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An alternative motivation theory to Maslow's hierarchy of needs is the motivator-hygiene (Herzberg's) theory. While Maslow's hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employee's satisfaction, Herzberg's findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee turnover.
Research found that training increases employee retention by 14% across all training measures studied, and 18% for credible training (from external institutions). [9] There is a flip side - the same research found that retention is reduced by up to 2.5% in general when training is visible and portable, and by 4% when credible.
Employee engagement is a part of employee retention." This definition integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991). Defining employee engagement remains problematic.
Retention management focuses on measures that lead to retention of employees. It includes activities that systematically influence the binding, performance and degree of loyalty of staff. David J. Forrest (1999) defines 5 basic principles [2] of retention management that lead to employee performance and satisfaction, and therefore to their ...
Mor Barak's research has focused on diversity and inclusion in the workplace and the development of intervention practices that corporations, governmental and non-profit organizations can adopt to foster an inclusive workplace. [2] Some of her research has dealt with corporate social responsibility, work-life balance and the science of social good.
Research suggests that organizational justice plays a significant role in an employee’s intention to exit an organization. Perceptions of fairness are antecedents and determinants of turnover intention, especially in how employees are treated, outcomes are distributed fairly, and processes and procedures are consistently followed.
Retention in the workplace refers to “the percentage of employees who were employed at the beginning of a period, and remain with the company at the end of the period”. [7] For example, in January 2010, Company A had 500 employees. After one year, 200 of the 500 employees were still working for the company. The retention rate is 200/500 = 40%.
In organizational development (OD), employee research involves the use of surveys, focus groups and other data-gathering methods to find out the attitudes, opinions and sentiments of members of an organization.