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Literature Review Assignment – Staffing Quality
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Literature Review Assignment – Staffing Quality
Part 2
1. 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.
The authors Aburumman, Salleh, Omar, and Abadi, examine how human resource
management (HRM) practices and career satisfaction can impact employees’ turnover intention
in the workplace. The authors outline HRM practices like promotion, performance appraisal,
compensation, and training and development on employee satisfaction and turnover intention.
This article suggests that organizations should ensure high compensation, fast promotion
systems, and sufficient training to improve staff’s skills and morale in the workplace; thus,
reducing employee turnover. Besides, corporate organizations should adopt fair performance
appraisal and development programs to prevent turnover intentions among staff members. By
focusing on excellent staff compensation and promotion opportunities, corporate organizations
will ensure a high level of career satisfaction in the workplace; thus, enhancing employee
retention. The article is relevant to staffing because it provides information on HRM practices
and how to improve employee retention.
This is a survey report conducted in 25 banks in Jordan, involving 394 employees as
participants. The article begins with abstract outlining critical aspects of the study. The article
contains a research methodology explaining the population, sample size, and demographics of
respondents. Major topics discussed in the article include employee compensation, training and
development, and promotion systems. This research will fit into the literature review by
providing significant information on staffing-related concepts like HRM practices and
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employee retention. Aburumman, Salleh, and Omar are from the School of Maritime Business
and Management in the University of Malaysia while Abadi is from the Faculty of Business in
Al-Balqa’ Applied University in Jordan.
2. Arif, M., Syaifani, P. E., Siswadi, Y., & Jufrizen, J. (2019). Effect of Compensation
and Discipline on Employee Performance. Proceeding UII-ICABE, 1(1), 263-276.
Arif, Syaifani, Siswadi, and Jufrizen report on the effect of compensation and work
discipline on employee performance. Arif et al. suggest that indispensable human resource
qualities in corporate organizations enable employees to work optimally. Besides, high staff
compensation creates a "reliable workforce," enabling a company to achieve its goal. Good
employee performance is vital to promote operational excellence. The authors suggest that
staffing involves monitoring employees' discipline to enhance performance. Labor discipline
involves compliance with organizational rules and work procedures. Additionally, staffing
entails checking employee attitudes and behaviors in accordance with written and unwritten
administrative rules. Therefore, appropriate staffing is crucial to enhance employee satisfaction
and promote organizational success.
Monitoring employee performance is crucial in identifying barriers and proponents of
good work ethics. According to the authors, "increased employee performance is linked with
improved organizational performance" since staff members are often in the frontline in
executing corporate tasks. Organizations can use the following indicators to determine
employee performance: timeliness, collaboration capabilities, quality of jobs, and the number
of tasks. Besides, Arif et al. mention that corporate organizations should focus on good staffing
practices like the compensation of employees. The authors conclude that high compensation
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promotes employee retention and satisfaction; thus, preventing turnover desires. Arif, Syaifani,
Siswadi and Jufrizen are scholars from the Faculty of Economics and Business in the
University of Muhammadiyah Sumatera Utara.
3. Crane, K., Gramlich, M., Luecking, R. G., Gold, P. B., & Morris, T. (2021). Staff
Capacity Building and Accountability in Transition Services. Career Development and
Transition for Exceptional Individuals, 44(2), 89-96.
The authors examine staff capacity building and accountability in corporate
organizations providing transition services. Crane et al. suggest that training and monitoring
employees are vital to improving strong employment outcomes and promoting organizational
success. Besides, corporate organizations should ensure that staff members have adequate
knowledge and skills to support organizational tasks and deliver market-based services
effectively. Staffing activities should provide employees with work-based learning experiences
and work readiness training to make them aware of corporate tasks. Work-based learning
experiences and training improve workers’ skills and knowledge, thus, high employee
performance. When providing work-based learning experiences and training, corporate
organizations need to monitor the time spent and activities performed by staff members while
in the field.
This article mention that training and monitoring staff is vital after hiring employees to
assist them in acquiring new knowledge and skills relevant to organizational tasks. Training
activities should be focused on evidence-based employment services. Also, organizations can
consider workers’ experiences and provide necessary training services to develop their skills.
The authors submit that training and field-based coaching ensure that staff members perform
effectively while delivering organizational services to the community. The authors conclude
that work-based learning experiences, staff training, and employee performance monitoring
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have become common in organizations, vital for improving workers’ skills, knowledge, and
competencies. Crane, PhD, Gramlich, MA, Leucking, EdD. Gold, PhD, and Morris MA are
authors from the University of Maryland, College Park.
4. Khin-Thet, H. S., & Lee, H. L. (2019). The enhancement of employee engagement to
reduce employee turnover intention and improve employee job satisfaction: An action
research on Mirac company in Yangon, Myanmar. ABAC ODI Journal Vision. Action.
Outcome, 6(1), 123-147. https://www.proquest.com/scholarly-journals/enhancement-
employee-engagement-reduce-turnover/docview/2384087706/se-2
Khin-Thet and Lee's article assess the impact of enhanced employee engagement in
reducing employee turnover intention. Employee engagement promotes discretionary efforts
among workers, which helps the organization achieve business success. Khin-Thet and Lee
mention that appropriate staffing should concentrate on employee engagement to facilitate job
satisfaction. When employees are satisfied with a particular job, they may increase their
performance with the hope of being retained by the company. The authors suggest that
employee turnover intention refers to workers' intentional thinking of leaving a job. Employees
often develop turnover intentions when they lack satisfaction in a particular job. Factors that
facilitate turnover intentions include job stress, employee dissatisfaction, and poor
commitment. Therefore, appropriate staffing seeks to suppress these factors by promoting
employee engagement and increasing compensation.
Excellent staffing ensures that workers are satisfied with every aspect of the
organization. For instance, employees achieve satisfaction when the organization fulfills their
needs, wants, and desires. The authors mention that frequent engagement reduces employees'
intention to quit. Organizations can monitor the following behaviors to check if employees are
satisfied: commitment, enthusiasm, creativity, and good participation. Appropriate staffing
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also entails positive relationships between managers and employees. Therefore, this article is
relevant to staffing since it provides crucial concepts like employee engagement, which relates
to an organization's internal management. Khin-Thet is an assistant director and Chemical
Examination Office, Myanmar Police Force. However, Lee is a Program Director, Ph.D.,
Graduate School of Business from the University of Thailand.
5. Ozkeser, B. (2019). Impact of training on employee motivation in human resources
management. Procedia Computer Science, 158, 802-810.
In this article, Ozkeser assesses the human resource (HR) practice of staff training and
its impact on employee motivation. Among the activities in staffing, training is crucial to
improve employees’ skills and knowledge, consequently promoting long-term organizational
success. The HR department spearheads training activities aimed at motivating employees. The
author suggests that training reflects the importance and privileges given to employees, who
are considered an important asset of the organization. Staffing seeks to retain employees by
providing quality training programs to improve their knowledge and skills. Through training
programs, employees feel privileged, and their morale increases, allowing them to participate
in organizational tasks wholeheartedly. Thus, organizations can retain and offer them job
promotions in the future.
Human Resource Management (HRM) plays a crucial role in staffing because they
often interact with workers and issues affecting them. During recruitment activities, the HRM
assesses the skills and competencies of employees and provides necessary training programs
to equip them with new knowledge relevant to organizational tasks. The author submits that
newly recruited personnel can adapt to organizational tasks, courtesy of training programs.
Ozkeser’s article relates to staffing since it explains the impact of training programs on
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promoting employee motivation and retention. Banu Ozkeser works in Koluman Otomotiv
Industry, R & D Centre, in Turkey.
6. Pande, M. A., & Deshpande, A. (2020). Recruitment and Staff Retention as a key role
of Human Resource Management. Solid State Technology, 63(5), 6282-6286.
Organizations engage in recruitment activities to select the right employees capable of
steering organizational operations in the right direction. Every organization has a human
resource department responsible for hiring and retaining employees. Appropriate staffing
ensures a fair and transparent recruitment process, allowing the organization to employ
competent and experienced workers. Pande and Deshpande suggest that an employee retention
is a strategic tool for organizational growth and productivity. Since employees control the
socioeconomic growth and productivity of the company, they are considered an essential asset
in any business enterprise. To effectively hire employees, organizations should adhere to the
following aspects of a recruitment process: job analysis, advertisement, and selection training.
A recruitment process should begin with a job vacancy. This stage allows individuals
to hand in their resignation documents for approval by the HR department. The second stage
is job analysis, which involves evaluating the vacant position. The third stage entails attracting
candidates by announcing the vacant position. After which, the HR department screens
applications of candidates to determine their eligibility. The next phase involves interviewing
candidates to determine the right individuals. The final stages of recruitment involve selecting,
appointing, and induction of employees. This report is relevant to staffing due to the
information about recruitment and staff retention, which illuminate the role of HRM in
organizations. Mr. Pande is an assistant Professor in G.H. Raisoni College of Engineering in
Nagpur. However, Dr. Deshpande is the Principal, GHRCCST in Nagpur.
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7. Qing, K. M., Mayfield, M., & Mayfield, J. (2018). Keep them on-board! how
organizations can develop employee embeddedness to increase employee retention.
Development and Learning in Organizations, 32(4), 5-9.
http://dx.doi.org/10.1108/DLO-11-2017-0094
Qing, Mayfield and Mayfield evaluate the concept of employee embeddedness in the
workplace to increase staff retention. Employee embeddedness refers to factors that keep
individuals to a job. The authors suggest that organizations can reduce turnover by ensuring
employee job satisfaction. Embeddedness involves three attributes: links, fit and sacrifice. The
authors opine that fit entails the compatibility between an individual and the workplace
environment. Therefore, the more a person is fit, the less likely they can leave a job.
Organizations can increase fitness among employees by providing safe and healthy working
conditions. Besides, organizations can improve links by boosting employee and community
connections. The authors suggest that employees with links on and off the organization are less
likely to leave their jobs. Furthermore, sacrifice entails materials and psychological benefits
that make employees stay in employment. Therefore, employees with high perceived benefits
are less likely to quit jobs since they fear losing them.
Appropriate staffing focuses on network building to increase links between employees
and the community. Since the significant goal of staffing is to retain employees, organizations
can compensate employees, provide career development opportunities, and create a safe and
healthy workplace to prevent staff from leaving. This article is relevant to staffing since it gives
significant concepts on employee embeddedness to promote staff retention. Qing is an assistant
Professor of Management at the Division of International Business Technology Studies, Texas
A & M International University, Laredo, Texas. Mayfield and Mayfield work together as
Professor of Management at the Division of International Business and Technology studies.
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8. Sitopu, Y. B., Sitinjak, K. A., & Marpaung, F. K. (2021). The Influence of Motivation,
Work Discipline, and Compensation on Employee Performance. Golden Ratio of
Human Resource Management, 1(2), 72-83.
Sitopu, Sitinjak, and Marpaung analyze the impact of work discipline, motivation, and
compensation on staff performance. The HR department focuses on employee motivation by
identifying their needs and desires. The theory of motivation focuses on the following needs:
the need for achievement, affiliation, and power. Studies suggest that highly motivated
employees are more likely to perform well when executing organizational tasks. Employee
motivation can also interfere with work discipline, leading to poor performances. For instance,
poor employee motivation facilitates absenteeism and operational delays, which negatively
affects the organization. Hence, adequate staffing should ensure the motivation of employees
through compensation, effective engagement, and promotions.
Moreover, business organizations can ensure that employees perform well in
organizational tasks by emphasizing work discipline. This involves compliance with corporate
rules and regulations concerning business operations. Undoubtedly, work discipline goes hand
in hand with motivation and compensation. Employees who receive high compensation and
motivation tend to demonstrate good work ethics, allowing them to display excellent
performances. Thus, appropriate staffing is vital to monitor employees' needs and desires,
motivating them to practice proper work discipline and achieve the best performances. This
article relates to staffing, considering that it provides knowledge on work discipline,
compensation, and motivation in improving workers' performances. Sitopu, Sitinjak, and
Marpaung work in the Department of Management, Faculty of Economics, Universitas Prima
Indonesia, Medan, Indonesia.
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9. Slavković, M., Pavlović, G., & Simić, M. (2018). Employee recruitment and its
relationship with employee satisfaction: Verifying the mediating role of the employer
brand. Ekonomski horizonti, 20(2), 127-139.
This article evaluates the relationship between employee recruitment and employee
satisfaction, with relevance to human resource management roles. Important concepts to
consider in staffing include internal recruitment and external recruitment. The HR department
performs external employee recruitment by analyzing the competencies and experiences of
individuals entering an organization. However, internal employee recruitment occurs during
employee retention. During employee retention, the HR department evaluates workers'
performances, needs, and desires to make workers not leave. Thus, the employee satisfaction
concept is vital during staff retention. Workers who are satisfied with the organization are less
likely to leave. This ensures that the company motivates employees through compensations to
meet their desires and needs.
Adequate staffing ensures that hiring managers adhere to relevant steps of the
recruitment process. Therefore, a good recruitment process can positively impact
organizational outcomes. Adequate staffing guarantees a quality-driven selection process, vital
for building a productive workforce and retaining employees in the future. The authors opine
that employee recruitment has a positive impact on employee satisfaction. By illustration, when
organizations implement the appropriate recruitment process, workers are informed of their
roles and responsibilities, making them satisfied with the job. This article is relevant to staffing
for it outlines basic knowledge on employee recruitment and satisfaction, vital for positive
organizational outcomes. Slavkovic, Pavlovic, and Simic are both from the Faculty of
Economics, University of Kragujevac, Kragujevac in Serbia.
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10. Villegas, S., Lloyd, R. A., Tritt, A., & Vengrouskie, E. F. (2019). Human resources as
ethical gatekeepers: Hiring ethics and employee selection. Journal of Leadership,
Accountability and Ethics, 16(2), 80-88.
Human resource managers should adopt ethics when hiring and selecting employees to ensure
they employ the right people. This way, HR managers should adhere to regulatory and internal
employment policies to uphold ethics. Organizations also have legal frameworks that define
employment practices to promote ethical conduct and behaviors during hiring practices.
Adequate staffing should display moral obligations, allowing managers to establish an ethical
atmosphere that supports fair recruitment of employees. Organizations can demonstrate
adequate staffing through ethical hiring practices and managerial safeguards to guarantee the
employment of qualified and competent candidates.
Thus, ethical hiring should portray the following attributes: fairness, integrity, and anti-
discrimination. Managers should avoid biasness and act in the company's interest during hiring.
This ensures that the right people are employed in accordance with organizational rules and
regulations. Every organization has specific guiding principles that guarantee the integrity of
employee selection and hiring processes. The authors opine that HR managers should inform
candidates about ethical expectations for vacant positions. This approach helps the organization
stay committed to upholding ethical standards throughout the hiring process. Hence, this article
is relevant to staffing because it provides information concerning the ethical hiring of
employees during recruitment processes. The author Villegas is from George Fox University
while Lloyd and Tritt belong to Fort Hays State University. However, Vengrouskie works at
The Jack Welch Management Institute.
Part 3
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A Literature Review on Staffing
Abstract
This study explores the staffing concept through human resource management practices
like employee recruitment/hiring and retention, employee compensation, work discipline, staff
participation, motivation, training and job satisfaction. This research reviewed and analyzed 13
scholarly articles relevant to staffing and HRM practices. The information used in this study is
from early analysis performed by various authors on different HRM practices. This report
provides an introduction outlining background information on staffing. Besides, this report has
a section on findings, indicating information related to staffing as sourced from various
scholarly research articles. It also offers a conclusion and recommendation section
summarizing significant knowledge on staffing and HRM practices. Courtesy of the scholarly
research article, this report found that employee compensation, staff participation and
motivation positively affect employee performances and job satisfaction. This article suggests
that organizations should exercise ethics during recruitment practices, improve employee
engagement and participation and offer training services to staff members to enhance
operational excellence and best performances.
Introduction
Staffing is a crucial concept in business management since it encompasses a variety of
human resource management practices like staff management, recruitment and retention,
employee training and development programs, employee motivation and satisfaction. Human
resource managers play a vital role to ensure appropriate staffing through compensation and
promotion of employees. Aburumman et al. (2020) suggest that employee compensation and
promotion helps to reduce employees’ turnover intention. Aburumman et al. (2020) define
turnover intentions as the desire or need of an employee to leave employment due to poor
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compensation and unhealthy working conditions. Furthermore, Arif et al. (2019) submit that
high compensations improve employees’ performance. This suggests that workers receiving
high wages or benefits are less likely to leave their workplaces.
Staffing also entails employee recruitment and retention practices. According to Khalid
and Nawab (2018), staff retention increases if the organization focuses more on employee
participation. Besides, Pande and Deshpande (2020) suggest that recruitment sources are
categorized into internal and external sources. Internal source involves transfers and
promotions. This way, organizations can transfer employees to other departments to improve
their skills and competencies. Also, promotions entail assigning employees higher roles or
positions to increase their input in organizational tasks. Typically, internal sources are similar
to employee retention since the organization does not lose its workers but changes
responsibilities. External sources reflect advertisements of job vacancies to hire fresh people
into the company.
Staffing also involves employee motivation, training and development programs.
Sitopu et al. (2021) suggest that motivation, training programs, and compensation significantly
affect employee performance. Training programs are essential to expose employees to new
skills, vital for executing organizational tasks. Moreover, staffing also depicts hiring ethics
during employee selection to ensure that the organization adheres to relevant recruitment
processes. Therefore, this report analyzes the staffing concept using various scholarly journals
describing employee motivation and satisfaction, training programs, employee recruitment,
and performance.
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Findings
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.
The theoretical model used by Aburumman et al. (2020) is human resource
management practices that influence career satisfaction and employee turnover intention. This
article is a qualitative study because it evaluates how HRM practices affect career satisfaction
and turnover intention. The authors used surveys and questionnaires to gather information from
394 employees in 25 Jordanian banks. Aburumman et al. (2020) found that HRM practices like
compensation, promotion, training and development, and performance appraisal had a negative
impact on employees’ turnover intention.
Moreover, they discovered that HRM practices improved employee satisfaction; hence,
they were less likely to leave their jobs. Aburumman et al. (2020) concluded that organizations
should offer high compensation, adopt fast promotion systems, sufficient training and
development programs to improve career satisfaction and prevent employees from leaving.
According to Aburumman et al. (2020), Jordanian banks should engage in fair performance
appraisals to increase employee satisfaction and lower turnover intentions.
Arif, M., Syaifani, P. E., Siswadi, Y., & Jufrizen, J. (2019). Effect of Compensation and
Discipline on Employee Performance. Proceeding UII-ICABE, 1(1), 263-276.
The conceptual model of the article is as follows: the dependent variable is employee
performance while the independent variables are compensation and discipline. The article is a
qualitative study analyzing the level of compensation and work discipline and how it affects
overall performance. The authors utilized interviews and questionnaires to gather data from 47
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workers in the Department of Highways and Construction developing the Road and Bridge of
North Sumatra Province. Besides, multiple linear regression was used to analyze the study’s
data.
Arif et al. (2019) found a positive correlation between compensation and employee
performance. Arif et al. also discovered a positive effect on employee performance due to a
significant influence of work discipline. Besides, Arif et al. (2019) found that compensation
and work discipline significantly influenced employee performance. The authors concluded
that organizations should offer high compensations to workers since it has a positive and
significant impact on employees’ performance.
Acikgoz, Y. (2019). Employee recruitment and job search: Towards a multi-level integration.
Human resource management review, 29(1), 1-13.
This article’s theoretical model consists of employee recruitment principles, multi-level
organizational cultures, and job searching. This article is a qualitative study and seeks to
establish an integrative model of job search and employee recruitment to create an
understanding of HRM roles. The research methodologies employed in the article include
analysis of various scholarly literature and informal observations. This study does not show
any sample size since the research was performed with the help of academic publications.
Acikgoz (2019) finds that the multi-integrative model of job searches influences
individual and organizational outcomes; thus, improving recruitment and job searching. Also,
Acikgoz (2019) discovers that organizations can influence attraction to job opportunities
through the multi-integrative model of job searches. Ultimately, Acikgoz (2019) concludes that
the proposed model can help organizations understand the potential factors that influence
individuals seeking employment.
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Crane, K., Gramlich, M., Luecking, R. G., Gold, P. B., & Morris, T. (2021). Staff Capacity
Building and Accountability in Transition Services. Career Development and Transition for
Exceptional Individuals, 44(2), 89-96.
This article's conceptual model is staff capacity-building practices like work-based
learning and training programs on improving employees' skills and capabilities in achieving
high performance. This article is a qualitative study analyzing the impact of staff capacity
building on employees' performances in transition services. The research methodology used by
Crane et al. includes interviews, questionnaires, and surveys (2021). The study's sample size
was 997 youths subjected to community-based transition projects.
Crane et al. found that field-based coaching, training, work-based learning experiences,
and performance monitoring improved operational excellence in Maryland Promise capacity-
building activities (2021). The authors used descriptive data analysis to evaluate gathered
information. Crane et al. concluded that project teams needed to implement field-based and
career-related learning to improve employees' outcomes and equip workers with adequate skills
to execute tasks effectively (2021).
Khin-Thet, H. S., & Lee, H. L. (2019). The enhancement of employee engagement to reduce
employee turnover intention and improve employee job satisfaction: An action research on
Mirac company in Yangon, Myanmar. ABAC ODI Journal Vision. Action. Outcome, 6(1),
123-147. https://www.proquest.com/scholarly-journals/enhancement-employee-engagement-
reduce-turnover/docview/2384087706/se-2
The article’s conceptual model: dependent variables were employee job satisfaction and
employee turnover intention, while the independent variable was employee engagement. This
article was quantitative and qualitative, providing descriptive information and statistical data
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analyzing the variables. The research methodology used was surveys questionnaires, semi-
structured interviews, informal observations, and focus groups involving 36 employees (48%
male and 58% female) in Mirac company. Khin-Thet and Lee (2019) found that employee
engagement had a positive influence on job satisfaction; thus, decreasing turnover intentions.
According to Khin-Thet and Lee (2019), both employee engagement and job
satisfaction had a positive and significant effect on lowering employee turnover intentions.
Besides, Khin-Thet and Lee (2019) discovered that pro-social motivation facilitated employee
engagement. Khin-Thet and Lee (2019) concluded that positive changes facilitated employee
engagement, which improved employee job satisfaction; thus, reducing employee turnover
intention.
Khalid, K., & Nawab, S. (2018). Employee participation and employee retention in view of
compensation. SAGE Open, 8(4), 2158244018810067.
This article's theoretical model consists of the relationship between employee
participation, employee retention, and employee compensation. This article is a quantitative
study considering it analyzes employee participation and compensation in the service and
manufacturing industry and compares the variables using statistical data. The research
methodology employed is survey questionnaires, interviews, and informal observation. The
study's sample size was 1,054 employees, with the service industry contributing 535
participants while the manufacturing industry having 519 participants.
The data collected from the study were analyzed using descriptive statistics, multiple
regression analysis, correlation, univariate analysis, and independent-sample t-test. Khali and
Nawab (2018) found that delegative participation profoundly affected employee retention in
both the service and manufacturing industries. Thus, Khalid and Nawab (2018) concluded that
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manufacturing and service industrial sectors should adopt delegative, consultative, worker
director, and worker unions to enhance employee retention.
Ozkeser, B. (2019). Impact of training on employee motivation in human resources
management. Procedia Computer Science, 158, 802-810.
The following is the article’s conceptual model: the independent variable is training
programs, and the dependent variable is employee motivation comprising supervision, high
pay and rewards. Ozkeser’s study is a quantitative article analyzing how training activities can
motivate different employees. The article uses the following research methodologies: survey
questionnaires, informal observations and interviews.
The study’s sample size is 200 participants, and the demographics are as follows: 39.5%
of the participants are between the age of 18-24. 51.5% are women, 57% are single individuals,
53.5% are university graduates, and 26.5% are consultants (Ozkeser, 2019). Ozkeser (2019)
found 0.939 as the motivation scale’s reliability coefficient and 0.962 as the HRM Training’s
function scale. Hence, the total reliability coefficient was 0.951. Ozkeser (2019) concluded that
organizations should increase training programs to improve employee motivation and achieve
job satisfaction.
Pande, M. A., & Deshpande, A. (2020). Recruitment and Staff Retention as a key role of
Human Resource Management. Solid State Technology, 63(5), 6282-6286.
The article’s conceptual model is as follows: recruitment and staff retention are
dependent variables, while HRM roles are independent variables. This article is a qualitative
study evaluating HRM roles in recruitment and staff retention using concepts of hiring and
selection processes. The research methodology used is informal observations and descriptive
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analysis of scholarly journals. The study does not outline any sample size, but it provides
descriptive information on recruitment and selection of employees.
Pande and Deshpande (2020) find that recruitment sources are divided into internal
sources comprising transfer and promotion and external sources consisting of advertisement,
employment agencies and casual callers. Pande and Deshpande conclude that organizations
should strictly follow the hiring process to recruit competent and skilled candidates. Besides,
Pande and Deshpande conclude that HRM should focus on performance evaluations to retain
or promote competent employees.
Qing, K. M., Mayfield, M., & Mayfield, J. (2018). Keep them on-board! how organizations
can develop employee embeddedness to increase employee retention. Development and
Learning in Organizations, 32(4), 5-9. http://dx.doi.org/10.1108/DLO-11-2017-0094
The conceptual model for this article is as follows: the dependent variable is employee
retention, while the independent variable is employee embeddedness. This article is a
qualitative study since it evaluates the need for employee embeddedness to promote employee
retention in the workplace. Besides, this article is a qualitative study analyzing the impact of
the following attributes of embeddedness on employee retention: fit, link, and sacrifice (Qing
et al., 2018).
The study employed the following research methodologies: surveys and scholarly
article reviews. The article does not provide a sample size, rather descriptive information on
the role of the CEO, HR director, and supervisor in establishing employee embeddedness to
increase retention (Qing et al., 2018). Qing et al. (2018) conclude that organizations can
promote retention by embedding workers through fit, links, and sacrifice.
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Sitopu, Y. B., Sitinjak, K. A., & Marpaung, F. K. (2021). The Influence of Motivation, Work
Discipline, and Compensation on Employee Performance. Golden Ratio of Human Resource
Management, 1(2), 72-83.
The following is the article’s conceptual model: the independent variables are
motivation, work discipline, and compensation, while the dependent variable is employee
performance. The report is a quantitative study considering that it measures employee
performance based on motivation, work discipline, and compensation. The research
methodology applied in the study was survey questionnaires, informal observations, and trial
of research instruments. The sample size was 130 employees, and the demographics comprised
57.31% women and 53.84% of people aged 18 - 27. Other demographics included 52.31% of
individuals with high school/vocational education.
Sitopu et al. (2021) found that motivation, compensation, and leadership significantly
impacted employees’ performance with a sig value of <0.001. Sitopu et al. (2021) concluded
that organizations should establish work discipline to enhance employee performance.
Moreover, Sitopu et al. (2021) finalized that organizations should enforce good discipline to
help employee realize their goals and achieve success.
Slavković, M., Pavlović, G., & Simić, M. (2018). Employee recruitment and its relationship
with employee satisfaction: Verifying the mediating role of the employer brand. Ekonomski
horizonti, 20(2), 127-139.
This article's conceptual model entails the following recruitment variables: number of
employees, sex of respondents, and education level of participants. This is a quantitative study
since it provides statistical data analyzing the influence of employee recruitment on
satisfaction. The following research methodologies have been applied in the study: survey
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questionnaires, observations, and interviews. Besides, the authors used regression analysis to
evaluate data.
The study's sample size was 250 employees assigned to the following demographics:
Male, Females, secondary education, higher education, and high education. Slavković et al.
(2018) found that employee recruitment had a significant positive influence on satisfaction.
Thus, Slavkovic et al. (2018) conclude that organizations should adhere to the right recruitment
processes to improve employee satisfaction.
Sung, S. Y., & Choi, J. N. (2018). Effects of training and development on employee outcomes
and firm innovative performance: Moderating roles of voluntary participation and evaluation.
Human resource management, 57(6), 1339-1353.
This article’s theoretical model consists of training and development (firm investment
and positive employee perceptions), employee outcomes (employee competence and
commitment), firm performance (innovative performance), and moderating contingencies
(voluntary participation and evaluation). This article is a qualitative study analyzing how
training and development influences employee outcomes and performances. The research
methodology involved in the study includes survey questionnaires, interviews and
observations. The sample size of the study is 325 Korean organizations.
Sung and Choi (2018) find that training and development have a positive indirect effect
on the organization’s innovative performance; consequently, employees’ competence and
commitment increases. Sung and Choi (2018) further find that employees’ competence
increases when they voluntarily participate in training and development initiatives. Ultimately,
Sung and Choi (2018) opine that organizations should subject employees to training and
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development programs to improve their skills and increase their participation in corporate
tasks.
Villegas, S., Lloyd, R. A., Tritt, A., & Vengrouskie, E. F. (2019). Human resources as ethical
gatekeepers: Hiring ethics and employee selection. Journal of Leadership, Accountability and
Ethics, 16(2), 80-88.
The article's theoretical model includes hiring ethics, employee selection, and human
resource management (HRM). This article is a qualitative study analyzing the roles of HRM in
demonstrating ethics during employee recruitment and selection. The research methodologies
used in this study are observations and reviews of scholarly articles and research instruments.
The study does not show the sample size or the demographics. Instead, it provides descriptive
information on moral obligations and attributes of hiring ethics like anti-discrimination,
integrity, and fairness.
Villegas et al. (2019) find that hiring ethics have significant positive effects on efficient
employee selection and recruitment. Additionally, Villegas et al. (2019) discover that HRM is
on the frontline to uphold ethics during hiring activities to employ the right people. However,
Villegas et al. (2019) conclude that managers should acknowledge ethical principles like
integrity, fairness, and anti-discrimination to support seamless recruitment processes.
Conclusions and Recommendations
Staffing is a broad concept in business and organizational management, involving
human resource management practices like employee compensation and promotion,
recruitment, hiring and retention, employee engagement and participation, and employee
training and motivation. Scholars agree that employee compensation and promotion positively
affect organizational performance. This way, highly compensated workers are less likely to
23
leave their workplace. Employees develop turnover intentions when they are dissatisfied in the
workplace. Factors that promote employee dissatisfaction include poor engagement, low wages
or lack of compensation, and unhealthy working conditions. Therefore, employee engagement
and job satisfaction have a significant effect on decreasing turnover intentions among
employees. Workers have different desires and needs, which, when met, can make them stay
longer in a job. Besides, employee motivation goes hand in hand with engagement and job
satisfaction. The motivation of employees has a positive influence on performance and
operational excellence. Motivation and job satisfaction also helps during employee retention.
Staffing also deals with the recruitment and hiring of employees. Thus, organizations should
follow relevant recruitment processes to select competent and skilled candidates. During
recruitment, HR managers should demonstrate ethical conduct like integrity, anti-
discrimination, and fairness to enhance flawless hiring processes.
Recommendations
Organizations need to create compensation programs aimed at appreciating and
retaining employees. Workers have different desires and needs, which can be met when
compensated. Organizations should also focus on employee engagement and participation to
improve performance and retain them. Workers always want to be involved in decision-making
and communication with executives. Hence, they create a good rapport among themselves to
improve performance. Corporate organizations should increase training and career
development programs to provide workers with new skills, knowledge, and competencies. This
will be vital for the organization's success since employees can apply the newly learned skills
in numerous tasks. Ultimately, corporate organizations can employ these HRM practices to
improve overall performance and achieve business success.
24
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