Employee Retention Through Employee Engagement A Study -Books Pdf

Employee Retention Through Employee Engagement A Study
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Employee Retention Through,Budget constraints, There are few studies conducted on similar situations in some other areas like IT companies power. sectors and oil sectors etc Most of them brought out the solutions with heavy financial burdens As the airport. is not a highly revenue generating business this type of solution was not under consideration Against the. backdrop of employee attrition raising expectations of customers and keeping the costs involved in reducing. attrition new initiativessuch as brainstorming meetings expert meetings and interviews the present study is. initiated to improve employee retention levels with minimal expenditure or without any expenditure. II REVIEW OF LITERATURE,Employee engagement Meaning definitions. Employee engagement is defined as employees willingness and ability to help their company succeed. largely by providing discretionary effort on sustainable basis Perrin s Global work study 2003 Another study. Scarlett survey viewsit as measureable degree of an employees emotional attachment to their job colleagues. and organization that profoundly influences their willingness to learn and perform at work The employee. engagement is an emergent working condition and a positive cognitive emotional and behavioral state directed. toward organizational outcomes Shuck Wollard 2009 Gallup which is known as authority on employee. engagement relates employee engagement to a positive employee s emotional attachment and employee s. commitment Demovsek D 2008 Thus the employee engagement make employees emotionally bonded to. their organization and tend them to become passionate about their work and hence results in improvement of. employee retention,Impact on Employee Retention, Employees are assets of any organization and organization always try to avoid losing the key. performers Employee retention can be defined differently as per the context of its usage It can be represented. mathematically in percentage such as retention level is 87 which means the organization could keep its 87. of its employees with them for a specified period which is normally taken as a year In other context employee. retention refers to the ability of an organization to retain its employees In this case the employee retention is. considered as a strategy based on the effort by which the organization attempts to retain the employees. Employee retention involves taking measures to encourage employees to remain in the organization for the. maximum period Whereas retention management has become major source of competitive advantage in the. modern rapidly globalizing business world Vaiman 2008 Randenbush S W Bryk A S 2002 argue that the. employee turnover affects family organization and society It brings stress in family as relocation of family and. employee will become necessary and financially related issues in connection with the relocation also arise For. organization it may lead to disruption of service to clients and dissatisfaction of employees due to extra. workload When an employee with critical skills to support the society leaves the organization it impacts the. society badly With retention a growing concern for organizations understanding the factors that drive. commitment and loyalty among employees is essential for managing increasing turnover risk in the months and. years ahead Mark Royal Hay Group News release 2011 As per Corporate Leadership Council report 2008. the highly engaged organizations have the potential to reduce the staff turnover by 87 the disengaged are four. times more likely leave organization than average employees It was observed that the employee retention can. be improved by improving employee engagement,Role of HRM in Employee Engagement and Retention. Human Resources Management HRM play important role in retention of employees HR managers. have to identify the right retention strategies which their employees perceive to be effective Good HRM. practices in the area of compensation reward career development supervisors support culture and work. environment can help to improve retention Meyer and Allan 1991 Solomon 1992 Snell and Dean 1992. Many organizations now utilize extensive range of human resources management factors that influence. employee commitment and retention Stein 2000 Beck 2001 Clarke 2001 Parker and Wright 2001. According to them the factors which influence employee retentionare work environment supervisor support. organization image employee value match remuneration reward and recognition employees career. development etc Hay Group study 2011 has identified five key factors that differentiate stayers those. committed to the company more than two years from leavers those planning to leave in two years or. less The key factors are confidence in the organization and leadership room for employees to grow a fair. exchange between organization and employee an environment for success and authority and influence Factors. influencing engagement include work environment rewards and recognition career development. supervisor leader compensation remuneration and employee organization value match. www ijbmi org 10 Page,Employee Retention Through, Work environment is considered one of the most important factors in the employee retention.
Zeytinoglu Denton 2005 and people strive to work and to stay in those corporations that provide good and. positive work environment Ramlal 2003 Study by Wiesenberger and Associates 1993 suggest that. employees view regarding organization is strongly concerned to their relationship with supervisor Recognition. from bosses team members co workers and customers enhance the loyalty and retention. Several studies have highlighted the linkage between rewards and employee retention and it has been the most I. important factor for attracting and retaining the talent Williams and Dreher 1992 Watson Wyatt 1999 Willis. 2000 Tower Perrin 2003 Mercer 2003, Career development is also very important for employee retention Employees are keen to advance in. their career organization desires to strengthen their bond with employees must spend on development of. employees Hall Moss 1988 Study by Prince 2005 also advocates that to gain competitive advantage. organization requires talented and productive employees and the latter need career development to enhance and. cultivate their competencies Freyermuth 2007 also recommends that the organization must groom leaders to. support the employees and to build the work environment where workers want to stay. III RESEARCH METHODOLOGY,Scope Sample Methodology, Area of the study is an Indian International airport whose employee strength is 554 distributed across. eight 8 departments The sample framework is the people working in eight departments where the issue relating. to retention is prevalent 554 employees work in eight 8 departments and therefore stratified random sampling. technique is used A sample size of one third of their strength is chosen using random sampling and a total. sample arrived is 185 see table 1 Data was collected from the employees through questionnaire for employee. engagement and employee retention All eight 8 main departments in the airport were covered in the study. Drivers of the employee engagement, Initially 25 drivers of employee engagement were identified with help of literature review and in. discussion with senior management and airport operation specialist Based on the impact analysis nine 9. drivers were shortlisted see table 2 out of 25 drivers Out of the nine 9 shortlisted driversof engagement. communication rewards recognition compensation and benefits manager supervisor relationship career. development teamwork role clarity work environment and work life balance action plans are drawn and. implemented only for drivers with non financial support Hence only six 6 drivers were considered See table. 2 Many action plans were implemented on these drivers communication rewards recognition manager. and supervisor relationship teamwork role clarity and work environment few of them to mention are on spot. appreciations green cards silver cards star of the month town hall meetings skip level meetings one to one. meetings CEO monthly meetings open door policy department steering committee meetings internal. coordination committees team activities team building exercises reporting channel streamlining induction of. HR buddy to each department to improve the HR process and HR helpdesk etc. Hypotheses,Null hypotheses formulated are, H1 There is no significant impact of implementation of action plans for non financial drivers to the level of. engagement of employees H2 There is no significant improvement in the level of employee retention due to. increase in the level of employee engagement, The hypotheses have been tested and the results have been arrived at.
Data sources Quantitative research technique is used and this study is descriptive in nature Both primary and. secondary data have been used in this study Primary data was collected through a questionnaire and secondary. data was collected from documentation section of each department. Instrument Development, Even though a number of instruments are available that measure the retention level of employees they. are not customized for the international airport scenario After long discussions with senior management team. and representatives from all departments 15 influencing factors of retention were identified Then in response to. exit interview questions the influencing factors were analyzed The analysis revealed that seven factors were. responsible for more than 85 of attrition see table 3 Based on this evaluation and the discussions the final. questionnaire for evaluating the retention was formed As the focus of the study is on improving retention. through employee engagement the level of employee engagement was also evaluated Twenty five 25 drivers. www ijbmi org 11 Page,Employee Retention Through, of employee engagement were identified initially and finally narrowed down to nine 9 on the basis of its. impact on the level of engagement Questionnaire based on these nine 9 factors were formed The drivers of. engagement were communication rewards recognition compensation and benefits manager supervisor. relationship career development teamwork role clarity work environment and work life balance. Reliability TestThe data collected thorough questionnaire was subjected to reliability test which shown strong. internal consistency among the given items and hence satisfied. Data collection, After preparing both questionnaires the data was collected for finding out the initial level of. engagement and retention of employees After this many engagement boosting activities were implemented on. the drivers which don t require financial support The hypotheses have been formulated for the purpose of the. study Again level of engagement and retention was evaluated by administrating the questionnaire after 6. months The result was studied in comparison with original scores and the hypotheses were tested. Data analysis Initial levels of engagement of employees were evaluated from the response given by the 185. employees from eight 8 departments to the questionnaire which contains 20 questions Similarly the initial. levels of employee retention also were evaluated by administrating another questionnaire with 20 questions The. result of the survey carried out after six 6 months with same questionnaire was used to evaluate the impact on. the levels of retention by the change in the levels of engagement of employees Change in the level of employee. engagement was evaluated after implementing the action plans decided in the expert and management meeting. Paired t test used to test the hypotheses,IV RESULTS AND DISCUSSIONS. The data obtained is subjected to statistical testing and the results obtained were analyzed and the discussions. Impact of Morale boost plans non financial drivers on employee engagement. H1 There is no significant impact of implementation of action plans for non financial drivers to the level of. engagement of employees, From table 4 and table 5 the observed value of t is 2 2913 which falls in the rejection region as its value is.
greater than the table value of t 1 895 at 5 confidence level for the degree of freedom 7 Hence the null. hypothesis H1 rejected This means there is a significant association or impact of the implemented action plans. to the level of engagement of employees Even though the implemented action plans were only addressed the. non financial drivers of employee engagement it has made a significant improvement in the level of employee. engagement, Impact of the employee engagement on employee retention. H2 There is no significant improvement in the level of employee retention due to increase in the level of. employee engagement H2, From table 6 and table 7 the observed value of t is 2 1213 which falls in the rejection region as its value is. greater than the table value of t 1 895 at 5 confidence level for the degree of freedom 7 Hence the null. hypothesis H1 rejected This means there is a significant association or impact of the improvement in level of. engagement of employees on the level of retention of employees The overall raise in the level of employee. engagement has improved the retention level of the organization significantly. V FIGURES AND TABLES,Table 1 Employees and sampledetails. Item number Department name Total strength Samplesize 33 33. 1 Information Technology 72 24,2 Business Development 44 15. 3 Terminal Operation Performance Services TOPS 98 33. 4 Airside operation team 85 28,5 Landside operation team 80 27.
6 Administration HR Accounts etc 38 13,7 Procurement and Engineering P E 105 35. 8 Property development landscape project management 32 10. Total 554 185,www ijbmi org 12 Page,Employee Retention Through. Table 2 Main drivers of Employees Engagement, Item number Main drivers Selected divers Non financial. 1 Communication Communication,2 Rewards and Recognition Rewards and Recognition. 3 Manager Supervisor relationship Manager Supervisor relationship. 4 Teamwork Teamwork,5 Role clarity Role clarity,6 Work environment Work environment.
7 Career development,8 Compensation and benefits,9 Work Life Balance. Table 3 Main factors influencing Retention of Employees. Item number Main influencing factors by different studies Selected factors Based on the exit. 1 Work environment Work environment, 2 Supervisor Manager support relationship Supervisor Manager support relationship. 3 Organization Image Organization Image, 4 Employee Organization value match Employee value match. 5 Remuneration and Compensation Remuneration and Compensation. 6 Career Development Career Development, 7 Rewards and Recognitions Rewards and Recognitions. 8 Job security,9 Facilities apart from wages,10 Flexibility in working time.
11 Decision taking power,12 Place of work,13 Future of the company. 14 Work content,15 Personal factors,Table 4 Employee Engagement level evaluation. Item Department Engagement Engagement Di,number level before level after. 1 Information Technology 65 68 3 9,2 Business Development 72 71 1 1. 3 Terminal Operation Performance 68 69 1 1,Services TOPS.
4 Airside operation team 59 63 4 16,5 Landside operation team 63 62 1 1. 6 Administration HR Accounts etc 67 69 2 4,7 Procurement and Engineering P E 68 69 1 1. 8 Property development landscape 70 73 3 9,project management. Engagement level before implementation of action plans. Engagement level after implementation of action plans. www ijbmi org 13 Page,Employee Retention Through,Table 5 t Test for H1. Mean of Standard deviation of Observed Degre Level of Table Remarks. differences difference value of e of confidence value of. t freedo t,t n 1 Df n H,1at 5 Reject Accept,1 5 1 8516 2 2913 7 5 1 895 Observed.
value is greater,than table,value Reject,as the observed. value is in,reject region, Table 6 Retention level Employee perceived score evaluation. Item Department Retention Retention Di,number score before score after. 1 Information Technology 77 76 1 1,2 Business Development 81 84 3 9. 3 Terminal Operation Performance Services TOPS 82 85 3 9. 4 Airside operation team 80 79 1 1,5 Landside operation team 76 79 3 9.
6 Administration HR Accounts etc 81 83 2 4,7 Procurement and Engineering P E 82 85 3 9. 8 Property development landscape project mgt 77 79 2 4. Retention level Employee perceived score before implementation of action plans. Yi Retention level Employee Perceived Score after implementation of action plans. Table 7 t Test for H2, Mean of Standard deviation of Observed Degree Level of Table Remarks. differences difference value of of confide value of t. t freedom nce At 5 and,t n 1 Df n 1at H,5 Reject Accept. 1 5 2 0000 2 1213 7 5 1 895 Observed,greater than,table value. Reject H2 as,the observed,value is in,reject region.
www ijbmi org 14 Page,Employee Retention Through,VI CONCLUSION. The present study was conducted when the airport was reeling under the high employee turnover The. study brought out how employee retention can be improved by improving engagement level of employees. There was statistical evidence in the study to confirm that the employee retention can be improved by. addressing non financial drivers of employee engagement like communication recognition manager supervisor. support relationship work engagement team work and role clarity Therefore it has given a very positive. message that even without financial expenditure the employee engagement and hence retention can be. improved The result can be applied as a starting point for further studies or can be emulated in similar airports. or organizations which really require a cost effective way of retention Limitation of the study is that it has not. gone in details to analyze the impact of each drivers separately instead had a holistic approach As such the. future studies can be conducted in two directions one to find the impact of non financial drivers on the. employee engagement and retention and the other to include financial drivers of employee engagement and have. an elaborate study of the impact of engagement drivers on employee engagement and retention. REFERENCES, 1 Agarwal R and T W Ferratt Enduring practices for managing IT professionals Communications of the ACM S 45 9 2002 73. 2 Barnad C Functions of executive Cambridge Harvard University press 1938. 3 Beck S Why associates leave and strategies to keep them American Layer Medical LP 5 2 2001 23 27. 4 Chaminade B A Retention checklist How do you rate www humanresource magazine co au accessed on 28 Nov 2007. 5 Clarke K F What business are going to attract and retain employees becoming an employer of choice Employee benefit. journal 2001 34 37, 6 Corporate Leadership Council Improving employee performance in economic downtime 2007 Corporate. Executive board Washington DC Deovsek D Creating highly engaged and committed employees starts at the top and ends at. the bottom line Credit union national,Association inc May2008. 7 Firth L D J Meller K A Moore and C Loquet How can managers reduce employee intention to quit Journal of Management. Psychology 19 2 2007 170 187, 8 Freyermuth Retaining employees in a tightening labor market RSMMcGladrey website www cfo com whitepapers index cfm.
Displaywhitepaper 10308654 Topic id 10240327 22k 2007. 9 Hall D T Moss J E The new protean career contract Helping organization and employees adapt Organization Dynamics. 29 3 1998 22 37, 10 Hay Group News release 2011 1 in 4 Indian employees set to switch jobs as growth picks up. 11 Mark Royal 1 in 4 Indian employees set to switch job as growth picks up Hay group news release 2011. 12 Mercer People at work survey report Human resource management report 2003 8 15. 13 Meyer J P and Allan N J A three component conceptualization of organizational commitment Human resources management. Review 1 1991 89 93, 14 Parker O Wright L Pay and employee commitment the missing link Ivey business journal 65 3 2001 70 79 w. 15 Prince B L Career focused employee transfer process Career development International 10 4 2005 293 309. 16 Ramlall S Organisational application managing Employee retention as a strategy for increasing organizational. Competitiveness Applied HRM Research 8 2 2003 63 72. 17 Raudenbush S W Bryk A S Hierarchical linear Models Application and data Analysis Methods Sage. publications ThousanOak CA, 18 Shuck and Wollard www vovici com blog bid 22875 listening post. 19 Snell S Dean J Integrated manufacturing and human resources management A human capital perspective Academy of. Management journal 35 1992 467 504, 20 Solomon C M The loyalty factor Personnel Journal 52 1992 32 37. 21 Stein N Winning the war to keep top talent Yes you can make your workplace invincible Fortune 141 11 2000 132 138. 22 Tower Perrin Rewards the not s secret ingredient for managing talent retention HR focus 80 1 2003 3 10. 23 Vaiman V Retention management as a means of protecting Tacit Knowledge in an organization A conceptual framework for. Professional services firms International Journal of Learning and Intellectual Capital 5 20 2008 172 185. 24 Watson Wyatt Work USA 2000 Empliyee commitment and bottom line Belhesda MD Watson Wyatt 1999 43 58. 25 Whitt W The impact of increased employee retention on performance in customer contact center Manufacturing. Services operation management 8 3 2006 235 252, 26 William M Dreher G Compensation systems attributes and applicant pool characteristics Academy of management.
Journal 435 1992 571 95, 27 Wills C Go for your goals working women 2000 6 7. 28 Wiesenberger J and Kirschenbaum A Gender and turnover A re examination of impact of sex tons intent and actual job. changes Human Relations 46 8 1993 487 1006, 29 Zeytinoglu I U Denton M Satisfied workers Retainrd workers Effects of work and work environment on homecare. workers s job satisfaction stress physicalhealth and retention Canadian Health Research Foundatio 2005. www ijbmi org 15 Page,Employee Retention Through, First and Corresponding Author C Balakrishnan CEng MBA MPhil. Research Scholar Jawaharlal Nehru Technical University Hyderabad India He has 35 years of experience in. airport projects and operation in India and abroad and has interests in employee engagement competency. management and performance management,Second Author Dr D Masthan Ph D Professor. Human Resources Organizational Behavior College of Business Administration King Saud University. Riyadh Kingdom of Saudi Arabia He is also associated with Centre for Leadership Research and Development. Hyderabad India,Third Author, Dr V Chandra is currently a Professor at International Management Institute New Delhi India Her major.
research interests include Organizational Communication Employee engagement and workforce diversity.


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