2. Review of Key concepts

 

    The Discriminate Study tool was used to investigate the pay scale in the industry, satisfaction and job security, as these were observed as some of the key approaches used to retain personnel. Tripathi et al., (2011) attempted to examine the challenges faced in organisations, i.e. private and public institutions, and the variables faced by them to solve their problems. Examination of the job satisfaction scale, experience in employment, working environment and hours, reasons for job switches, loyalty and retention methods were proposed with respect to private and government institutions. Pay dissatisfaction, absence of opportunities in progression of career, unpleasant working conditions, unsecured employment, loyalty were the factors that decided the commitment towards the employer. Saleem et al., (2019) conducted a research at University of Pakistan and concluded that pay, peer support and work-life imbalance were some of the main influences in turnover intention compared to recognition and incentives. It also found that family life is affected by rigid and a heavy work load. Motivational factors such as Modest salary, managerial support, skills development will reduce the intention to resign. When debating about an all-inclusive method to retain employees, Varkkey and Dessler (2018) claimed that action should be taken to improve retention of workers by way of salary hikes, recruit smart, discussions on job roles, offer guidance, flexible work hours, employee wellness initiatives, high performance HR practices, binding contracts, etc.

Priyanka and Dubey (2016) conducted an analysis with the key component technique using eight variables such as i. they have clear employee turnover intentions, ii. unacceptable pay, iii. No career advancement prospects, iv. absence of peer support, v. deprived learning and development, vi. unfortunate working conditions i.e. no occupational protection, vii. poor correspondence and viii. employment uncertainty. Kossivi et al., (2016) carried out a study on various retention factors found in different previous studies and listed them as growth potential, balancing work life, rewards, management leadership traits, work climate, autonomy, training and development, social support, etc.

In India, Vijayalakshmi (2012) examined the variables that influence retention of workers in automotive industry. Objectives of this study were i. Learning the retention habits of staffs in the automotive business ii. To describe the overall worker satisfaction about the work place, iii. To understand the opportunities for training, growth offered and its usefulness iv. For assessing compensation variables. The Kruskal Wallis test, chi-square analysis, Mann-Whitney test, regression analysis and variance analysis were used for this study. This addressed global retention strategy as it includes reasonable wages, balancing personal and professional life, providing preparation, appraising employee performance by conducting periodic evaluations, celebrating significant events, recognising and rewarding in order to inspire employees. There are the aspects observed globally by both the employer and the worker.

In conclusion it is possible to conclude that the meaning and context of employee retention and the issues and root causes differ from organization to organization and also differ according to the country the organization is based on. However, the common issues that translate to poor retention are associated with compensation, poor work life balance, leadership, working environments and well as performance management systems that are in place.

Reference 

‌Gerhart, B. (1990). Voluntary turnover and alternative job opportunities. Journal of Applied Psychology, 75(5), pp.467–476. doi:10.1037/0021-9010.75.5.467.

IceHrm. (2020). Causes for a Poor Recruitment. [online] Available at: https://icehrm.com/blog/causes-for-a-poor-recruitment/.

ICHIMURA, A., 2021. Long Working Hours Kills More People in Southeast Asia Than Any Other Region. [online] esquire. Available at: <https://www.esquiremag.ph/money/industry/deaths-by-long-working-hours-a00304-20210519> [Accessed 7 May 2022].

Ilo.org. (2018). Employment in Asia-Pacific continues to grow but often remains of poor quality. [online] Available at: https://www.ilo.org/asia/media-centre/news/WCMS_615872/lang--en/index.htm.

Lee Larson, L. (2004). Internal auditors and job stress. Managerial Auditing Journal, 19(9), pp.1119–1130. doi:10.1108/02686900410562768.

Lipman, V. (2019). 36% Of Employees Say Lack Of Recognition Is Top Reason To Leave Their Job. [online] Forbes. Available at: https://www.forbes.com/sites/victorlipman/2019/03/01/36-of-employees-say-lack-of-recognition-is-top-reason-to-leave-their-job/?sh=5d7676e845b4 [Accessed 6 May 2022].

Live Career UK. (n.d.). Lack Of Career Progression | LiveCareer. [online] Available at: https://www.livecareer.co.uk/templates/tips/career-progression.

Morrell, K.M., Loan‐Clarke, J. and Wilkinson, A.J. (2004). Organisational change and employee turnover. Personnel Review, 33(2), pp.161–173. doi:10.1108/00483480410518022.

Nelson, N. (2021). Identifying and Addressing Employee Turnover Issues. [online] www.wolterskluwer.com. Available at: https://www.wolterskluwer.com/en/expert-insights/identifying-and-addressing-employee-turnover-issues.

peoplehum. (n.d.). Overcoming HR challenges in a diverse South East Asia. [online] Available at: https://www.peoplehum.com/blog/overcoming-hr-challenges-in-a-diverse-south-east-asia [Accessed 6 May 2022].‌

Smith, M. and Cooper, C. (1994). Leadership and Stress. Leadership & Organization Development Journal, 15(2), pp.3–7. doi:10.1108/01437739410055290.

When I Work Organization. (2022). 5 Signs Your Employees Are Overworked | When I Work. [online] Available at: https://wheniwork.com/blog/overworked-employees#:~:text=More%20work%2C%20less%20return%20for [Accessed 6 May 2022].