annotated bibliography pages
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
299
The Relationship between Human Resource
Practices and Employee Retention at a Private
University: Work Environment as a Moderator
Shereen Noranee1, Rohana Mat Som2*, Nur Atiqah Adam3, Rozilah Abdul Aziz4 and Shafiq
Shahruddin5 1234
Universiti Teknologi MARA, Puncak Alam Campus, Selangor, Malaysia 5 Universiti Teknologi MARA, Arau Campus, Perlis, Malaysia
Email Address: rohana536@uitm.edu.my
*Corresponding author
Abstract
In present day, many organizations are bearing employees’ turnover fortune, where
organizations have to spend more to hire new people and provide training to them. For
employers, knowing how to preserve employees to remain within the organization is wiser
than to prevent them from quitting jobs. The objective of this study is to examine the
relationship between human resource practices and employee retention, with work
environment acts as a moderating variable. Respondents collected were among a private
university academic and non-academic staff and the sample size was 178 respondents.
Multiple hierarchical regression analysis was used to analyse the relationships among
variables. The results showed that supervisor support and compensation had significant
relationship with employee retention, while training did not. Interestingly, supervisor
support was found to have a negative relationship with employee retention. Meanwhile,
compensation was found to have the highest impact on employee retention. However, work
environment as the moderating variable, was found not affecting the relationship between
human resource practices and employee retention. The significant of this study would be to
assist the management to identify the human resource practices that would increase the
retention level of an employee such as training development, supervisor support and
compensation. In addition, by implementing good human resource practices, the
organization can attract and retain their employees.
Keywords: Employee retention, human resource practices, work environment
Introduction
Workers are the most essential asset of any organization. Workers might leave to other
organizations due to frustration when they cannot fully utilize their full potential or being
valued in the current workplace (Kakar, Raziq, & Khan, 2017). One of the ways that can be
done in order to reduce the possibility of employees in moving out of the organization is
through the implementation of human resource practices. An efficient human resource
practices can lower the level of employee intention to leave, thus will increase retention level.
However, it is not easy to retain an employee especially the competent one to stay loyal with
the organization and losses of such talent may give huge disadvantage to the organization.
This is because when a worker leaves his/her current company, he/she will carry out with
him/her all the data about the organization, customers, project and previous history, very
often to competitors (Mahadi, Woo, Baskaran, & Yadi, 2020; Crosby-Hardin, 2020; Haider,
Rasli, Akhtar, Yusoff, Malik, Aamir, Arif, Naveed, & Tariq, 2015).
Studies have proven that in order to gain the competitive advantage in today’s highly volatile
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
300
business environment, it is a must to have an effective human resource practices in the
organization as the practices play a significant role in retaining employees. Good HR
practices can help in minimizing employee turnover (Kloutsiniotis & Mihail, 2017; Zahoor,
Ijaz and Muzammil, 2015). To support this, human resource practices have been highlighted
as among of the determinants that influence employee decision to stay in their current
organization (Aburumman, Salleh, Omar, & Abadi, 2020; Ozkan, Elci, Erdilek Karabay,
Kitapci, & Garip, 2020; Kosi, Opoku-Danso, & Ofori, 2015).
Problem Statement
By having a good retention level, it can give a lot of advantages to the organization, for
example, reduce hiring and training cost. It also can improve employee morale where
employees who stay longer become more comfortable, less stressed and develop better
working relationships with their co-workers. Thus, this can give positive impact on the whole
organization. However, not all organizations in the industries secure high retention levels
among their employees.
The scenario of low retention level exists at one of private universities in Selangor (which
after this will be named as Universiti XYZ). Based on a personal interview with the
representative of Human Resource Department, the turnover rate at Universiti XYZ was
6.39% (Personal Interview, 12 June 2019). Several other staff were also interviewed where
they said they had the intention to leave if they got much more attractive offer from other
organizations that can fulfil their needs (Personal Interview, 12 June 2019). This shows that
Universiti XYZ was facing an issue regarding employee retention. Besides, according to
previous studies, there is least study regarding the influence of human practices on retention
that focuses on academic institutions. Most of the studies focused at other sectors such as
health care (Park & Min, 2020), tourism (Islam, Jantan, Yusoff, Chong, & Hossain, 2020),
employee age generation (Younas & Waseem Bari (2020), bank (Kakar, Raziq & Khan,
2017; Ldama & Bazza, 2015) and telecommunication (Zahoor, Ijaz & Muzammil, 2015;
Haider, et al., 2015). Due to that, the researchers were keen to do a study at the university by
focusing on three elements of human resource practices which are training development,
supervisor support, and compensation.
Even though training development, supervisor support and compensation are perceived as
among of important practices in retaining employees, there is another variable that has the
ability to moderate the relationship between training development, supervisor support and
employee retention which is work environment (Bibi, Ahmad, & Majid, 2018). This is due to
the empirical results on the effects work environment on employee retention appear mixed
(Naz, Li, Nisar, Khan, Ahmad, & Anwar, 2020; Yusliza, Faezah, Noor, Ramayah, Tanveer,
& Fawehinmi, 2020; Frimayasa, 2021; Luengalongkot, Chim, & Hongwiset, 2020). Based on
the contradictory findings of prior studies, the work environment is incorporated as a
moderator for the relationship between training and development, supervisor support, and
employee retention in the current study.
Literature Review
Employee Retention
Retaining employees plays an important role in any business firm because employees’ skills
and knowledge are central to companies’ ability to be economically competitive (Kryscynski,
Coff, & Campbell, 2021; Kossivi, Xu, & Kalgora, 2016). Employee retention is very
important in all business firms and therefore, having employee retention strategies will
increase the chance of long-term employees. Employee retention is essential in most
organizations. By having human resource practices putting in place, it would enhance the
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
301
company’s profitability such as increased productivity level due to having satisfied
employees who are happy to work in such an organization. An increment in employee
retention will result in reduction of recruitment with that reason saving the business firm time
and expenses in recruitment and training (Köchling & Wehner, 2020; Wane, 2016).
Human Resource Practices
In order to retain employees in the organization, one of the ways that can be done by Human
Resource practitioners is through the implementation of human resource practices. HRM
practices can be defined as the strategies and policies executed by an organization to ensure
employees work productively to accomplish the organizational objectives and goals. In this
current competitive environment, human resource management practices play a significant
part in retaining employees, the most important asset of the organization (Malik, Baig, &
Manzoor, 2020; Leghari, Suleman, Leghari, & Aslam, 2014). According various studies,
some of human resource practices used in the organizations include supervisor support
(Abeysekera, 2007; Begum & Mohamed, 2016; Liew, Rahman, Patah & Rahman, 2016),
training development (Bibi Ahmad & Majid, 2018; Johari, Yean, Adnan, Yahya & Ahmad,
2012; Imna & Hassan, 2015) and compensation (Haider et al., 2015; Othman & Lembang,
2017; Hosain, 2016).
Training and Development
Based on a study conducted by Nguyen and Duong (2020), it shows that there was a strong
positive relationship between training and development element on employee retention. The
findings further state that employees believe that training and developing comprehensive
technical skills and professional skills which will be the best way to attract, remain, and
retain employees. Ahmad (2013) had done a study on the impact of training on employee
retention. The result of the finding shows that training had a positive relationship with
employee retention. It shows that training practices can influence employees’ decision to stay
loyal with their current organization. As specified by Othman and Lembang (2017), training
development had a significant positive relation with employees’ intention to stay. This result
shows that employees in the organization perceived training development as one of the ways
to enhance their knowledge and skills. Therefore, the first hypothesis for this study would be:
H1: There is a relationship between training development and employee retention.
Supervisor Support
According to Khan, Abass, Khan, and Ahmad (2020), and Iqbal, Hongyun, Akhtar, Ahmad,
and Ankomah, (2020), there is a positive relationship between supervisor support and
employee retention. In line with a study conducted by Zafar (2015), it shows that there is
significant positive relationship between supervisor support and employee retention. It shows
that employee at the organization viewed supervisor support as one of the reasons they would
stay remained working in the organization. The result demonstrates that employee reward
alone did not result in employee’s job satisfaction, yet supervisor support was one of the key
factors that influenced employee decision to stay in their current organization. Furthermore,
previous findings done by Nasir and Mahmood (2016) shows that supervisor support had a
positive, significant relationship with employee retention. The result illustrates that the higher
the level of support provided by supervisor in the organization, the higher the employee
retention level. It shows that employees at organizations considered supervisor support as one
of the factors that could influence their intention to stay at the current organization. Hence,
H2 would be:
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
302
H2: There is a relationship between supervisor support and employee retention.
Compensation
Murtiningsih (2020) stated that compensation has a relationship with employee retention.
Another study done by Olaimat and Awwad (2017) found that compensation had a significant
positive relationship on employee retention where the employees view compensation as one
of the factors that can increase their retention level. When an employee feels satisfied with
the compensation being provided by the organization, there will be a high possibility they
will stay in the company. Another author named Francis (2014) had done a study on human
resource management practices and employee retention. One of variable included was
compensation. The author finding showed that compensation had a positive impact on
employee’s retention where employee at the organization considers compensation as a tool in
influencing their decision to stay at their current workplace. In other words, monetary value
can affect employees’ behavior and long-term employment. However, both author’s result
contradicts with a study done by Hossain (2016) on the impact of best HRM practices on
retaining employees. One of variable included in his study was compensation and he found
that compensation has negative relationship with employee retention. It shows that
compensation does not influence employee’s decision at the organization whether to stay or
move out. Therefore, it is hypothesized that:
H3: There is a relationship between compensation and employee retention.
Work Environment as a Moderator
Workplace environment tends to have positive or negative impact on certain work outcomes
such as intention to stay, commitment and involvement (Ollukkaran & Gunaseelan, 2012).
When workplace is perceived to be unsatisfactory to the employees, the probability of them
to resign will increase (Markey, Ravenswood, & Webber, 2012). There are few studies done
on human resource practices such as supervisor support, compensation (Sanjeevkumar,
2012), and training development (Othman & Lembang, 2017) on employee retention and the
result for the independent variable and the dependent variable positively correlated with
employee’s intention to stay. However, there is another variable that can moderate the
relationship between human resource practices and employee retention such as work
environment. This can be further seemed by viewing recent research study done by Bibi,
Ahmad and Majid (2018). They had done a study on two kinds of human resource practices
which are training development and supervisor support on employee retention, work
environment act as moderating variable. The result of their study shows that work
environment moderated the relationship between training development and employee
retention. Similarly goes to supervisor support where work environment moderated the
relationship between supervisor support and employee retention. Thus, it can be seen that
there is another variable can moderate the relationship between independent variable and
dependent variable. Therefore, the final hypothesis would be:
H4: Work environment moderates the relationship between human resource practices and
employee retention.
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
303
Figure 1: Conceptual framework of relationship between human resource practices and
employee retention which moderated by work environment.
Figure 1 shows the proposed conceptual framework for human resource practices and
employee retention in selected private universities at Shah Alam. For training development
and supervisor support taken from Bibi, Ahmad and Majid (2018) while compensation is
taken from Bibi, Pangil and Johari (2016). The moderating variable is taken from Juneau,
Anchorage and Kodiak (2008) and dependent variable is taken from Bibi, Ahmad and Majid
(2018).
Methodology
This study was conducted to investigate the relationship between human resource practices
(i.e., training development, supervisor support, and compensation), and employee retention
with work environment as a moderator. The researcher wanted to identify the relationship
between several human resource practices on retention among the employees. Thus, this
study is correlation in nature. As claimed by Salkind (2014), correlational research uses a
numerical index called the correlation coefficient as a measure of the strength of the
relationship between the variables.
The population for this study refers to the staffs at Universiti XYZ which is situated in
Selangor. The population of staff (academic and non-academic) at this university was 333.
The sampling technique used was convenience sampling which refers to the collection of
information from members of the population who are conveniently available to provide it
(Kumar, Talib, & Ramayah, 2013). The sample size in this study was 178. The instrument
that will be used for this study is a survey questionnaire. For training development, the
questionnaire adapted from Tonui Cherono Beatrice (2017), compensation (Mburu, 2015),
supervisor support and employee retention (Bibi, Ahmad, & Majid, 2018), and work
environment (Juneau, Anchorage, & Kodiak, 2008).
Findings
For demographic profile, out 178 of total questionnaire received by the researchers, 34.8%
are male respondents, while 65.2% are female respondents. 45.5% were in the age range of
36 years old and above. Then, followed by 31- 35 years old with 28.7%. 70.8% were married
and 75% of the respondents were Master holders. Finally, 43.8% of the respondents have
worked in the organization more than 10 years.
Regression analysis in used to measure how many percent of dependent variables can be
explained by the independent variable. Table 1 illustrates the result of regression analysis of
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
304
three independent variables; training development, supervisor support and compensation
regressed against employee retention.
Table 1: Results for Regression Analysis
Model Unstandardized Coefficients
Standardized
Coefficients Sig
B Std. Error Beta
(Constant) 1.797 .304 .000
Training Development -.061 .074 -.041 .411
Supervisor Support -.162 .076 -.101 .036
Compensation .743 .040 .880 .000
F-value
131.532
Sig .000
Adjusted R2 .690
R2 .695
Table 1 shows that the R2 of 0.695 which implies that all the independent variables (training
development, supervisor support, compensation) explained 69.5 percent of the variance in
dependent variable (employee retention). 30.5 percent of the variance in employee retention
was not explained by training development, supervisor support and compensation in this
study. This indicates that there are other independent variables that are not included in this
study and could further strengthen the regression equation.
For this study, two factors were found to be significant which were supervisor support and
compensation. The result for supervisor support variable is 0.036 (3.6%), which is below the
5% significant level. However, for standardized coefficients beta on supervisor support the
result was -0.101 which indicated that as supervisor support increases by one standard
deviation, employee retention decreases by -0.101 of a standard deviation. Hence, explain that
supervisor support negatively related to employee retention. Compensation variable has a p-
value of 0.000 (0%). Thus, shows it is below the 5% significant level. For standardized
coefficients beta on compensation, the result was 0.880 which indicated that as compensation
increases by one standard deviation, employee retention increases by 0.880 of a standard
deviation. This shows that compensation positively related to employee retention. Even
though two variables were found to be significant but the other one which was training
development found to be insignificant. It is because the p-value for training development is
0.411 (41.1%), which is above the 5% significant level. Hence, explain that training
development not related to employee retention.
Next, to test the moderating effect of work environment, hierarchical regression analysis was
used. Hierarchical regression analysis is used to measure how many percent dependent
variable can be explained by the independent variable and the other variables such as
moderating variable. In this study, the researcher wanted to examine the extent of moderating
variable (work environment) moderate the relationship between human resource practices
(training development, supervisor support, compensation) and employee retention. Based on
the results (Table 2), there is no significant interaction of work environment between human
resource practices and employee retention. The results for interaction between human resource
practices and work environment is B=1.064 (p>.05). It can be concluded that the work
environment did not moderate the relationship between human resource practices and
employee retention.
The result for hierarchical regression analysis is shown as below.
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
305
Table 2: Results for Moderating Effect Dependent Variable: Employee Retention
Model 1 Model 2 Model 3
Independent Variable:
Human Resource Practices
0.667** 0.653** -0.062
Moderating Variable:
Work Environment
0.041** -0.528
Interaction Effect:
Human Resource Practices x Work Environment
1.064
R2
0.445
0.446
0.458
Change in R2 0.445 0.001 0.011
Change in F 140.226 0.454 3.664
Table 2 shows the results for hierarchical regression analysis for employee retention. Model 1
in the table above reflects the direct relationship between human resource practices and
employee retention. For Model 2, it reflects the extent of additional variance explained
when the moderating variable is included in the regression model. For Model 3, it
highlights the interaction of moderating variable with independent variables and their
relationship with the dependent variable. R Square is the variance in the dependent
variable (employee retention) which can be predicted from the independent variable. From
the findings, model 1 indicates that 44.5% of the variance in the dependent variable
(employee retention). Model 2 shows 44.6% additional 1% higher than variance in Model
1 and for Model 3 indicates 45.8% additional 12% higher than Model 2. Based on the
results, there is no significant interaction of work environment between human resource
practices and employee retention. The results for interaction between human resource
practices and work environment is B= 1.064, (p>.05). It can be concluded that the work
environment did not moderate the relationship between human resource practices and
employee retention.
Discussion
Based on the finding, it is shown that there is no relationship between training development
and employee retention. In other words, it can be said that training development does not
have any impact on retention of employees at Universiti XYZ as the regression result was
insignificant. The result is supported by a study done by Chris-Madu (2020). The author
claims that investing in employees’ training and development without a good compensation
package is not effective enough in attaining higher retention. The result is consistent with the
previous research done by Omoikhudu (2017). She stated that in her study that training
development has no significant impact on employee retention. Another research done by
Liew, Rahman, Patah and Rahman (2016), the result of their studies indicated that training
development does not have significant effect on employee’s intention to stay in the
organization. In the case of Universiti XYZ, training development does not really influence
employee retention due to the organization itself does not sponsor regularly their employees
to attend training programs. Plus, the organization is less committed on training development
of its employees where the employees do not get enough training. When this scenario
happened, it is quite difficult for the employees to relate training development with their
retention level as they themselves were less involved with the training development.
It is shown that there is negative, significant and moderate relationship between supervisor
support and employee retention. In other words, it can be said that the higher the supervisor
support, the lower the level of employee retention. The result of this study aligned with study
done by Cho, Johanson and Guchait (2009) where there is no increment in employees’ intent
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
306
to stay even though support from supervisor is high. In the case of Universiti XYZ, most
employees perceived that the more the supervisor helps them develop employee career plan,
the lesser they want to retain in the organization. This situation may happen due to them not
really see their future in the organization. Other than that, the negative relationship may
happen due to the supervisor may do management by objectives (MBO) with employees,
however the supervisor might not monitor them periodically. The supervisor may not fulfill
his promises by giving related resources that are needed during the MBO session. Apart from
that, even though supervisor did give ongoing feedback but the feedback might not really
effective in helping employees on their works. Feedback can be called constructive if it’s
clear, specific and actionable. When supervisor gives vague feedback, most probably, it
cannot give any good help to the employees on their work in which this can give some
influence on employees’ decision whether to stay or move out of the organization (Harter &
Adkins, 2015).
Based on the finding, it is shown that there is positive, significant and strong relationship
between compensation and employee retention. In other words, it can be said that
compensation does give some impact on employee retention at Universiti XYZ. One of the
reasons employees feel satisfied is the number of annual leave given by the organization.
Other than that, Universiti XYZ’s employees believed that they would retain because they
were proud of their hard work was rewarded by the organization. Apart from that, the
employees would stay because they also satisfied with the non-monetary reward that is given
to them. From these, it can be seen that compensation variable can influence employee
decision to stay in the organization. If employees receive a good compensation system, there
is more tendency the employee would stay loyal to the organization. This result can be
supported by research done by Olaimat and Awwad (2017) where the author indicated that
there is a positive, significant relationship between compensation and employee retention.
Employee retention levels can be increased when employee feel happy and satisfied with the
compensation package being offered and given by the organization. In addition, Ghazali,
Nasyuki and Yi (2011) had come out with a conclusion that compensation is able to influence
the employee’s decision to stay and work in the organization. The more satisfied the
employee with the compensation system, the higher the employee’s intention to stay. Apart
from that, a good reward system can help to boost employee morale to stay committed in the
company (Liew, Rahman, Patah, & Rahman, 2016).
The results of this study revealed that there is no moderating effect of work environment on
the relationship between human resource practices and employee retention. In other word, it
can be said that work environment does not give any effect on the relationship between
human resource practices and employee retention. The finding is supported by a study done
by Islam at el. (2020). This rejected the expected result that work environment would have
some ability to moderate the relationship between human resource practices and employee
retention. In the case of Universiti XYZ, the result shows that employees at the organization
do not view work environment as one of factor that can influence their retention level. This
indicates that probably any kind of environment that they might face either good or bad, it did
not affect the relationship between human resource practices and employee retention at the
organization.
Recommendations and Conclusion
The results of the study show that employees at Universiti XYZ stay at the organization
because of the motivation in themselves and they feel satisfied about their job but they might
leave if they keep experiencing dissatisfaction on their work. Therefore, as a human resource
manager at the organization, the manager should come out with a strategy to ensure
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
307
employees retain at the organization by looking into motivation-hygiene factor that is suitable
to be implemented among the employees. As noted by Herzberg (2017), in order to apply the
theory, a two-stage approach is needed to motivate the employees. For the first stage, the
management should focus on employee job dissatisfaction. Management should ensure that
the wages being given to the employees are competitive, create and support a culture of
respect and dignity, build job status by providing meaningful work for all positions, provide
supportive, effective and non-intrusive supervision and provide job security. All of these
actions can help in eliminating job dissatisfaction among the employees and human resource
manager should tackle this issue first as there is no point trying to motivate people when the
issue still exists in the organization.
Next, the second stage is to create situations for job satisfaction. Herzberg stated that in order
to create satisfaction the first thing to do is to address the motivating factors related to works
and called this “job enrichment”. His reason was that each work activity ought to be analyzed
to decide how it could be improved and more satisfying to the individual who does the work.
Some of the things that should be considered such as giving opportunities for achievement
and advancement through internal promotions, recognizing employee’s contributions, giving
each team member as much responsibility as possible and also creating work that matches
employee’s skills and abilities and rewarding.
Not only that, the management at Universiti XYZ should improve more on their
compensation package as it can give some effect on employee intent to stay. Furthermore,
management should check and ensure that supervisor or manager has the right credibility to
become a good leader in order to lead their own team members effectively. This is because a
good supervisor or manager can provide help whenever needed by employees, thus it can
influence their intention to remain in the organization.
As the result from this study shown that training development does not have any relationship
with employee retention, the researcher would like to suggest future researcher to study on
other variables apart from training development for example, recruitment and selection,
human resource planning, performance appraisal, performance management and do the study
at the same place. As the case for moderator variable, the researcher would like to suggest
other variables that may moderate the relationship between human resource practices and
employee retention. For supervisor support, the researcher suggested that future researcher to
use leadership style such as transactional leadership style that employees may want their
supervisor to equip with. At the organization, the employees possessed positive attitude
where they believe in themselves. Therefore, the researcher would like to suggest future
researchers to use self-efficacy as the moderating variable on relationship between
compensation and employee retention. Self- efficacy might be the best moderating variable to
the relationship between compensation and employee retention because employees seen
proud that their hard work is rewarded. Plus, the employees at Universiti XYZ value non-
monetary reward for example annual leave.
To conclude, this study was conducted with the intention to investigate factors that might
influence employee retention. HR practice dimensions are the predictors such as training and
development, supervisor support and compensation. The results indicate that factors such as
supervisor and compensation are related with employee retention, however training
development was not significantly related. For moderating variable, there is no moderating
effect of work environment on the relationship between human resource practices and
employee retention.
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
308
References
Abeysekera, R. (2007). The impact of human resource management practices on marketing
executive turnover of leasing companies in Sri Lanka. Contemporary Management
Research, 233-252.
Aburumman, O., Salleh, A., Omar, K., & Abadi, M. (2020). The impact of human resource
management practices and career satisfaction on employee’s turnover intention.
Management Science Letters, 10(3), 641-652.
Aguenza, B. B., & Som, A. P. (2012). Motivational factors of employee retention and
engagement in organizations. International Journal of Advances in Management and
Economics, 88-95.
Ahmad, U. (2013). Impact of training on employee retention. Case Business School, 1-14.
Alias, N. E., Rohmanan, N. H., Ismail, S., Koe, W. L., & Othman, R. (2018). Factors
Influencing Turnover Intention in a Malaysian Manufacturing Company. KnE Social
Sciences, 771-787.
Begum, F. W., & Mohamed, D. M. (2016). The role of HRM practices in gaining employee
affective commitment in manufacturing industries, Tiruchirappalli. International
Journal of Management, 15-22.
Bibi, P., Ahmad, A., & Majid, A. H. (2018). The impact of training and development and
supervisor support on employee retention in academic institutions in Pakistan: The
moderating role of work environment. Gadjah Mada International Journal of Business,
113-131.
Billah, M. M. (2009). Human resource management practices and employee turnover
intention to leave: A Study on commercial banks in Bangladesh. AMDIB Management
Review, 1: 23-42.
Cho, S., Johanson, M. M., & Guchait, P. (2009). Employees intent to leave: A comparison of
determinants of intent to leave versus intent to stay. International Journal of Hospitality
Management, 28(3), 374-381.
Chris-Madu, A. (2020). Exploring training and development as a motivational tool for
sustaining employee retention within the Irish retail industry. (Doctoral dissertation,
Dublin, National College of Ireland).
Crosby-Hardin, Z. M. (2020). The Impact of Small Business Leadership on Employee
Turnover. (PhD Dissertations, Walden University).
Foday, A. (2014). Perceived relationship between career development and employee
retention at deloitte Kenya. Kenya.
Francis, A. U. (2014). Human resource management practices and employee retention in
Nigeria’s manufacturing industries. International Journal of Scientific & Engineering
Research, 1741-1754.
Ghazali, H., Nasyuki, N. M., Yi, O. X., & Ishak, M. B. (2011). Human Resource Practices
and Employees’ Intention to Stay In The Kuala Lumpur Hotel Industry.
Haider, M., Rasli, A., Akhtar, C. S., Yusoff, R. b., Malik, O. M., Aamir, A., . . . Tariq, F.
(2015). The impact of human resource practices on employee retention in the telecom
sector. International Journal of Economics and Financial Issues, 63-69.
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
309
Harter, J., & Adkins, A. (2015). Engaged employees less likely to have health problems.
Pridobljeno dne, 3, 2015.
Herzberg, F. (2017). Motivation to work. Routledge.
Hosain, M. S. (2016). Impact of best hrm practices on retaining the best employees: A study
on selected bangladeshi firms. Asian Journal of Social Sciences and Management
Studies, 108-114.
Hosain, M. S. (2016). Impact of best HRM practices on retaining the best employees: A study
on selected Bangladeshi firms. Asian Journal of Social Sciences and Management
Studies, 3(2), 108-114.
Imna, M., & Hassan, Z. (2015). Influence of human resource management practices on
employee retention in Maldives retail industry. International Journal of Accounting &
Business Management, 50-80.
Iqbal, S., Hongyun, T., Akhtar, S., Ahmad, U., & Ankomah, F. N. (2020). Impacts of
supervisor support on turnover intentions: Mediating role of job satisfaction. Asian
Journal of Education and Social Studies, 1-9.
Islam, M. A., Jantan, A. H., Yusoff, Y. M., Chong, C. W., & Hossain, M. S. (2020). Green
Human Resource Management (GHRM) practices and millennial employees’ turnover
intentions in tourism industry in Malaysia: Moderating role of work
environment. Global Business Review, 0972150920907000.
Johari, J., Yean, T. F., Adnan, Z., Yahya, K. K., & Ahmad, M. N. (2012). Promoting
employee intention to stay: do human resource management practices matter?
International Journal of Economics and Management, 396-416.
Kakar, P., Raziq, A., & Khan, F. (2017). The impact of human resource management
practices on employee retention a case of banking sector in Quetta Baluchistan. Journal
of Management Info, 5-11.
Khan, H. G. A., Abass, Z., Khan, M. J., & Ahmad, I. (2020). Enhancing employee retention
in supervisory support context: Role of person-organizations fit and career
commitment. NICE Research Journal, 24-46.
Kloutsiniotis, P. V., & Mihail, D. M. (2017). Linking innovative human resource practices,
employee attitudes and intention to leave in healthcare services. Employee Relations,
39(1), 34-53
Köchling, A., & Wehner, M. C. (2020). Discriminated by an algorithm: A systematic review
of discrimination and fairness by algorithmic decision-making in the context of HR
recruitment and HR development. Business Research, 1-54.
Kosi, I., Opoku-Danso, A., & Ofori, A. A. (2015). HRM practices and retention: An
empirical study of senior staff of university of cape coast. International Journal of
Technology Enhancement and Emerging Engineering Research, 62-68.
Kossivi, B., Xu, M., & Kalgora, B. (2016). Study on determining factors of employee
retention. Open Journal of Social Sciences, 261-268.
Kryscynski, D., Coff, R., & Campbell, B. (2021). Charting a path between firm-specific
incentives and human capital-based competitive advantage. Strategic Management
Journal, 42(2), 386-412.
Kumar, M., Talib, S. A., & Ramayah, T. (2013). Business Research Methods. Oxford Fajar
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
310
Sdn. Bhd.
Ldama, J., & Bazza, M. I. (2015). Effect of training and development on employees’
retention in selected commercial banks in Adamawa State, Nigeria. European Journal
of Business and Management, 96-101.
Leghari, J. M., Suleman, U., Leghari, I. B., & Aslam, S. (2014). Role of HRM practices in
performance of organization and employee retention. European Journal of Business
and Management, 219-223.
Liew, J. W., Rahman, R. H., Patah, S. A., & Rahman, A. A. (2016). The relationship between
HRM strategies and intention to stay. Journal of Advanced Research in Social and
Behavioural Sciences, 90-98.
Mahadi, N., Woo, N. M., Baskaran, S., & Yadi, A. (2020). Determinant factors for employee
Retention: Should I stay? International Journal of Academic Research in Business and
Social Sciences, 10(4).
Malik, E., Baig, S. A., & Manzoor, U. (2020). Effect of HR Practices on Employee
Retention: The Role of Perceived Supervisor Support. Journal of Public Value and
Administrative Insight, 3(1), 1-7.
Markey, R., Ravenswood, K., & Webber, D. J. (2012). The impact of the quality of the work
environment on employees’ intention to quit. Economics Working Paper Series, 1-35.
Mburu, A. W. (2015). Effects of human resource management practices on employee
retention in deposit-taking microfinance institutions (MFIs) in Kenya (Doctoral
dissertation, University of Nairobi).
Mensah, R. D. (2014). Effect of human resource management practices on retention of
employees in the banking industry in Accra, Ghana.
Murtiningsih, R. S. (2020). The impact of compensation, training and development, and
organizational culture on job satisfaction and employee retention. Indonesian
Management and Accounting Research, 19(1), 33-50.
Nasir, S. Z., & Mahmood, N. (2016). HRM practices for employee retention: An analysis of
pakistani. European Journal of Business and Management, 96-97.
Nguyen, C., & Duong, A. (2020). The impact of training and development, job satisfaction
and job performance on young employee retention. International Journal of Future
Generation Communication and Networking, 13(3), 373-386.
Olaimat, D., & Awwad, B. (2017). Exploring the relationship between human resource
practices and employee retention in the house of representatives in Jordan.
International Journal of Business and Social Science, 178-185.
Ollukkaran, B. A., & Gunaseelan, R. (2012). A study on the impact of work environment on
employee performance. Namex International Journal of Management Research, 71-85.
Omoikhudu, J. (2017). The impact of training and development on employee retention in the
retail sector, an examination of the role of coaching in a leading retailer in Dublin,
Republic of Ireland. a case study of Mark and Spencer’s Store Dublin. Dublin.
Othman, S. Z., & Lembang, S. A. (2017). What attract gen y to stay in organization? HR
practices, organizational support or leadership style. International Review of
Global Business and Management Research: An International Journal
Vol. 13, No. 4 (2021)
311
Management and Marketing, 1-9.
Ozkan, A. H., Elci, M., Erdilek Karabay, M., Kitapci, H., & Garip, C. (2020). Antecedents of
turnover intention: a meta-analysis study in the United States. Economics and
Management, 23(1), 93–110.
Park, J., & Min, H. K. (2020). Turnover intention in the hospitality industry: A meta-analysis.
International Journal of Hospitality Management, 90, 102599.
Salkind, N. J. (2014). Exploring research (8th ed.). England: Pearson.
Sanjeevkumar, V. (2012). A study on employee's intention to stay in public companies,
Kedah, Malaysia. ZENITH International Journal of Business Economics &
Management Research, 91-101.
Senevirathna, G. A. (2017). Factors affecting employee retention.
Tonui, C. B. (2017). Human Resource Management Practices on Employee Retention
(Doctoral dissertation, University of Nairobi).
Wane, K. (2016). Effect of career development programs on employee retention in
international nongovernmental organizations in Kenya. Kenya.
Younas, M., & Waseem Bari, M. (2020). The relationship between talent management
practices and retention of generation ‘Y’ employees: mediating role of competency
development. Economic research-Ekonomska istraživanja, 33(1), 1330-1353.
Zafar, A. (2015). The consequences of supervisory support on employee retention in
Rawalpindi, Pakistan. Developing Country Studies, 23-30.
Zahoor, A., Ijaz, S., & Muzammil, T. (2015). Impact of human resource management
practices on employee retention in telecom sector of Pakistan. Journal of Resources
Development and Management, 22-31.
Naz, S., Li, C., Nisar, Q. A., Khan, M. A. S., Ahmad, N., & Anwar, F. (2020). A study in the
relationship between supportive work environment and employee retention: Role of
organizational commitment and person–organization fit as mediators. SAGE
Open, 10(2), 2158244020924694.
Yusliza, M. Y., Faezah, J. N., Noor, N. M. M., Ramayah, T., Tanveer, M. I., & Fawehinmi,
O. (2020). Effects of supportive work environment on employee retention: The
mediating role of person–organisation fit. Industrial and Commercial Training.
Frimayasa, A. (2021). Effect of compensation, career development and work environment on
employee retention (Study on Employees of PT Telkom Witel Tangerang
BSD). Journal of Research in Business, Economics, and Education, 3(1), 1715-1730.
Luengalongkot, C. C. P., Chim, C., & Hongwiset, S. (2020). Factors affecting employee
retention at Tira Thai Public Company Limited, Samut Prakan, Thailand. ARU
Research Journal Humanities and Social Sciences, 7(1), 81-88.
Copyright of Global Business & Management Research is the property of Global Business & Management Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.