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Motivation and Incentives As the Main Tool for Retention of Personnel in the Organization
13 references·1 citing·49 second hop
Motivation and Incentives As the Main Tool for Retention of Personnel in the Organization (2021)Motivation and Incentives As the Main Too…Employee retention and turnover: Using motivational variables as a panacea (2009)Employee retention and turnov…Talent management, work‐life balance and retention strategies (2008)Talent management, work‐life …Making the link between work-life balance practices and organizational performance (2008)Making the link between work-…Talent management strategy of employee engagement in Indian ITES employees: key to retention (2007)Talent management strategy of…Measuring the impact of human resource management practices on hospitality firms’ performances (2005)Measuring the impact of human…Alternative Conceptualizations of the Relationship Between Voluntary Turnover and Organizational Performance (2005)Alternative Conceptualization…Creating value for employees: investment in employee development (2003)Creating value for employees:…Job Satisfaction In Relation To Organisational Culture (2002)Job Satisfaction In Relation …How to keep your best employees: Developing an effective retention policy (2001)How to keep your best employe…Human Resource Management: Theory and Practice (1999)Human Resource Management: Th…THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE …EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER. (1994)EFFECTS OF HUMAN RESOURCE SYS…Dilemmas in linking succession planning to individual executive learning (1986)Dilemmas in linking successio…EVALUATION OF THE PERSONNEL MOTIVATION SYSTEM OF A CONSTRUCTION ORGANIZATION IN THE CONTEXT OF THE THEORY OF GENERATIONS (2023)EVALUATION OF THE PERSONNEL M…Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)Firm resources and sustained competitive advantage (2004)The role of the corporate HR function in global talent management (2009)Linking justice, trust and innovative work behaviour to work engagement (2014)Canadian teachers’ attitudes toward change, efficacy, and burnout during the COVID-19 pandemic (2020)Marketing Research: An Applied Orientation (1994)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)The Core Competence of the Corporation (2006)Contextual Factors and Cost Profiles Associated with Employee Turnover (2008)The effects of corporate social responsibility (CSR) on employee well-being in the hospitality industry (2018)Turnover intention in the hospitality industry: A meta-analysis (2020)The Study of Turnover. (1978)Review and conceptual analysis of the employee turnover process. (1979)Employee Turnover: A Meta-Analysis and Review with Implications for Research (1986)Handbook of Tourism and Quality-of-Life Research (2012)The effects of work overload and work‐family conflict on job embeddedness and job performance (2013)Work engagement, job satisfaction, and turnover intentions (2016)Job Market Signaling (1973)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)How important are work–family support policies? A meta-analytic investigation of their effects on employee outcomes. (2012)Exchange and Power in Social Life (2017)Work-Life Balance: an Integrative Review (2017)Let me go to the office! An investigation into the side effects of working from home on work-life balance (2020)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)Social Capital: Prospects for a New Concept (2002)Causes and Effects of Employee Downsizing: A Review and Synthesis (2009)Turnover rates and organizational performance: A meta-analysis. (2012)Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance (2014)The balanced scorecard : measures that drive performance (1992)DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE. (1999)The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (1999)Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)Organizational Citizenship Behavior: The Good Soldier Syndrome. (1988)Cognitive Elements of Empowerment: An "Interpretive" Model of Intrinsic Task Motivation (1990)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)Exchange and Power in Social Life. (1965)The Competitive Advantage of Nations (1990)The Competitive Advantage of Nations (1991)Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation (2006)An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes* (2007)Career satisfaction, organizational commitment, and turnover intention (2010)The Role of Change in the Relationship Between Commitment and Turnover: A Latent Growth Modeling Approach. (2005)Careers: Mobility, Embeddedness, and Success (2007)Antecedents and consequences of employee organizational cynicism: A meta-analysis (2013)Handbook of Industrial, Work & Organizational Psychology (2001)Commitment in the workplace (2008)Tightening the link between employee wellbeing at work and performance (2008)
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References

  • 1994EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER.3,211 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.3,153 cited
  • 1999Human Resource Management: Theory and Practice879 cited
  • 2008Making the link between work-life balance practices and organizational performance870 cited
  • 2003Creating value for employees: investment in employee development632 cited
  • 2007Talent management strategy of employee engagement in Indian ITES employees: key to retention617 cited
  • 2005Alternative Conceptualizations of the Relationship Between Voluntary Turnover and Organizational Performance547 cited
  • 2001How to keep your best employees: Developing an effective retention policy491 cited
  • 2008Talent management, work‐life balance and retention strategies409 cited
  • 2005Measuring the impact of human resource management practices on hospitality firms’ performances390 cited
  • 2009Employee retention and turnover: Using motivational variables as a panacea353 cited
  • 2002Job Satisfaction In Relation To Organisational Culture257 cited
  • 1986Dilemmas in linking succession planning to individual executive learning120 cited

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  • 2023EVALUATION OF THE PERSONNEL MOTIVATION SYSTEM OF A CONSTRUCTION ORGANIZATION IN THE CONTEXT OF THE THEORY OF GENERATIONS

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