The objective of the present study was to investigate specific retention factors that induced the organisational commitment of high technology employees. A sample of 94 professional technicians from a South African owned telecommunications company based in the Gauteng province participated. The Organisational Commitment Scale and a retention factor measurement scale were administered. The most relevant explanatory factors were compensation, job characteristics, supervisor support, and work/life policies, which appeared to have a statistically significant influence on the development of organisational commitment in high technology employees. The implications of the findings are discussed.

/pdf/the-effect-of-retention-factors-on-organisational-commitment-4mupdeo9ox.pdf

The effect of retention factors on organisational commitment : an investigation of high technology employees

The objective of the study was to explore the relationship between employees’ job satisfaction (as measured by the Job Satisfaction Survey) and organisational commitment (as measured on the Organisational Commitment Scale). A cross-sectional survey was conducted on a convenience sample of 86 employees at four information technology companies in South Africa. Correlational and stepwise regression analyses revealed a number of signifi cant relationships between the two variables. The fi ndings add new knowledge that can be used to improve organisational practices for the retention of valuable staff members in the information technology environment.

/pdf/exploring-the-job-satisfaction-and-organisational-commitment-4wg7zer0m5.pdf

Exploring the job satisfaction and organisational commitment of employees in the information technology environment.

We review research on work-nonwork balance to examine the presence of the jingle fallacy-attributing different meanings to a single construct label-and the jangle fallacy-using different labels for a single construct. In 290 papers, we found 233 conceptual definitions that clustered into 5 distinct, interpretable types, suggesting evidence of the jingle fallacy. We calculated Euclidean distances to quantify the extent of the jingle fallacy and found high divergence in definitions across time and publication outlet. One exception was more agreement recently in better journals to conceptualize balance as unidimensional, psychological, and distinct from conflict and enrichment. Yet, over time many authors have committed the jangle fallacy by labeling measures of conflict and/or enrichment as balance, and disagreement persists even in better journals about the meanings attributed to balance (e.g., effectiveness, satisfaction). To examine the empirical implications of the jingle and jangle fallacies, we conducted meta-analyses of distinct operational definitions of balance with job, life, and family satisfaction. Effect sizes for conflict and enrichment measures were typically smaller than effects for balance measures, providing evidence of a unique balance construct that is not interchangeable with conflict and enrichment. To begin to remedy concerns raised by our review, we propose a definition of work-nonwork balance drawing from theory, empirical evidence from our review, and normative information about how balance should be defined. We conclude with a theory-based agenda for future research. (PsycINFO Database Record

pdf/the-jingle-jangle-of-work-nonwork-balance-a-comprehensive-0p40dozynj.pdf

The jingle-jangle of work-nonwork balance: A comprehensive and meta-analytic review of its meaning and measurement.

The prerequisite to leave one’s job or organization is the intention to leave that can be referred as turnover intention. It is the thinking and planning of employees to leave their job and organization due to different reasons. Since turnover intention is not explicit; it is difficult to determine the factors these lead to leave one’s job and organization. So this conceptual paper tried to summarize different factors affecting turnover intention of employees which are identified by different scholars and researchers. The researcher reviewed varies empirical works focused on the relationship between job satisfaction, job stress, organizational culture, organizational commitment, salary, organizational justice, promotional opportunity, demographic variables, leadership styles, and Organizational Climate.

https://www.hilarispublisher.com/open-access/turnover-intention-influencing-factors-of-employees-an-empirical-work-review-2169-026X-1000253.pdf

Turnover Intention Influencing Factors of Employees: An Empirical Work Review

Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sustainable & effective recruitment and selection practices. The paper contributes to a comprehensive review of the literature on employee retention strategies in the hospitality context. The study proposes a model for the hospitality industry to revamp its recruitment and selection practices in order to retain its employees. Furthermore, the study provides a focused directions that will aid in the establishment of employee retention strategies and practices. It was concluded that satisfied employees are less likely to leave their current job, while unsatisfied employees are expected to leave their current job for a better career opportunity. Managerial implications were also discussed.

/pdf/challenges-and-strategies-for-employee-retention-in-the-1cmic474.pdf

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

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The effect of retention factors on organisational commitment : an investigation of high technology employees