Employee Engagement: A Theoretical Review| Chapter 7 | Current Aspects in Business, Economics and Finance Vol. 6

 The plan of employee engagement is famous. This article investigates the link between operator engagement and performance. Employee date has an impact on employee conduct, which in turn has an affect organisational performance. Additionally, it plays a crucial part in outlining a variety of employee- and arranging-related characteristics, in the way that job satisfaction, trade outcomes, brand recognition, stockholder value, etc. Employee date varies between firms and is distressed by a variety of internal and extrinsic factors. The engagement outcome of an employee is influenced by two together internal and external determinants of an organisation, including its procedures, employee relations practices, and traits traits of the worker. The study present a thorough analysis of the plan of employee engagement and related it to other engagement-accompanying criteria, recent incidents, and its impact on depiction.

Author(s) Details:

A. Harilal,
SAI LNCPE, Thiruvananthapuram, Kerala, India.

V. A. Santhosh,
TKM Institute of Management (TIM), Kollam, Kerala, India.

Please see the link here: https://stm.bookpi.org/CABEF-V6/article/view/8741

An International HEI Experience: Human Resource Trends and Perspectives | Chapter 16 | Selected Topics in Humanities and Social Sciences Vol. 7

 Recognizing the importance of employee turnover, particularly at private HEIs, this research article examined the trends and opinions of the 31 participants who participated in the exit interview. The study looked into some of the factors that may have played a role in the occurrence. The study's findings were used by the company to reduce incidences, improve job satisfaction, and increase retention rates. It focused on the participants' personal profiles and information about their resignations; their "biggest satisfaction" and "largest issue" in the company; their suggestions for reducing employee turnover; and how to enhance the university's human resource operations. The results revealed that the Basic Education Unit had a significant turnover rate. During the first three (3) years of service, there was a lot of turnover, mostly among the university's own graduates. Regardless of profile characteristics, the following reasons for resignation were cited: professional advancement; better career opportunities, including government employment; and practical family considerations. Their plans are to work for the government and travel overseas. In terms of job satisfaction, it was discovered that participants were usually satisfied, regardless of profile characteristics. The participants' highest levels of satisfaction were based on 19 elements, the most important of which was the growth of career and personal skills. On the other hand, 23 major issues arose, including office operations, remuneration, and workload/load distribution. At least 24 measures were suggested to improve staff retention. Strengthening SPUP's best practises is one of them.

Author (S) Details

Juana C. Rivera

Human Resource Management Office, St. Paul University Philippines, Philippines.

View Book :- https://stm.bookpi.org/STHSS-V7/article/view/4119

Critical Evaluation of Organizational Culture and Employee Turnover: Evidence from Ghana | Chapter 1 | Current Strategies in Economics and Management Vol. 2

 The study focused on the critical evaluation of organizational culture on employee turnover. The paper was limited to the administrative staff of Private Universities in Ghana. The study employed quantitative research design with a convenience sampling technique for the selection of 203 respondents in the study. Correlation and regression analysis were done to test the relationship between the organizational culture and employee turnover as well as their impacts. The study found that Bureaucratic Culture (BC) significantly influences employee turnover (B=. 406; t-test=10.483; p<0.01). Also, the study revealed that Clan Culture (CC) significantly influences employee turnover (B=0.141; t-test=-2.362; p<0.02). Again, it was found from the study that Entrepreneurial Culture has a positive significant effect on employee turnover (B=.679; t-test=-13.154; p<0.01).  Finally, the study revealed that Power Culture (PC), though, has a positive impact, does not significantly influence employee turnover (B=.0519; t-test=-1.184; p>0.05). The study recommended that the management of the private universities should strengthen formality hierarchical rules as they are significant values of bureaucratic culture that influence employee turnover. 

Author(s) Details

Eric Osei Kwakye
Ghana Institute of Languages, P.O.Box M67, Accra, Ghana.

View Book :- http://bp.bookpi.org/index.php/bpi/catalog/book/185