The Dilemma of Retention in the Context of Rapidly Growing Economies Based on the Effectiveness of HRM Policies: A Case Study of Qatar

Autor:	A. Qayed Al-Emadi, C. Schwabenland, B. Czarnecka
Jazyk:	angličtina
Rok vydání:	2015
Předmět:	Performance management SHRM employee retention training and development rewards promotion configurationally perspective job satisfaction
DOI:	10.5281/zenodo.1110449
Popis:	In 2009, the new HRM policy was implemented in Qatar for public sector organisations. The purpose of this research is to examine how Qatar's 2009 HRM policy was significant in influencing employee retention in public organisations. The conducted study utilised quantitative methodology to analyse the data on employees' perceptions of such HRM practices as Performance Management, Rewards and Promotion, Training and Development associated with the HRM policy in public organisations in comparison to semi-private organisations. Employees of seven public and semi-private organisations filled in the questionnaire based on the 5-point Likert scale to present quantitative results. The data was analysed with the correlation and multiple regression statistical analyses. It was found that Performance Management had the relationship with Employee Retention, and Rewards and Promotion influenced Job Satisfaction in public organisations. Relationship between Job Satisfaction and Employee Retention was also observed. However, no significant differences were observed in the role of HRM practices in public and semi-private organisations. {"references":["Chuang, SF 2013, 'Evaluating training and development practices in\nTaiwan: Challenges and opportunities', Human Resource Development\nInternational, vol. 16, no. 2, pp. 203-237.","Truss, C 2008, 'Continuity and change: The role of the HR function in\nthe modern public sector', Public Administration, vol. 86, no. 4, pp.\n1071-1088.","Berrebi, C, Mortofrell, F & Tanner, JC 2009, 'Qatar's labour markets at\na crucial crossroad', Middle East Journal, vol. 63, no. 3, pp. 421-442.","Weber, A 2011, 'What is a knowledge economy? Oil-rich nations postoil',\nInternational Journal of Science in Society, vol. 2, no. 2, pp. 161-\n169.","Afiouni, F, Ruel, H & Schuler, R 2014, 'HRM in the Middle East:\nToward a greater understanding', The International Journal of Human\nResource Management, vol. 25, no. 2, pp. 133-143.","Forstenlechner, I & Rutledge, E 2010, 'Unemployment in the Gulf:\nTime to update the social context', Middle East policy, vol. 17, no. 2,\npp. 38-51.","Council of Ministers Secretariat General 2009, Law no (8) of year 2009\non the promulgation of the human resources management laws, CMSG,\nQatar.","General Secretariat for Development Planning 2011, Qatar national\ndevelopment strategy 2011-2016, GSDP, Qatar.","Bakshi, S, Mathur, N, Bhagat, G & Kalyankar, D 2014, 'Strategic\nhuman resource management approaches and practices and\norganizational performance', Abhinav International Monthly Refereed\nJournal of Research in Management & Technology, vol. 3, no. 5, pp. 86-\n95.\n[10] Collins, CJ & Clark, KD 2003, 'Strategic human resource practices, top\nmanagement team social networks, and firm performance: The role of\nhuman resource practices in creating organizational competitive\nadvantage', Academy of Management Journal, vol. 46, no. 6, pp. 740-\n751.\n[11] Giauque, D, Anderfuhren-Biget, S & Varone, F 2013, 'HRM practices,\nintrinsic motivators, and organisational performance in the public\nsector', Public Personnel Management, vol. 42, no. 2, pp. 123-150.\n[12] Yamamoto, H 2013, 'The relationship between employees' perceptions\nof human resource management and their retention: from the viewpoint\nof attitudes toward job-specialties', The International Journal of Human\nResource Management, vol. 23, no. 4, pp. 747-767.\n[13] Kehoe, R & Wright, P 2013, 'The impact of high-performance human\nresource practices on employees' attitudes and behaviors', Journal of\nManagement, vol. 39, no. 2, pp. 366-391.\n[14] Majumder, M 2012, 'Human resource management practices and\nemployees' satisfaction towards private banking sector in Bangladesh',\nInternational Review of Management and Marketing, vol. 2, no. 1,\npp.52-58.\n[15] Paille, P, Bourdeau, L & Galois, I 2010, 'Support, trust, satisfaction,\nintent to leave and citizenship at organizational level: A social exchange\napproach', International Journal of Organizational Analysis, vol. 18, no.\n1, pp. 41-58.\n[16] Payne, GT 2006, 'Examining configurations and firm performance in a\nsuboptimal equifinality context', Organization Science, vol. 17, no. 6,\npp. 756–770.\n[17] Arshad, A, Azhar, S & Khawaja, K 2014, 'Dynamics of HRM practices\nand organizational performance: quest for strategic effectiveness in\nPakistani organizations', International Journal of Business and Social\nScience, vol. 5, no. 9, pp. 93-101.\n[18] Delery, JE & Doty, DH 1996, 'Modes of theorizing in strategic human\nresource management: tests of universalistic, contingency and\nconfigurational performance predictions', Academy of Management\nJournal, vol. 39, no. 4, pp. 802-835.\n[19] Waiganjo, E & Awino, Z 2012, 'Strategic human resource management\nand corporate performance: a critical review of literature', DBA Africa\nManagement Review, vol. 2, no. 2, pp. 78-93.\n[20] Maryam, M & Sina, Z 2013, 'Survey human resource management in\nIranian small enterprises', Interdisciplinary Journal of Contemporary\nResearch in Business, vol. 5, no. 3, pp. 698-712.\n[21] Michie, J & Sheehan, M 2005, 'Business strategy, human resources,\nlabour market flexibility and competitive advantage', International\nJournal of Human Resource Management, vol. 16, no. 3, pp. 445-464.\n[22] Choi, J & Lee, K2013, 'Effects of employees' perceptions on the\nrelationship between HR practices and firm performance for Korean\nfirms', Personnel Review, vol. 42, no. 5, pp. 573-594.\n[23] Trehan, S & Setia, K 2014, 'Human resource management practices and\norganizational performance: an Indian perspective', Global Journal of\nFinance and Management, vol. 6, no. 8, pp. 789-796.\n[24] Pourkiani, M, Salajeghe, S & Ranjbar, M 2011, 'Strategic human\nresource management and organizational knowledge creation\ncapability', International Journal of e-Education, e-Business, e-\nManagement and e-Learning, vol. 1, no. 5, pp. 416-425.\n[25] Onyemah, V, Rouzies, D & Panagopoulos, NG, 2010, 'How HRM\ncontrol affects boundary-spanning employees' behavioural strategies\nand satisfaction: The moderating impact of cultural performance\norientation', International Journal of Human Resource Management, vol.\n21, no. 11, pp. 1951-1975.\n[26] Shih, H, Chiang, Y & Hsu, C 2006, 'Can high performance work\nsystems really lead to better performance?' International Journal of\nManpower, vol. 27, no. 8, pp. 741-763.\n[27] Martin-Alcazar, F, Romero-Fernandez, P & Sanchez-Gardey, G 2005,\n'Strategic human resource management: integrating the universalistic,\ncontingent, configurational and contextual perspectives', Journal of\nHuman Resource Management, vol. 16, no. 5, pp. 633-659.\n[28] Alusa, K & Kariuki, A 2015, 'Human resource management practices,\nemployee outcome and performance of Coffee Research Foundation,\nKenya', European Journal of Business and Management, vol. 7, no.3,\npp. 72-80.\n[29] Innes, P & Wiesner, R 2012, 'Beyond HRM intensity: Exploring intrafunction\nHRM clusters in SMEs', Small Enterprise Research, vol. 19,\nno. 1, pp. 32-51. [30] Meyers, M & Woerkom, M 2014, 'The influence of underlying\nphilosophies on talent management: theory, implications for practice,\nand research agenda', Journal of World Business, vol. 49, no. 2, pp. 192-\n203.\n[31] Abdullah, Z, Ahsan, N & Alam, S 2009, 'The effect of human resource\nmanagement practices on business performance among private\ncompanies in Malaysia', International Journal of Business and\nManagement, vol. 4, no. 6, pp. 65-72.\n[32] Carraher, SM 2011, 'Turnover prediction using attitudes towards\nbenefits, pay, and pay satisfaction among employees and entrepreneurs\nin Estonia, Latvia, and Lithuania', Baltic Journal of Management, vol. 6,\nno. 1, pp. 25-52.\n[33] Hong, E, Hao, L, Kumar, R, Ramendran, C & Kadiresan, V 2012, 'An\neffectiveness of human resource management practices on employee\nretention in institute of higher learning: a regression analysis',\nInternational Journal of Business Research and Management, vol. 3, no.\n2, pp. 60-79.\n[34] Edgar, F & Geare, A 2005, 'HRM practice and employee attitudes:\ndifferent measures - different results', Personnel Review, vol. 34, no. 5,\npp. 534-622.\n[35] Tsai, C, Edwards, P & Sengupta, S 2010, 'The associations between\norganisational performance, employee attitudes and human resource\nmanagement practices', Journal of General Management, vol. 36, no. 1,\npp. 1-20.\n[36] Yamamoto, H 2011, 'The relationship between employee benefit\nmanagement and employee retention', International Journal of Human\nResource Management, vol. 22 no. 17, pp. 3550-3564.\n[37] ALDamoe, F, Yazam, M & Bin Ahmid, K 2011, 'The mediating effect\nof HRM outcomes (employee retention) on the relationship between\nHRM practices and organisational performance', International Journal of\nHuman Resource Studies, vol. 2, no. 1, pp. 75-88.\n[38] Den Hartog, D, Boon, C, Verburg, R & Croon, M 2013, 'HRM,\ncommunication, satisfaction, and perceived performance: a cross-level\ntest', Journal of Management, vol. 39, no. 6, pp. 1637-1665.\n[39] Hasin, HH & Omar, NH 2007, 'An empirical study on job satisfaction,\njob-related stress and intention to leave among adult staff in public\naccounting firms in Melaka', Journal of Financial Reporting and\nAccounting, vol. 5, no. 1, pp. 21-39.\n[40] Bockerman, P & Ilmakunnas, P 2012, 'The job satisfaction-productivity\nnexus: A study using matched survey and register data', Industrial &\nLabour Relations Review, vol. 65, no. 2, pp. 244-262.\n[41] Rehman, S 2012, 'A study of public sector organisations with respect to\nrecruitment, job satisfaction and retention', Global Business &\nManagement Research: An International Journal, vol. 4, no. 1, pp. 76-\n88.\n[42] Sarker, M & Afroze, R 2014, 'Can HRM practices improve job\nsatisfaction of Ready Made Garment (RMG) workers in Bangladesh? An\nalternative solution to recent unrest', International Journal of Business\nand Management, vol. 9, no. 10, pp. 185-194.\n[43] Okpara, JO & Wynn, P 2008, 'Human resource management practices in\na transition economy: Challenges and prospects', Management Research\nNews, vol. 31 no. 1, pp. 57-76.\n[44] Reiche, BS 2009, 'To quit or not to quit: Organisational determinants of\nvoluntary turnover in MNC subsidiaries in Singapore', International\nJournal of Human Resource Management, vol. 20, no. 6, pp. 1362-1380.\n[45] Nishii, L, Lepak, D & Schneider, B 2008, 'Employee attributions of the\n\"why\" of HR practices: Their effects on employee attitudes and\nbehaviors, and customer satisfaction', Personnel Psychology, vol. 61,\nno. 1, pp. 503-545.\n[46] Rasouli, R, Mooghali, A, Mousavi, M & Rashidi, M 2013, 'Designing\nand explaining the model of knowledge workers' retention with\nemphasis on HRM practices', Management Science Letters, vol. 3, no.\n1, pp. 1145–1154.\n[47] Doherty, R 2010, 'Making employee engagement an end-to-end\npractice', Strategic HR Review, vol. 9, no. 3, pp. 32-37.\n[48] Kim, S 2012, 'The impact of human resource management on state\ngovernment IT employee turnover intentions', Public Personnel\nManagement, vol. 41, no. 2, pp. 257-279.\n[49] Tabiu, A & Nura, A 2013, 'Assessing the effects of human resource\nmanagement (HRM) practices on employee job performance: a study of\nUsmanu Danfodiyo University Sokoto', Journal of Business Studies\nQuarterly, vol. 5, no. 2, pp. 247-259.\n[50] Chapman, C 2009, 'Retention begins before day one: Orientation and\nsocialisation in libraries', New Library World, vol. 10, no. 3/4, pp. 122-\n135.\n[51] Ghosh, P, Satyawadi, R, Joshi, JP & Shodman, M 2013, 'Who stays with\nyou? Factors predicting employees' intention to stay', International\nJournal of Organizational Analysis, vol. 21, no. 3, pp. 288-312.\n[52] Ananthan, BR & Sudheendra, RLN 2011, 'Dynamics of retention:\nPractices and strategies', SCMS Journal of Indian Management, vol. 8,\nno. 4, pp. 120-125.\n[53] Govaerts, N, Kyndt, E, Dochy, F & Baert, H 2011, 'Influence of\nlearning and working climate on the retention of talented employees',\nJournal of Workplace Learning, vol. 23, no. 1, pp. 35-55.\n[54] Tracey, JB 2014, 'A review of human resources management research:\nThe past 10 years and implications for moving forward', International\nJournal of Contemporary Hospitality Management, vol. 26, no. 5, pp. 1-\n38.\n[55] Glen, C 2006, 'Key skills retention and motivation: The war for talent\nstill rages and retention is the high ground', Industrial and Commercial\nTraining, vol. 38, no. 1, pp. 37-45.\n[56] Bao, C & Analoui, F 2011, 'An exploration of the impact of strategic\ninternational human resource management on firm performance: the\ncase of foreign MNCs in China', International Journal of Management &\nInformation Systems, vol. 15, no. 4, pp. 31-40.\n[57] Bartel, A. 2004, 'Human resource management and organizational\nperformance: evidence from retail banking', Industrial and Labour\nRelations Review, vol. 57, no. 2, pp. 181-195.\n[58] Harris, K, Wheeler, A, & Kacmar, M 2009, 'Leader–member exchange\nand empowerment: Direct and interactive effects on job satisfaction,\nturnover intentions, and performance', The Leadership Quarterly, vol.\n20, no. 1, pp. 371–382.\n[59] Richman, AL, Civian, JT, Shannon, LL, Hill, EJ & Brennan, RT 2008,\n'The relationship of perceived flexibility, supportive work-life policies,\nand use of formal flexible arrangements and occasional flexibility to\nemployee engagement and expected retention', Community, Work &\nFamily, vol. 11 no. 2, pp. 183-197.\n[60] Al-Kahtani, N & Khan, N 2014, 'An exploratory study of human\nresource development practices in Telecom industry in Saudi Arabia: a\ncase study of private sector', European Scientific Journal, vol. 10, no. 1,\npp. 341-355.\n[61] Chen, M 2014, 'The effect of training on employee retention',\nInternational Conference on Global Economy, Commerce and Service\nScience, vol. 1, no. 2, pp. 356-359.\n[62] Hausknecht, JP, Rodda, JM & Howard, MJ 2009, 'Targeted employee\nretention: Performance-based and job-related differences in reported\nreasons for staying', Human Resource Management, vol. 48, no. 2, pp.\n269-288.\n[63] Holtom, BC, Mitchell, TR, Lee, TW & Eberly, MB 2008, 'Turnover and\nretention research: A glance at the past, a closer review of the present,\nand a venture into the future', The Academy of Management Annals,\nvol. 2, no. 1, pp. 231-274.\n[64] Saks, AM 2006, 'Antecedents and consequences of employee\nengagement', Journal of Managerial Psychology, vol. 21 no. 7, pp. 600-\n619.\n[65] Bhatti, MA, Battour, MM, Sundram, VPK & Othman, AA 2013,\n'Transfer of training: Does it truly happen? An examination of support,\ninstrumentality, retention and learner readiness on the transfer of\nmotivation and transfer of training', European Journal of Training and\nDevelopment, vol. 37, no. 3, pp. 273-297.\n[66] Gberevbie, DE 2010, 'Organisational retention strategies and employee\nperformance of Zenith bank in Nigeria', African Journal of Economic\nand Management Studies, vol. 1, no. 1, pp. 61-74.\n[67] Sanders, K, Dorenbosch, L, & De Reuver, R 2008, 'The impact of\nindividual and shared employee perceptions of HRM on affective\ncommitment: considering climate strength', Personnel Review, vol. 37,\nno. 4, pp. 412-425.\n[68] Rahman, W & Nas, Z 2013, 'Employee development and turnover\nintention: Theory validation', European Journal of Training and\nDevelopment, vol. 37, no. 6, pp. 564-579.\n[69] Tangthong, S 2014, 'The effects of human resource management\npractices on employee retention in Thailand's multinational\ncorporations', International Journal of Economics, Commerce and\nManagement, vol. 2, no. 10, pp. 1-30.\n[70] Gkorezis, P & Petridou, E 2012, 'The effect of extrinsic rewards on\npublic and private sector employees' psychological empowerment: A\ncomparative approach', International Journal of Human Resource\nManagement, vol. 23, no. 17, pp. 3596-3612. [71] Ansari, N 2011, 'Employee perception of HRM practices: impact on\ncommitment to the organisation', South Asian Journal of Management,\nvol. 18, no. 3, pp. 122-149.\n[72] Dhiman, G & Mohanty, R 2010, 'HRM practices, attitudinal outcomes\nand turnover intent: an empirical study in Indian oil and gas exploration\nand production sector', South Asian Journal of Management, vol. 17, no.\n4, pp. 74-104.\n[73] Katou, A 2013, 'Justice, trust and employee reactions: an empirical\nexamination of the HRM system', Management Research Review, vol.\n36, no. 7, pp. 674-699.\n[74] Rahman, M, Akhter, R, Chowdhury, S, Islam, S & Haque, M 2013,\n'HRM practices and its impact on employee satisfaction: a case of\npharmaceutical companies in Bangladesh', International Journal of\nResearch in Business and Social Science, vol. 2, no. 3, pp. 62-67."]}
Databáze:	OpenAIRE
Externí odkaz:	https://explore.openaire.eu/search/publication?articleId=doi_dedup___::114f50504ef4d67273177ea3cea715f6 Zobrazit plný text záznamu