IMPACT OF REWARD MANAGEMENT ON THE EMPLOYEE RETENTION
Abstract
This chapter presents the background of the study, the problem statement of the study, the purpose of study, objectives of the study, significance of the study, the Subject scope of the study (geographical, Content and Time scope) and conceptual framework
Downloads
Download data is not yet available.
References
[1] Patrick, M., Wright, Ttimothy M. Gardner, Lisa M. Moynihan, & Mathew R. Allen (2005), ‘The relationship between hr practices and firm performance: examining causal order’, PERSONNEL PSYCHOLOGY, Vol.58, pp.409-446.
[2] Paul Gooderhama*, Emma Parryb& Kristen Ringdalc, (2008), ‘The impact of bundles of strategic human resource management practices on the performance of European firms’, The International Journal of Human Resource Management, Vol.19, No.11, pp.2041-2056.
[3] Tessema, M. &Soeters, J. (2006), ‘Challenges and prospects of HRM in developing countries: Testing the HRM-performance link in Eritrean civil service’, International Journal of Human Resource Management, Vol.17, No.1, pp.86-105.
[4] Wright, P. & Nishii, L. (2004), ‘Strategic HRM and organizational behaviour: integrating multiple level analysis’, Paper presented at the What Next For HRM? Conference, Rotterdam.
[5] Tanmia. (2005). Employment and resource report. Abu Dhabi: National Human Resource Development and Employment Authority (Tanmia). Tanmia. (2006). Human resource report 2005. Dubai: Tanmia.
[6] Taplin, I., &Winterton, J. (2007). The importance of management style in labour retention. International Journal of Sociolog and Social Policy, 27(1/2), 5-15.
[7] Trevor, C. (2001). Interactions among actual ease-of-movement determinants and job satisfaction in the prediction of voluntary turnover. The Academy of Management Journal, 44(4), 621-638
[8] Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research, 11(1), 1-9.
[9] Tsai, Y., & Wu, S.-W. (2010). the relationships between organisational citizenship behaviour, job satisfaction and turnover intention. Journal of Clinical Nursing, 19(23-24), 3564-3574.
[10] Vance, C., & Paik, Y. (2010). Managing a global workforce: Challenges and opportunities in international human resource management(2nd ed.). London: M.E. Sharpe.
[11] Vandenberghe, C., Bentein, K., &Stinglhamber, F. (2004). Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes.
[12] Journal of Vocational Behavior, 64(1), 47-71. Visser, C. (2001). Succesvolverandermanagement door appreciative inquiry
[13] Waldman, D., & Arora, S. (2004). Measuring retention rather than turnover: A different and complementary HR calculus. People and Strategy, 27(3), 6-9. Walker, J. (2001). People and strategy. Human Resource Planning, 24(1), 6.
[14] Faux, J. (2010). Pre-testing survey instruments. Global Review of Accounting and Finance, 1(1), 100-111.
[15] Fernandez. C. P. (2007). Employee engagement. Journal of Public Health Management and Practice. [Online] Available: http://find.galegroup.com.
[16] Fey, C. F., Bjo¨rkman, I., &Pavlovskaya, A. (2000). The effect of human resource management practices on firm performance in Russia. International Journal of Human Resource Management, 11, 1-18.
[17] Gagnon, M. A., & Michael, J. H. (2004). Outcomes of perceived supervisor support for wood production employees. Forest Products Journal, 54(12), 172-177.
[18] Gallup (2006). 12 January, available at: http://gmj.gallup.com.
[19] Glen, C. (2006). Key skills retention and motivation: the war for talent still rages and retention is the high ground Industrial and Commercial Training, 38(1), 37-45.
[20] Gravetter, F. J., &Forzano, L. B. (2006). Research methods for the behavioural sciences (2nded.), Mason, OH: Thompson.
[21] Griffeth, R. W., Hom, P. W., &Gaertner, S. (2000). Meta-analysis of antecedents and correlates of employee turnover: update, moderator tests, and research implications for the next millennium (Electronic version). Journal of Management, 26(3), 463-488.
[2] Paul Gooderhama*, Emma Parryb& Kristen Ringdalc, (2008), ‘The impact of bundles of strategic human resource management practices on the performance of European firms’, The International Journal of Human Resource Management, Vol.19, No.11, pp.2041-2056.
[3] Tessema, M. &Soeters, J. (2006), ‘Challenges and prospects of HRM in developing countries: Testing the HRM-performance link in Eritrean civil service’, International Journal of Human Resource Management, Vol.17, No.1, pp.86-105.
[4] Wright, P. & Nishii, L. (2004), ‘Strategic HRM and organizational behaviour: integrating multiple level analysis’, Paper presented at the What Next For HRM? Conference, Rotterdam.
[5] Tanmia. (2005). Employment and resource report. Abu Dhabi: National Human Resource Development and Employment Authority (Tanmia). Tanmia. (2006). Human resource report 2005. Dubai: Tanmia.
[6] Taplin, I., &Winterton, J. (2007). The importance of management style in labour retention. International Journal of Sociolog and Social Policy, 27(1/2), 5-15.
[7] Trevor, C. (2001). Interactions among actual ease-of-movement determinants and job satisfaction in the prediction of voluntary turnover. The Academy of Management Journal, 44(4), 621-638
[8] Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research, 11(1), 1-9.
[9] Tsai, Y., & Wu, S.-W. (2010). the relationships between organisational citizenship behaviour, job satisfaction and turnover intention. Journal of Clinical Nursing, 19(23-24), 3564-3574.
[10] Vance, C., & Paik, Y. (2010). Managing a global workforce: Challenges and opportunities in international human resource management(2nd ed.). London: M.E. Sharpe.
[11] Vandenberghe, C., Bentein, K., &Stinglhamber, F. (2004). Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes.
[12] Journal of Vocational Behavior, 64(1), 47-71. Visser, C. (2001). Succesvolverandermanagement door appreciative inquiry
[13] Waldman, D., & Arora, S. (2004). Measuring retention rather than turnover: A different and complementary HR calculus. People and Strategy, 27(3), 6-9. Walker, J. (2001). People and strategy. Human Resource Planning, 24(1), 6.
[14] Faux, J. (2010). Pre-testing survey instruments. Global Review of Accounting and Finance, 1(1), 100-111.
[15] Fernandez. C. P. (2007). Employee engagement. Journal of Public Health Management and Practice. [Online] Available: http://find.galegroup.com.
[16] Fey, C. F., Bjo¨rkman, I., &Pavlovskaya, A. (2000). The effect of human resource management practices on firm performance in Russia. International Journal of Human Resource Management, 11, 1-18.
[17] Gagnon, M. A., & Michael, J. H. (2004). Outcomes of perceived supervisor support for wood production employees. Forest Products Journal, 54(12), 172-177.
[18] Gallup (2006). 12 January, available at: http://gmj.gallup.com.
[19] Glen, C. (2006). Key skills retention and motivation: the war for talent still rages and retention is the high ground Industrial and Commercial Training, 38(1), 37-45.
[20] Gravetter, F. J., &Forzano, L. B. (2006). Research methods for the behavioural sciences (2nded.), Mason, OH: Thompson.
[21] Griffeth, R. W., Hom, P. W., &Gaertner, S. (2000). Meta-analysis of antecedents and correlates of employee turnover: update, moderator tests, and research implications for the next millennium (Electronic version). Journal of Management, 26(3), 463-488.
Published
2022-08-17
How to Cite
Riak , D. G. A., & Bill, D. B. A. (2022). IMPACT OF REWARD MANAGEMENT ON THE EMPLOYEE RETENTION. IJRDO - Journal of Social Science and Humanities Research, 7(8), 106-132. https://doi.org/10.53555/sshr.v7i8.5260
Issue
Section
Articles
Copyright (c) 2022 IJRDO - Journal of Social Science and Humanities Research
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Author(s) and co-author(s) jointly and severally represent and warrant that the Article is original with the author(s) and does not infringe any copyright or violate any other right of any third parties, and that the Article has not been published elsewhere. Author(s) agree to the terms that the IJRDO Journal will have the full right to remove the published article on any misconduct found in the published article.
