Impact of Best HRM Practices on Retaining the Best Employees: A Study on Selected Bangladeshi Firms

Sajjad Hosain

10 citations0/0 files storedAsian Journal of Social Sciences and Management Studies

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Employee Performance and Management Human Resource and Talent Management Employer Branding and e-HRM

Abstract

This study has been developed to endeavor the relationship between ten Human Resource Practices (job analysis, recruitment & selection, adequate training facilities, performance appraisal, adequacy of information, supervisory treatment, opportunities for career development, compensation & benefit, managerial relationship with employees and degree of employee participation in decision making) and their possible impact on employee retention. The research was carried out with a sample size of 252 non-managers and 62 top level managers of 23 public and private corporate firms in Bangladesh. Data have been collected through a detailed structured questionnaire from the respondents. Judgment sampling method has been used to recruit the respondents. Result after careful statistical analysis has drawn a very interesting and unusual conclusion. It has indicated that there is a positive but insignificant relationship between job analysis, adequacy of information, management-employee relationship and participation in decision making with employee retention. The other six independent variables, recruitment & selection, job training facilities, performance appraisal, supervisory treatment, career development and compensation & benefit have negative relationship with employee retention. Among them, job training, compensation & benefit and supervisory treatment have strong negative relationship with employee retention.

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References

1994Reinforcement, Reward, and Intrinsic Motivation: A Meta-Analysis 2004How can managers reduce employee intention to quit?2000Turnover: The Real Bottom Line 1992Distributive and Procedural Justice as Antecedents of Job Dissatisfaction and Intent to Turnover 1992Compensation, Organizational Strategy, and Firm Performance 2000A Market-Driven Approach to Retaining Talent.2003Impact of people management practices on organizational performance: analysis of a causal model 1997Voluntary turnover and job performance: Curvilinearity and the moderating influences of salary growth and promotions.

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