Evaluating Employee Retention Strategies on Job Performance
Science Journal of Business and Management
Volume 7, Issue 3, June 2019, Pages: 67-73
Received: Jul. 24, 2019; Accepted: Aug. 19, 2019; Published: Aug. 29, 2019
Views 92      Downloads 42
Authors
Ibrahim Abdulai Sawaneh, Department of Computer Science at the Ernest Bai Koroma University of Science and Technology, Magburaka, Sierra Leone
Fatmata Kanko Kamara, Sierra Leone Peacekeeping and Law Enforcement Academy (SILEA), Hastings Police Training School, Hastings, Sierra Leone
Article Tools
Follow on us
Abstract
Due to the increasing demand in the job market as a result of several job opportunities, good employee retention strategies are vital for achieving organizational success and performance. Considering skilled and innovative employees leaving an organization, will subsequently have negative effects on the organization’s survival. Employees normally abandoned their jobs when they feel dissatisfied and de-motivated by either their supervisor and /or other de-motivating factors such as low salary, annual leave allowance, maternity leave, rewards and incentives, remuneration, politics, poor communication among employees, lack of respect to employees by supervisor and management, undermining organizational culture by supervisor, training, and others. This will lead to an employer to loose valuable and determined employees to rivals in job market, loss of corporate memory, fracture employee customer relationship and most importantly, the moral standing of the organization goes down to the drain. Therefore, it is essential for an organization to retain the most valuable and experienced employees. Employee retention is referred to a method where employees are motivated to stay longer working in an organization, or for a specified timeframe of a project execution. The study examines the role of HR policies in retaining valuable employees in an organization. It further try to bridge the communication gap between employers and employees on salient issues in the organization by maintaining skilled and innovative employees of the organization for infinite time. The research also indicated that, green pasture, lack of opportunities, work-life balance, lack of recognition, low salary scale, poor reward and remuneration system, and study leave were among some of the reasons employees leave their jobs for better opportunities elsewhere. Retaining skillful and innovative employees should be of the utmost priority for all organizations and good retention strategies should be intended to retain highly innovative and talented employees. Motivation and free flow of communications produces best cultural commitment that will ultimately achieve organizational blueprint.
Keywords
Employee Retention, Organizational Performance, Motivation, Retention Strategies
To cite this article
Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara, Evaluating Employee Retention Strategies on Job Performance, Science Journal of Business and Management. Vol. 7, No. 3, 2019, pp. 67-73. doi: 10.11648/j.sjbm.20190703.12
Copyright
Copyright © 2019 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
[1]
Mitchell, T. R., Holtom, B. C., Lee, T. W., Graske, T. (2001), How to keep your best employees: developing an effective retention policy. The Academy of Management Executive, 15, 96-109.
[2]
Kevin, M. M., Joan, L. C., Adrian, J. W. (2004), Organizational change and employee turnover. Personnel Review, 33 (2), 161-166.
[3]
Chipunza, C., Samuel, M. O. (2009), Employee retention and turnover: using motivational variables as a panacea. African Journal of Business Management, 3 (8), 410-415.
[4]
Zingheim, P. K., Schuster, J. R., Dertien, M. G. (2009), Compensation, reward and retention practices in fast-growth companies. World at Work Journal, 18 (2), 22-39.
[5]
Ongori, H. (2007). A review of the literature on employee turnover. African Journal of Business Management, 1 (3), 49-54.
[6]
Montgomery, J. D. (2006). The relationship between training and retention in a volunteer organization. PhD Dissertation, Auburn, Alabama: Auburn University. P. 72-77.
[7]
Roberts, N., Outley, C. (2002), Innovation and resourcefulness: recruit and retain a diverse staff in the 21st century. Parks and Recreation Magazine, 37 (5), 39-46.
[8]
Paul, A. K., Anantharaman, R. N. (2003), Impact of people management practices on organizational performance: analysis of a causal model. International Journal of Human Resource Management, 14 (7), 1246-1266.
[9]
Barringer, B. R., Jones, F. F., Neubaum, D. O. (2005). A quantitative content analysis of the characteristics of rapid-growth firms and their founders. Journal of Business Venturing, 20, 663-687.
[10]
Miller, D. (2006), Strategic human resource management in department stores: an historical perspective. Journal of Retailing and Consumer Service, 13 (2), 99-109.
[11]
Roberts, J. A., Coulson, K. R., Chonko, L. B. (1999), Salesperson perceptions of equity and justice and their impact on organizational commitment and intent to turnover. Journal of Marketing Theory and Practice, 7, 1-15.
[12]
Collins, C. J., Clark, K. D. (2003), Strategic human resource practices, top management team social networks, and firm performance: the role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46 (6), 740-751.
[13]
Schein, E. (1990), Organizational culture. American Psychologist, 45 (2), 109-119.
[14]
Vlachos, I. P. (2009). The effects of human resource practices on firm growth. International Journal of Business Science and Applied Management, 4 (2), 17-34.
[15]
Yazinski, S. (2009). Strategies for retaining employees and minimizing turnover. Retrieved from York, NY.
[16]
Aquino, K., Griffeth, R. W., Allen, D. G., Hom, P. W. (1997). Integrating justice constructs into the turnover process: A test of a referent cognitions model. Academy of Management Journal, 40, 1208-1227.
[17]
Trevor, C. O. (2001). Interactions among actual ease-of-movement determinants and job satisfaction in the prediction of voluntary turnover. Academy of Management Journal, 44, 621-638.
[18]
Jackofsky, E. F. (1984). Turnover and job performance: An integrated process model. Academy of Management Review, 9, 74-83.
[19]
Muchinsky, P. M. (1977). Employee absenteeism: A review of the literature. Journal of Vocational Behavior, 10, 316-340.
[20]
Lockwood, N. R. (2006). Talent management: Driver for organizational success. 2006 SHRM Research Quarterly. Alexandria, VA: Society for Human Resource Management
[21]
Dalton, D. R., & Mesch, D. J. (1990). The impact of flexible scheduling on employee attendance and turnover. Administrative Science Quarterly, 35, 370-387.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186