Running head: ANNOTATED BIBLIOGRAPHY 1
Annotated Bibliography
Victoria Smith
Liberty University
ANNOTATED BIBLIOGRAPHY 2
Supportive supervisors: The key to employee retention? (2020). Human Resource Management
International Digest, ahead-of-print(ahead-of-print) doi:10.1108/HRMID-10-2019-0255
This study examined the negative impact of employee turnover on employee retention while also
giving attention to the relationship of the social learning theory and how it directly and indirectly
influences employee turnover. When the percentage of turnover is high this can affect an
organizations financial loss along with the long-term success of the firm. While many
organizations are trying to tackle this issue, it is key to remember that order to reduce this main
issue is by understanding the reason behind an individual wanting to leave or stay. There has been
a tremendous amount of research that has shown that one of the main reasons that employees
leave is due to management and supervisor issues. Therefore, in this study the author examines
the mechanisms that can be used to help promote supervisor support to reduce retention while
increasing productivity and performance in a higher education institution in Pakistan. The
research study’s data was collected from staff that were teachers at a university through the use of
self-administered questionnaires. A total of 304 questionnaires were collected which included 172
respondents that were males and 132 respondents that were females of which were all between
the ages of 29 and 40 years old. A total of four hypotheses were tested where only one was
rejected and all others were supported. The results from the study revealed that within the
university, perceived supervisor support did not have a significant direct effect on turnover
intention while there was a indirect relationship that was significant between perceived supervisor
support and turnover intention through the mediation of self-efficacy. For task performance, the
study’s results revealed that perceived supervisor support did have a significant direct effect on
task performance and that perceived supervisor support was a positive effect on employee task
performance that was indirectly through mediation of self-efficacy.
Towards improved employee retention: The importance of employer branding benefits. (2019). Human
Resource Management International Digest, 27(4), 31-33. doi:10.1108/HRMID-04-2019-0105
ANNOTATED BIBLIOGRAPHY 3
Employee retention for many analysts has been viewed as the key component in an organization’s
performance and success. However, as one might guess retention requires investment such as
training and development that can to a certain extent be costly in some aspects but well worth it.
This paper further discusses the characteristics in which influences an employee’s decision to
either remain or depart from a firm while giving great attention to “employer brand”. Employer
branding helps an organization to focus on ways in which they can make their firm attractive to
the point in which employees have a zeal to work in. This can only be achieved through mutual
trust, enjoyment, camaraderie prevails but most of the focus should be on organizational support.
Lastly, the article examines over multiple benefit types and each of their significance to employee
retention. The benefit types encompass psychological, functional, and economic and consist of
interest value (IV), social value (SV), development value (DV), application value (AV), and
economic value (EV).
Bake, M. (2019). The importance of leadership and employee retention. Radiologic Technology, 90(3),
279.
This study addresses the importance and impact of leadership on employee retention. It discusses
and analyzes various leadership theories and approaches and concludes that there is just not one
best approach that should be used but rather an array of characteristics from each should be used
to manage employees. One of the main issues with employee retention, which one research study
revealed that in the United States is that the economy only runs at 30-percent efficiency due to the
lack of employee engagement. The key to increasing employee engagement is ensuring that the
organization obtains “effective leadership” that will not only help to motivate its employees to
become engaged but also create an environment in which individuals want to work in because
they feel valued and cared for. Leaders can increase employee engagement by offering
mentorships and development programs to help employees advance in career opportunities and
positions, building relationships with employees and allowing individuals to provide feedback
ANNOTATED BIBLIOGRAPHY 4
and suggestions. In addition, leader have a role and effect on employee turnover. While employee
turnover cannot be avoided entirely, it can be limited and controlled in some aspects. One
effective one to controlling this issue is by making the effort to understand how employees are
motivated to either leave or stay. Employees can leave an organization for various reasons such as
horrible leadership, dissatisfied, low pay, challenging work, stressful environments but most of all
ineffective immediate supervisor. Albeit, this can be avoided or solved by having great effective
leadership throughout the company that truly cares about creating relationships with the
employees.
Covella, G., McCarthy, V., Kaifi, B., & Cocoran, D. (2017). Leadership’s role in employee retention.
Business Management Dynamics, 7(5), 1-15. Retrieved from http://ezproxy.liberty.edu/login?
url=https://search-proquest-com.ezproxy.liberty.edu/docview/2134024409?accountid=12085
This study examined the role of leadership on employee retention with a focus on the relationship
and importance of the social exchange theory (SET). The SET is focuses on the interaction and
exchange of two parties and how those transactions within the exchange relationship evolve over
a period and thus influences a positive “leader-member” interactions. The study consisted of four
different hypothesis that would be tested and included a survey sample of 402 respondents of
which 205 were males and 196 were females, all of which were between the ages of 18 to over
the age of 55 years of age. The survey instruments utilized measured turnover intention,
employee work engagement components, and person-job fit. The results of the study concluded
that there was an inverse relationship between “person-job fit” and turnover intention and
mediated through leader member exchange (LMX) and employee work engagement. In
conclusion, the study revealed and supported that organizational leadership is a necessity, in order
to develop and create a positive environment by using SET methods in relationships with
employees in a effort to reduce employee turnover and increase retention.
ANNOTATED BIBLIOGRAPHY 5
DeMotta, H. G., Gonzales, S. J., & Lawson, S. (2019). Exploring strategic training approaches that lead to
the retention of talented employees. Journal of Organizational Psychology, 19(3), 48-53.
Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/2277983031?accountid=12085
This article addresses the topic of how training and development can positively impact employee
retention within an organization. While training is an important part of any Human Resource
Management (HRM) practices, it is critical that leaders and managers understand how to properly
implement and utilize theses mechanisms in order to retain their best employees. In addition,
leaders must also understand that the result of not offering training and development
opportunities for employees can greatly increase employee turnover and that too much
continuous training and development can draw employees to an “early turnover” rather than
improve retention. Retaining talented and skilled workers can be very difficult because losing
talented employees can result in a firm losing “intellectual capital” and risking the loss of
confidential information to competitors. However, learning and coming up with effective
strategies to reach this goal will help an organization to maintain a competitive advantage. The
paper further examines an array of training and development approaches such as Learning
Organization approach, Intellectual Capital approach, and Social Learning approach that offer
ways and ideas in which businesses can improve their employee retention and reduce turnover.
Kundu, S. C., & Lata, K. (2017). Effects of supportive work environment on employee retention.
International Journal of Organizational Analysis, 25(4), 703-722. doi:10.1108/IJOA-12-2016-
1100
The purpose of this study was to analyzes and investigate the “mediating effect” of organizational
engagement on the relationship between supportive work environment (SWE) and employee
retention. The article discusses how employees can be retained by using the three important R’s
that consist of recognition, reward, and respect. However, it was revealed that about 80-percent of
ANNOTATED BIBLIOGRAPHY 6
employees leave the jobs due to seeking a better environment. Therefore, organizations should
strive to create an environment that is less stressful and more productive for working and also
building relationships. The design of the study consisted of 67 organizations of which there were
211 respondents. In order to further analyze the dimensionality and validity of the study variables
a confirmatory factor analysis was utilized. The research results support that SWE is major
component in trying to figure out employee retention while organizational engagement only
partially has an impact on the relationship between SWE and employee engagement.
Ma, Q. K., Mayfield, M., & Mayfield, J. (2018). Keep them on-board! how organizations can develop
employee embeddedness to increase employee retention. Development and Learning in
Organizations: An International Journal, 32(4), 5-9. doi:10.1108/DLO-11-2017-0094
The focus of this study was on how companies can retain their employees the use and
develop of employee embeddedness. Mechanisms to retain and organizations employees
can be very difficult to create and implement, however, it is critical and very beneficial to
have these strategies and practices in place in order to reduce cost, time, and pressure
that can be put on other employees when a fellow coworker decides to leave. Job
embeddedness can be viewed as the characteristics that keeps an individual in their job
and it consist of three attributes that include fit, link, and sacrifice. All of these work
together in an effort to ensure that employees are satisfied and happy with their job.
Retention can be increased through enhancing all three attributes of employee
embeddedness. Through “fit” firms can start to hire and select candidates that actually fit
into their organizations by using assessment tools and methods, involving employees in
decision-making, and by helping employees identify their long-term career goals. In
addition, by increasing “links” or connections that employees have internally and
externally, companies can implement practices that will help uphold this which is by
ANNOTATED BIBLIOGRAPHY 7
using internal recruitment methods. Rather than looking outside the organization for a
potential employee, the firm promotes from within which helps to increase the “links”
form within the organization. If there are any individuals that are hired externally,
mentorships and coaching programs would be beneficially in order to start building
relationships and connections sooner than later. The firm can also help them become even
more connected by using activities and rewards systems for employees that put forth
effort to participate in things such as blood drives or volunteering at a shelter for the
homeless. The goal here is connect employees and create a sense of “family” and support
so that individuals can feel cared for and have a community to lean on. Lastly, retention
can be increased through “sacrifice” in the terms of the sacrifices that are made when an
employee decides to leave. If sacrifices are increased when leaving this will help to make
employees less likely to make that decision because they will know that a desirable
situation will have to be given up. In addition, an organization could increase a required
sacrifice by offering competitive benefits or pay. Ultimately, the goal here is to increase
employee satisfaction and engagement which will make the work environment attractive
to workers.
Reynolds, George M. "What Do People Want from Work? The Simple Question that Can Transform Unit
Engagement and Retention." Air & Space Power Journal, Spring 2019, p. 4+. Gale Academic
OneFile, https://link-gale-com.ezproxy.liberty.edu/apps/doc/A579803922/AONE?
u=vic_liberty&sid=AONE&xid=57d5e6a3
This paper discusses the vast difficulty of retention management within organizations and how
firms are trying to develop better and more effective ways to recruit, engage, and retain their
employees. Many firms are making efforts to focus on their employees in order to make their
organization more competitive, productive, and retain the talent within. The important question to
ANNOTATED BIBLIOGRAPHY 8
ask is, “What do people want from work? Why?” because this is the question in which both
potential and existing employees ask and consider before taking a job or making the choice to
stay or leave. This question offers the necessary answers to allow employers to create an
environment that attracts and retains employees because it helps to focus on individual-centric
framework (ICF), which ultimately exposes what employees want from their job. Employees
want to feel satisfied, needed, compensated, and recognized while also having a sense of
enjoyment and interest for the job they do while also having the opportunities to grow and move
up within the organization. All of these are known as the five distinct categories of the ICF and
should be used in answer the question of “What do people want from work?”. The author
emphasis that in order for an organization to effectively and efficiently retain their employees
that it must first execute and align their mission and values while also ensuring that leaders,
managers, and supervisors are willing and able to align and address what their employees what as
far as goals and desires.
Other References to be Used
ANNOTATED BIBLIOGRAPHY 9
Fletcher, L., Alfes, K., & Robinson, D. (2018). The relationship between perceived training and
development and employee retention: The mediating role of work attitudes. The International
Journal of Human Resource Management, 29(18), 2701-2728.
doi:10.1080/09585192.2016.1262888
Lee, T. W., Hom, P., Eberly, M., & Li, J. (2018). Managing employee retention and turnover with 21st
century ideas. Organizational Dynamics, 47(2), 88-98. doi:10.1016/j.orgdyn.2017.08.004
Presbitero, A., Roxas, B., & Chadee, D. (2016). Looking beyond HRM practices in enhancing employee
retention in BPOs: Focus on employee-organisation value fit. The International Journal of
Human Resource Management, 27(6), 635-652. doi:10.1080/09585192.2015.1035306
Younge, K. A., & Marx, M. (2016). The value of employee retention: Evidence from a natural
experiment: The value of employee retention. Journal of Economics & Management Strategy,
25(3), 652-677. doi:10.1111/jems.12154
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