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Methodology Article
Predicting Employee Turnover in South Korea: Transformer-Based NLP with Cultural Context
Issue:
Volume 13, Issue 3, September 2025
Pages:
58-63
Received:
27 May 2025
Accepted:
12 June 2025
Published:
4 July 2025
Abstract: This study introduces a BERT-based framework integrating cultural variables (e.g., hierarchical titles, collectivist norms) to predict employee turnover through semantic analysis of South Korean job postings. We collected 10,000 job ads from major platforms, culturally annotated them, and utilized 2,932 enterprise employee records. After fine-tuning KoBERT, we developed an NLP-survival hybrid model achieving an F1-score of 0.89 (95% CI [0.86-0.92]), significantly outperforming CNN (F1=0.78) and Logistic Regression (F1=0.72) baselines. Cultural variables critically influence turnover: emphasizing "loyalty" reduced risk by 18%, while hierarchical terms increased it by 30%. Enterprises can optimize job ads (e.g., reducing hierarchical language by 30%) to mitigate turnover. Theoretically, we validate Transformers for non-Western cultural text analysis and propose a "Cultural Sensitivity Index" (CSI) for model optimization. Practically, HR teams can apply CSI to refine job postings and deploy the hybrid model for real-time risk monitoring.
Abstract: This study introduces a BERT-based framework integrating cultural variables (e.g., hierarchical titles, collectivist norms) to predict employee turnover through semantic analysis of South Korean job postings. We collected 10,000 job ads from major platforms, culturally annotated them, and utilized 2,932 enterprise employee records. After fine-tunin...
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Research Article
Meta-synthesis of Talent Management Practices and Organizational DNA
Issue:
Volume 13, Issue 3, September 2025
Pages:
64-77
Received:
26 April 2025
Accepted:
13 June 2025
Published:
19 July 2025
Abstract: This meta-synthesis study investigates the intersection of talent management practices and organizational DNA, aiming to explore how their alignment enhances human resource empowerment and improves strategies for talent acquisition and retention. In the face of increasing organizational complexity and competitive labor markets, aligning talent strategies with the core values, culture, and structures that constitute an organization's DNA has become critical for attracting, developing, and retaining top talent. By integrating a wide range of qualitative and quantitative studies, this research identifies essential talent management practices that reflect and reinforce the foundational elements of organizational DNA. These elements include shared purpose, values, leadership style, decision-making structures, and communication patterns that shape an organization's identity. The study underscores the importance of tailoring talent strategies to fit within this DNA framework to ensure coherence between human resource initiatives and organizational behavior. The findings reveal that strategic alignment between talent management and organizational DNA significantly enhances employee engagement, strengthens employer branding, and improves recruitment, development, and retention outcomes. Furthermore, DNA-aligned practices contribute to building adaptive, resilient, and innovation-oriented work cultures that support long-term organizational performance and sustainability. Drawing from multiple theoretical lenses, including strategic human resource management, organizational behavior, and systems thinking, the study presents a conceptual model to guide the design of culturally congruent talent strategies. This model serves as a practical tool for HR professionals and organizational leaders seeking to align their talent management systems with the deeper structural and cultural attributes of their organizations. Ultimately, this research contributes to the literature by emphasizing the transformative power of integrating talent management with organizational DNA, offering actionable insights that can be applied across diverse organizational contexts.
Abstract: This meta-synthesis study investigates the intersection of talent management practices and organizational DNA, aiming to explore how their alignment enhances human resource empowerment and improves strategies for talent acquisition and retention. In the face of increasing organizational complexity and competitive labor markets, aligning talent stra...
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Research Article
Human Resource Management Practices and Faculty Performance in Private Universities in Kenya
Issue:
Volume 13, Issue 3, September 2025
Pages:
78-89
Received:
21 July 2025
Accepted:
6 August 2025
Published:
13 September 2025
DOI:
10.11648/j.jhrm.20251303.13
Downloads:
Views:
Abstract: Private universities in Kenya face persistent challenges in sustaining high faculty performance, particularly due to high turnover, inadequate HR strategies, and limited adoption of innovative management systems. These issues significantly hinder their ability to deliver quality education and compete effectively with public institutions. In response, the study investigated the influence of human resource management (HRM) practices, specifically, employee involvement, talent management, and human resource information systems, on the performance of full-time faculty in private universities in Kenya. It was hypothesized that human resource management practices have no significant influence on employee performance in private universities in Kenya. Guided by Human Capital Theory, Hierarchy of Needs Theory, and Goal-Setting Theory, the research adopted a positivist philosophy and employed a descriptive cross-sectional survey design. The target population comprised 3,171 full-time academic staff from 36 private universities, from which a stratified random sample of 399 was drawn. Data was collected using structured questionnaires, yielding 221 valid responses (55.4% response rate). Data was analyzed using SPSS Version 20, and simple linear regression was applied to test the hypothesis. The results indicated a statistically significant and positive relationship between the bundled HRM practices and faculty performance (R² = 0.262, β = 0.512, p < 0.05). These findings imply that bundling HRM practices creates a synergistic effect that enhances full-time faculty output in teaching, research, and student supervision. The study underscores the need for private universities to adopt bundled HRM practices (employee involvement, talent management, and human resource information systems) to improve full-time faculty performance and staff retention. This study bundle of HRM practices, applied systematically, can enhance superior employee performance in private universities in Kenya. The study findings reveal that HRMPs were moderately practiced in their respective institutions. Some private universities had adopted these practices well, while others had not, pointing to inconsistencies in HRMP implementation across institutions. Further research is recommended in public universities and other sectors to validate the model across different organizational contexts.
Abstract: Private universities in Kenya face persistent challenges in sustaining high faculty performance, particularly due to high turnover, inadequate HR strategies, and limited adoption of innovative management systems. These issues significantly hinder their ability to deliver quality education and compete effectively with public institutions. In respons...
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,
Reza Sepahvand
