Promoting employee intention to stay: do human resource management practices matter?

Johanim Johari · Tan Fee Yean · Zurina Adnan · Khulida Kirana Yahya · Mohamad Nassruddin Ahmad

88 citations0/0 files storedUniversiti Utara Malaysia Institutional Repository (Universiti Utara Malaysia)

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

The main objective of this study is to assess the predicting role of human resource management (HRM) practices on employee intention to stay. Four dimensions of HRM practices examined in this study are training and development, career development, compensation and benefits, and performance appraisal. A survey was conducted among employees in manufacturing companies in the Northern Region of Peninsular Malaysia. A total of 184 questionnaires were returned and used for data analysis. Based on the statistical tests conducted, the findings reported that only compensation and benefits had a positive impact on respondents’ intention to stay. Discussions elaborated on the importance of compensation and benefits in promoting intention to stay among respondents. Finally, recommendations and conclusion were also highlighted.

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References

1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.1977Intermediate linkages in the relationship between job satisfaction and employee turnover.1997Human resource management and performance: a review and research agenda 2008Human resource practices, organizational commitment and intention to stay 2002Retaining and motivating employees 2005The impact of workplace learning on job satisfaction in small US commercial banks 2003The training and retention of chefs

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