Research proposal on Human resource management (HRM) importance: Factors related to staff retention
Human resource management (HRM) importance: Factors related to staff retention
The emergence of more strategic approach to human resource management (HRM) in the service sector industries has been associated with the need to improve quality and efficiency of service provision continually within increasingly competitive conditions. In so doing, the sector has been proactive in targeting groups of workers for employment may be preferable, including pre-career workers and secondary earners. It is currently at the forefront in trying to respond to prospective demographic trends, with attempts to recognize the potential contribution of second- and post-career workers. The need to evaluate the experience and business implications of HRM and retention, focusing on case study and the need to utilize flexible labor policies to meet anticipated retention needs, as well as performance and quality service agendas. The research study have to investigate whether labor (Lyon and Mogendorff, 1991) can be an answer and how service employers can utilize older employees to address their particular management needs (Finn, 1990). On a wider scale, it examines the staffing requirements of HRM and the need to evaluate the implications of labor market segmentation across the range of ages in similar manner to that which has been established in respect of gender.
Thus, upon attempting to reduce certain costs, it is then necessary to maintain and ensure service within competitive climate (Beckett, 1991; Graves, 1990). Criticism of low standards and required improvements to commitment must be addressed (Walsh, 1995), the need for job satisfaction in order to ensure high levels of commitment and staff retention (Rogers et al., 1994). Necessary to ensure that the industry focuses on employees capable of performing the service, quality can never be improved beyond their capabilities (Kathawala and Elmuti, 1991) and most customers who defect from a service business blame indifferent or unhelpful employee (Schlesinger and Heskett, 1991). The labor intensive service organizations can imply low pay and restricted overall career development opportunities. Variability in demand, long trading hours and relatively high labor costs imply that part-time patterns of employment are preferred. Staffing levels are kept to a minimum in order to reduce costs and maximize productivity. The degree of closeness to the customer, by which both management and front-line staff are involved in a direct and immediate relationship with the consumers of their product, implies that staff motivation, loyalty and commitment can be fundamental in contributing to continuously high standards of service provision (Kathawala and Elmuti, 1991).
The research will be in form of in-depth case study, with qualitative procedures complementing survey data. Preliminary work will involve collection of extensive set of company documentation, together with interviews with senior personnel and head office staff. To be consisted of semi-structured interviews with 20 HR managers/branch HR personnel in such branches, focusing on attitudes towards and experience of staff retention within the context of HRM resource. The employee survey on motivations and attitudes to work according to age, permitting comparison with the managerial perceptions of the workforce in age-differentiated terms. Short questionnaire document address work motivation, patterns of job satisfaction, future orientation in terms of attitudes towards promotion and retirement, personal characteristics and previous employment history. Organizational behavior studies suggest that employee retention is dependent upon levels of organizational commitment. There is a focus on potential influence that human resources management strategies have on organizational commitment levels among staff employees. The study collected data on human resources practices; staff employees from six of these institutions completed a survey measuring affective, continuance, and normative organizational commitment levels. Statistical analysis procedures found significant relationships between the HRM strategies and two of the commitment constructs, indicating that certain HRM strategies can affect organizational commitment and potentially influence turnover. Retention is more important than technical support team. Development, marketing, sales and accounting will have an easier time training a new employee than you will in technical support. This means that there is a need to have planning in place for retaining the best people, and why hiring is so important.
Graves, D. (1990), "Staff scheduling and customer service at Asda", Journal of Retail and Distribution Management, Vol. 18 No.1, pp.16-18.
Schlesinger, L.A., Heskett, J.L. (1991), "The service-driven service company", Harvard Business Review, September-October, pp.71-81.
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