http://digitalrepository.cipmlk.org/handle/1/593 2026-06-01T19:20:08Z 2026-06-01T19:20:08Z SEONG, LIM CHUT http://digitalrepository.cipmlk.org/handle/1/1299 2025-04-04T06:10:56Z 2015-01-01T00:00:00Z

THE STUDY ON FACTORS INFLUENCING EMPLOYEE TURNOVER IN E&E MANUFACTURING INDUSTRY IN NORTHERN MALAYSIA SEONG, LIM CHUT This study investigates whether factor such as training, supervisor, pay and fringe benefits; and perceived organizational support (POS) influence employee turnover in E&E manufacturing industry in northern Malaysia. Herzberg Theory and Social Exchange Theory underlie the model framework in current study. Self-administered questionnaire was the method for data collection with a total of 150 respondents taking part in this study. Partial Least Square (PLS) and Statistical Package for Social Sciences (SPSS) were utilized to analyze the data. Only pay was found to be crucial in influencing employee turnover. Training, supervisor, fringe benefits and perceived organizational support do not influence employee turnover. Employee commitment has a negative relationship with employee turnover. In addition, pay, fringe benefits and perceived organizational support (POS) have a positive influence on employee commitment. Employee commitment was found to mediate the effect of pay and fringe benefits on employee turnover. The research findings from this study will enable E&E manufacturing industry in northern Malaysia and the Malaysian government policymaker to better comprehend the needs of employee in order to retain the workers by establishing effective retention program and improving employee policy. The findings are mostly based on respondents in states such as Penang, Kedah.

2015-01-01T00:00:00Z Suman, Timsina http://digitalrepository.cipmlk.org/handle/1/1298 2025-04-04T06:04:09Z 2024-01-01T00:00:00Z

Employee Turnover and Engagement Programs for Retention Suman, Timsina Organizations across many industries are greatly concerned about employee turnover due to its inimical impact on productivity, competitiveness, and overall organizational effectiveness. The primary objective of this research is to investigate the many multifaceted impacts of employee engagement initiatives and organizational policies on employee retention and loyalty. The re search used a mixed methods methodology, integrating both quantitative and qualitative tech niques to evaluate the correlation between employee engagement and retention. The study first does a comprehensive literature analysis, revealing many effective employee engagement initi atives implemented in the United Kingdom. Subsequently, it examines the impact of these pro grams on turnover rates. The qualitative study encompasses the use of regression analysis to evaluate the association between employee retention and contingent variables such as incen tives and recognition, training and development opportunities, flexible work arrangements, per formance assessments, and career planning. Moreover, the research integrates the outcomes of the employee survey and benchmarking analysis to provide a more comprehensive foundation for the conclusions. The primary objective of the qualitative study is to examine the many aspects that contribute to employee turnover, specifically focusing on work stress, job satisfaction, work environment, leadership approaches, micromanagement, traditional management styles, and younger generations' expectations. This study combines quantitative and qualitative data to pro vide a comprehensive analysis of employee engagement programs and their effectiveness in improving employee retention. The findings of this study have substantial significance for businesses seeking to develop adapt able employee engagement initiatives. Furthermore, the study results guide future research into the intricacies of employee turnover and retention across various organizational contexts. The objective of this study is to develop employee retention programs that are durable and tailored to various business contexts. The primary emphasis will be placed on the integration of wellness management, career development, remuneration and benefits, communication, as well as diver sity and global working environments. Through an examination of the many complex elements influencing employee engagement and retention, this study contributes to the formulation of ef fective strategies that enable companies to effectively attract, retain, and engage their workforce. Consequently, this facilitates the attainment of long-term organizational success.

2024-01-01T00:00:00Z MYBURGH, MICHELLE http://digitalrepository.cipmlk.org/handle/1/1297 2025-04-04T06:02:16Z 2021-01-01T00:00:00Z

FACTORS INFLUENCING EMPLOYEE TURNOVER AND RETENTION STRATEGIES IN THE NON-PROFIT SECTOR IN CAPE TOWN MYBURGH, MICHELLE Employee turnover can have devastating consequences on an organisation’s efficiency and productivity, as it has cost implications, affects the human and social capital investment of an organisation, and can lead to employee burnout. Non-Profit Organisations (NPOs) provide valuable services in South Africa by addressing social and economic development issues. Should NPOs have a high employee turnover, it can impact their sustainability, growth, and performance. Consequently, this can influence the contribution they make to the social and economic development of the country. Retention strategies are used to prevent and combat employee turnover, with the aim of increasing organisational performance and sustainability. Therefore, the study sought to identify and explore the factors that lead to employee voluntary and involuntary turnover, the retention strategies NPOs use, and the effectiveness of these strategies. The study used an explanatory sequential mixed methods approach. The quantitative phase of this approach involved identifying current trends relating to staff turnover and retention strategies used by NPOs in Cape Town. The key themes that emerged through the quantitative phase of the study were explored in more depth by the qualitative phase of the study, providing a comprehensive understanding of the factors that contribute towards employee turnover and the retention strategies used to retain employees. The study’s population was staff in leadership and/or management positions (CEO/Director and Human Resource Manager) at NPOs that provide social development services in Cape Town. The non probability purposive sampling technique was used to draw a sample from the population for the quantitative phase of the study, of which 40 NPOs responded. The non-probability purposive sampling technique was again used to draw a sample of 8 participants from the quantitative responses to participate in the qualitative phase of the study. The main findings of the research suggest that NPOs are aware that leadership styles and practices, and organisation culture and cohesiveness are strong contributing factors that lead to voluntary turnover, low performance, and deviant behaviour. NPOs experience that a goal-directed and people orientated culture implemented by transformational leaders and organisational cohesive practices that make it clear what is expected of employees are the most effective ways of increasing employee motivation, satisfaction, commitment, and performance. Although these are strong retention practices, NPOs experience funding as a huge barrier to retain staff and implement retention strategies. In ii addition, NPOs implement strong stress reducing practices to address the emotional and psychological stress and burnout that is associated with NPO work. NPOs have a high focus on providing their employees with training and development opportunities to increase their performance but lack the ability to promote employees due to the size of the organisation. The findings suggest that NPOs are aware of the organisational factors that impact employees’ performance, behaviour, and desire to leave. The effectiveness of retention strategies used by NPOs can be increased by addressing the barriers that prevent NPOs from implementing retention strategies.

2021-01-01T00:00:00Z Erkkilä, Sami http://digitalrepository.cipmlk.org/handle/1/1296 2025-04-04T06:00:05Z 2020-01-01T00:00:00Z

MANAGING VOLUNTARY EMPLOYEE TURNOVER WITH HR-ANALYTICS Erkkilä, Sami The main objective of this study is to deepen the understanding of how HR analytics can be utilized in voluntary employee turnover purposes. This study is a qualitative multiple case study and consists of both theoretical and empirical parts. The theoretical part of this thesis covers the phenomenon of managing voluntary employee turnover through analytics. The empirical part follows the qualitative research process and four semi-structured interviews are used as the main data collection method. The results reveal that HR analytics can support the voluntary employee turnover management and the role of HR analytics will increase in the future. The main findings indicate that the current focus is on monitoring voluntary employee turnover related metrics and taking actions reactively at the descriptive HR analytics level. The wider adoption of HR analytics is hindered by the lack of resources and the shortage of analytically skilled HR professionals. In the future, predictive analytics can be used to forecast voluntary employee turnover. This allows companies to take actions proactively and enables more timely decision-making. The results also reveal that companies expect more advanced HR analytics to recognize the key talent and undesirable attrition. Furthermore, HR analytics could help to reduce employee turnover rate, provide more accurate numbers and empower faster and more targeted employee turnover management decisions.

2020-01-01T00:00:00Z