Evaluating Employee Retention Strategies on Job Performance

Ibrahim Abdulai Sawaneh; Fatmata Kanko Kamara

doi:doi:10.11648/j.sjbm.20190703.12

| Peer-Reviewed |

Evaluating Employee Retention Strategies on Job Performance

Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara

Received: 24 July 2019 Accepted: 19 August 2019 Published: 29 August 2019

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

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.

DOI	10.11648/j.sjbm.20190703.12
Published in	Science Journal of Business and Management (Volume 7, Issue 3, June 2019)
Page(s)	67-73
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Employee Retention, Organizational Performance, Motivation, Retention Strategies

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 21^st 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.

Cite This Article

Plain Text BibTeX RIS

APA Style

Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara. (2019). Evaluating Employee Retention Strategies on Job Performance. Science Journal of Business and Management, 7(3), 67-73. https://doi.org/10.11648/j.sjbm.20190703.12

Copy | Download

ACS Style

Ibrahim Abdulai Sawaneh; Fatmata Kanko Kamara. Evaluating Employee Retention Strategies on Job Performance. Sci. J. Bus. Manag. 2019, 7(3), 67-73. doi: 10.11648/j.sjbm.20190703.12

Copy | Download

AMA Style

Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara. Evaluating Employee Retention Strategies on Job Performance. Sci J Bus Manag. 2019;7(3):67-73. doi: 10.11648/j.sjbm.20190703.12

Copy | Download

@article{10.11648/j.sjbm.20190703.12,
  author = {Ibrahim Abdulai Sawaneh and Fatmata Kanko Kamara},
  title = {Evaluating Employee Retention Strategies on Job Performance},
  journal = {Science Journal of Business and Management},
  volume = {7},
  number = {3},
  pages = {67-73},
  doi = {10.11648/j.sjbm.20190703.12},
  url = {https://doi.org/10.11648/j.sjbm.20190703.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20190703.12},
  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.},
 year = {2019}
}

Copy | Download

TY  - JOUR
T1  - Evaluating Employee Retention Strategies on Job Performance
AU  - Ibrahim Abdulai Sawaneh
AU  - Fatmata Kanko Kamara
Y1  - 2019/08/29
PY  - 2019
N1  - https://doi.org/10.11648/j.sjbm.20190703.12
DO  - 10.11648/j.sjbm.20190703.12
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 67
EP  - 73
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20190703.12
AB  - 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.
VL  - 7
IS  - 3
ER  -

Copy | Download

Author Information

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

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara. (2019). Evaluating Employee Retention Strategies on Job Performance. Science Journal of Business and Management, 7(3), 67-73. https://doi.org/10.11648/j.sjbm.20190703.12

Copy | Download

ACS Style

Ibrahim Abdulai Sawaneh; Fatmata Kanko Kamara. Evaluating Employee Retention Strategies on Job Performance. Sci. J. Bus. Manag. 2019, 7(3), 67-73. doi: 10.11648/j.sjbm.20190703.12

Copy | Download

AMA Style

Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara. Evaluating Employee Retention Strategies on Job Performance. Sci J Bus Manag. 2019;7(3):67-73. doi: 10.11648/j.sjbm.20190703.12

Copy | Download

@article{10.11648/j.sjbm.20190703.12,
  author = {Ibrahim Abdulai Sawaneh and Fatmata Kanko Kamara},
  title = {Evaluating Employee Retention Strategies on Job Performance},
  journal = {Science Journal of Business and Management},
  volume = {7},
  number = {3},
  pages = {67-73},
  doi = {10.11648/j.sjbm.20190703.12},
  url = {https://doi.org/10.11648/j.sjbm.20190703.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20190703.12},
  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.},
 year = {2019}
}

Copy | Download

TY  - JOUR
T1  - Evaluating Employee Retention Strategies on Job Performance
AU  - Ibrahim Abdulai Sawaneh
AU  - Fatmata Kanko Kamara
Y1  - 2019/08/29
PY  - 2019
N1  - https://doi.org/10.11648/j.sjbm.20190703.12
DO  - 10.11648/j.sjbm.20190703.12
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 67
EP  - 73
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20190703.12
AB  - 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.
VL  - 7
IS  - 3
ER  -

Copy | Download