callanan GA, Godshalk VM. Career Management. NY, USA: SAGE Publications; 2009.
Goleman D. What makes a leader. Organizational Influence Process-es. 2003; 82: 229-241.
Wakabi BM. Leadership style and staff retention in organiza-tions. International Journal of Science and Research. 2016; 5(1): 412-416.
Silbert L. The Effect of Tangible Rewards on Perceived Organizational Support. ON N2L 3G1, Canada; University of Waterloo; 2005.
Bharathi N, Paramashivaiah P. Attrition and retention the real challenge-a study with special reference to IT and ITES Or-ganizations in Bangalore. International Journal of Innovative Research in Science, Engineering and Technology. 2015; 4(2): 746-752. Website. https://www.ijirset.com/upload/2015/february/96_Bharathi. pdf. Accessed April 7, 2024.
Doh JP, Stumpf SA, Tymon WG. Responsible leadership helps retain talent in India. Journal of Business Ethics. 2011; 98: 85-100. doi: 10.1007/s10551-011-1018-3
Gupta SS. Employee Attrition and Retention: Exploring the Dimensions in the urban centric BPO Industry. Jaypee Institute of Information Technology. 2010.
Premalatha P. Role of manager-employee relationships in re-taining knowledge workers in IT industry. Indian Journal of Industrial Relations. 2016; 51(3): 418-431.
Sree Rekha KR, Kamalanabhan TJ. A study on the employee turnover intention in ITES/BPO sector. Proceedings of the In-ternational Conference-Frontiers of Management–Encore. India. 2013. https://www.ametjournal.com/attachment/ENCORE%20 -%20ARTICLES%20-%202013.pdf. Accessed April 7, 2024.
Kinnie N, Hutchinson S, Purcell J. ‘Fun and surveillance’: The paradox of high commitment management in call centres. Interna-tional Journal of Human Resource Management. 2000; 11(5): 967-985. doi: 10.1080/095851900422375
Ghosh D, Gurunathan L. Job embeddedness: A ten-year liter-ature review and proposed guidelines. Global Business Review. 2015; 16(5): 856-866. doi: 10.1177/0972150915591652
Trevor CO, Nyberg AJ. Keeping your headcount when all about you are losing theirs: Downsizing, voluntary turnover rates, and the moderating role of HR practices. Academy of Management Journal. 2008; 51(2): 259-276. doi: 10.5465/AMJ.2008.31767250
Batt R, Colvin AJ. An employment systems approach to turn-over: Human resources practices, quits, dismissals, and perfor-mance. Academy of Management Journal. 2011; 54(4): 695-717. doi: 10.5465/amj.2011.64869448
Harris KJ, Wheeler AR, Kacmar KM. The mediating role of organizational job embeddedness in the LMX–outcomes relation-ships. The Leadership Quarterly. 2011; 22(2): 271-281. doi: 10.1016/j. leaqua.2011.02.003
Wheeler AR, Harris KJ, Harvey P. Moderating and mediating the HRM effectiveness — intent to turnover relationship: The roles of supervisors and job embeddedness. Journal of Managerial Issues. 2010; 22(2): 182-196. doi: 10.2307/20798904
Karatepe OM. Does job embeddedness mediate the ef-fects of coworker and family support on creative perfor-mance? An empirical study in the hotel industry. Journal of Hu-man Resources in Hospitality & Tourism. 2016; 15(2): 119-132. doi: 10.1080/15332845.2016.1084852
Bibi P, Pangil F, Johari J. HRM practices and employees’ rent-ention: The perspective of job embeddedness theory. Asian Journal of Multidisciplinary Studies. 2016; 4(5): 41-47.
Giosan C, Holtom B, Watson M. Antecedents to job embed-dedness: The role of individual, organizational and market factors. Journal of Organizational Psychology. 2005; 5(1): 31-44.
Sekiguchi T, Burton JP, Sablynski CJ. The role of job embed-dedness on employee performance: The interactive effects with leader–member exchange and organization-based self-esteem. Personnel Psychology. 2008; 61(4): 761-792. doi: 10.1111/j.1744- 6570.2008.00130.x
Stinglhamber F, Vandenberghe C. Organizations and supervi-sors as sources of support and targets of commitment: A longitu-dinal study. Journal of Organizational Behavior. 2003; 24(3): 251-270. doi: 10.1002/job.192
Frederickson N. Toward a broader conception of human intel-ligence. American Psychology. 1986; 41: 445-452. doi: 10.1037/0003- 066X.41.4.445
Gul A, Akbar S, Jan Z. Role of capacity development, em-ployee empowerment and promotion on employee retention in the banking sector of Pakistan. International Journal of Academic Research in Business and Social Sciences. 2012; 2(9): 284.
Dechawatanapaisal D. Examining the relationships between HR practices, organizational job embeddedness, job satisfaction, and quit intention: Evidence from Thai accountants. Asia-Pacific Journal of Business Administration. 2018. https://www.emerald.com/ insight/content/doi/10.1108/APJBA-11-2017-0114/full/html. Accessed April 7, 2024. 16 Chaturvedi T
Zhang H, Agarwal NC. The mediating roles of organiza-tional justice on the relationships between HR practices and workplace outcomes: an investigation in China. The International Journal of Human Resource Management. 2009; 20(3): 676-693. doi: 10.1080/09585190802707482
Afsar B, Shahjehan A, Shah SI. Frontline employees’ high-per-formance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry. International Journal of Contemporary Hospitality Management. 2018; 30(3): 1436-1452. doi: 10.1108/IJCHM-11-2016-0633
Arasli H, Bahman Teimouri R, Kiliç H, Aghaei I. Effects of service orientation on job embeddedness in hotel indus-try. The Service Industries Journal. 2017; 37(9-10): 607-627. doi: 10.1080/02642069.2017.1349756
Shehawy YM, Elbaz A, Agag GM. Factors affecting employ-ees’ job embeddedness in the Egyptian airline industry. Tourism Re-view. 2018; 73(4): 548-571. doi: 10.1108/TR-03-2018-0036
Son JM. Job embeddedness and turnover intentions: An em-pirical investigation of construction IT industries. International Jour-nal of Advanced Science and Technology. 2012; 40: 101-110. Website. https://article.nadiapub.com/IJAST/vol40/8.pdf. Accessed April 7, 2024.
Clinton M, Knight T, Guest DE. Job embeddedness: A new attitudinal measure. International Journal of Selection and Assessment. 2012; 20(1): 111-117. doi: 10.1111/j.1468-2389.2012.00584.x
Crossley CD, Bennett RJ, Jex SM, Burnfield JL. Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. Journal of applied Psychology. 2007; 92(4): 1031-1042. doi: 10.1037/0021-9010.92.4.1031
Fletcher III RE. Job embeddedness: A construct of organ-izational and community attachment utilized to assess volun-tary turnover. 2005. Website. https://apps.dtic.mil/sti/tr/pdf/ ADA434413.pdf. Accessed April 7, 2024.
Hassell CE. An extension of the theory of job embeddedness: An investigation of effects on intent to turnover of United States Air Force Members. 2005. Website. https://core.ac.uk/download/ pdf/354268189.pdf. Accessed April 7, 2024.
Lee TW, Mitchell TR, Sablynski CJ, Burton JP, Holtom BC. The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover. The Academy of Management Journal. 2004; 47(5): 711-722. doi: 10.2307/20159613
Mallol CM, Holtom BC, Lee TW. Job embeddedness in a cul-turally diverse environment. Journal of Business and Psychology. 2007; 22(1): 35-44. doi: 10.1007/s10869-007-9045-x
Pareek LU, Purohit S. Training Instruments in HRD and OD. Original Research | Volume 9 | Number 1 | New Delhi, Delhi; SAGE Publishing India: 2018.
Price JL. Handbook of organizational measurement. Interna-tional Journal of Manpower. 1997. Website. https://psycnet.apa.org/ record/1973-28012-000. Accessed April 7, 2024.
Tang TL-P, Cunningham PH, Frauman E, Ivy MI, Per-ry TL. Attitudes and occupational commitment among pub-lic personnel: Differences between Baby Boomers and Gen-Xers. Public Personnel Management. 2012; 41(2): 327-360. doi: 10.1177/009102601204100206
Cohen L, Manion L, Morrison K. Research Methods in Education. London, UK: Routledge; 2002. doi: 10.4324/9780203224342
Delice A. The Sampling Issues in Quantitative Research. Educational Sciences: Theory and Practice. 2010; 10(4): 2001-2018.
Kwam P, Vidakovic B. Nonparametric Statistics with Applications to Science and Engineering. New Jersey, USA: John Wiley&Sons. In: Inc; 2007.
Preacher KJ, Hayes AF. SPSS and SAS procedures for esti-mating indirect effects in simple mediation models. Behavior Re-search Methods, Instruments & Computers. 2004; 36(4): 717-731. doi: 10.3758/BF03206553
Appelbaum E, Bailey T, Berg P, Kalleberg AL, Bailey TA. Man-ufacturing Advantage: Why High-performance Work Systems Pay Off. NY, USA: Cornell University Press; 2000: 26(3). doi: 10.2307/259189
Cotton JL, Tuttle JM. Employee turnover: A meta-analysis and review with implications for research. Academy of Management Review. 1986; 11(1): 55-70.
Kuvaas B. Work performance, affective commitment, and work motivation: The roles of pay administration and pay lev-el. Journal of Organizational Behavior. 2006; 27(3): 365-385. doi: 10.1002/job.377
Nirmal N. Effectiveness of human resource management Submit your article to this journal |https://openventio.org/online-manuscript-submission-system/ Original Research | Volume 9 | Number 1 | Chaturvedi T practices on faculty retention in higher education: An empirical study in Mysore City. ERPA International Journal of Economic and Business Review. 2014; 2(4): 54-60.
Miller JG, Wheeler KG. Unraveling the mysteries of gender differences in intentions to leave the organization. Journal of Organi-zational Behavior. 1992; 13(5): 465-478. doi: 10.1002/job.4030130504
Avey JB, Wu K, Holley E. The influence of abusive super-vision and job embeddedness on citizenship and deviance. J Bus Ethics. 2015; 129(3): 721-731. doi: 10.1007/s10551-014-2192-x
Wayne SJ, Shore LM, Liden RC. Perceived organizational support and leader- member exchange: A social exchange per-spective. Academy of Management Journal. 1997; 40(1): 82-111. doi: 10.2307/257021
Nwokocha I, Iheriohanma E. Nexus between leadership styles, employee retention and performance in organizations in Ni-geria. European Scientific Journal. 2015; 11(13).
Abdulkhamidova F. Herzberg’s Two-Factor Theory. 2021. Website. https://www.researchgate.net/profile/Fazilat-Abdulkha-midova/publication/352465259_Herzberg’s_Two-Factor_The-ory/links/60ca3e2d458515dc17893ddb/Herzbergs-Two-Fac-tor-Theory.pdf. Accessed April 7, 2024.
Conklin MH, Desselle SP. Job turnover intentions among pharmacy faculty. Am J Pharm Educ. 2007; 71(4): 62. doi: 10.5688/ aj710462
Michael OS, Crispen C. Employee retention and turnover: Us-ing motivational variables as a panacea. African Journal of Business Management. 2009; 3(9): 410-415.
Parnell JA. Propensity for participative decision-making, job satisfaction, organizational commitment, organization-al citizenship behavior, and intentions to leave among Egyp-tian managers. Multinational Business Review. 2003; 11(1). doi: 10.1108/1525383X200300003
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
All content published in Social Behavior Research and Practice (SBRP) is licensed under the Creative Commons Attribution 4.0 International License (CC BY 4.0). This license allows anyone to copy, distribute, transmit, and adapt the work — including for commercial purposes — provided appropriate credit is given to the original author(s) and source.