The Impact of High Involvement Management on Employee Retention

Hassan Ismail, Ahmad Warrak

Abstract


The purpose of this study is to explore the impact of high involvement management (power, information, rewards, and knowledge) on employee retention in Syrian Private Financial Institutions. A sample of 238 employees participated in this study. The research concluded that there is a significant positive impact of rewards and knowledge practices on employee's retention, without any significant impact from power and information practices on employee's retention.


Full Text:

PDF

References


Arthur, D. (2001). Employee recruitment and retention handbook. New York: American Management Association (AMACOM), 1st edition.

Becker, B. E., & Huselid, M. A., (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. In G. R. Ferris (Ed.), Research in Personnel and Human Resource Management, 16: 53-101.

Böckerman, P.; Johansson, E. & Kauhanen, A., (2012). Innovative work practices and sickness absence: What does a nationally representative employee survey tell. Industrial and Corporate Change, 21(3), 587-613. https://doi.org/10.1093/icc/dtr047

Browell, S. (2003). Staff retention in a week. Great Britain: Hodder & Stoughton.

Cappelli, P., & Neumark., D. (2001). Do high-performance work practices improve establishment-level outcomes. Industrial and Labor Relations Review, 54(4). https://doi.org/10.2307/2696111

Conci, G., & Marin-Garcia, J, (2009). Exploratory study of high involvement work practices: identification of the dimensions and proposal of questionnaire to measure the degree of use in the company. Intangible Capital, 5(3). https://doi.org/10.3926/ic.2009.v5n3.p278-300

Doody, S. (2007). High-involvement work systems: Their effect on employee turnover and organisational performance in New Zealand organisations, Lincoln University, New Zealand.

Eisenberger, R., Fasalo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment and innovation. Journal of Applied Psychology, 75, 51-59. https://doi.org/10.1037/0021-9010.75.1.51

Evans, W. R., & Davis, W. D., (2005). High- performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31(5), 758-775. https://doi.org/10.1177/0149206305279370

Galbraith, J. R. (1973), Designing complex organizations. Reading, MA: Addison-Wesley.

Guthrie, J. P. (2001). High involvement work practices, turnover and productivity: evidence from New Zealand. Academy of Management Journal, 44, 180-190. https://doi.org/10.2307/3069345

Guy, F. (2003). High-involvement work practices and employee bargaining power. Employee Relations, 25(4/5). https://doi.org/10.1108/01425450310490165

Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance, Academy of Management Journal, 38(3), 635-672. https://doi.org/10.2307/256741

Itami, H. (1987). Mobilizing invisible assets. Cambridge, MA: Harvard University Press.

Kavitha, S. R., Geetha, S. R., & Arunachalam, V. (2011). An empirical study on employee retention strategies in a biscuit manufacturing company in India. Interdisciplinary Journal of Contemporary Research in Business, 3(4), 762-774.

Kyndt, E., Dochy, F., Michielsen, M., & Moeyaert, B. (2009). Employee retention: organisational and personal perspectives, Vocations and Learning, 2(3), 195-215. https://doi.org/10.1007/s12186-009-9024-7

Lawler, E. E. (1986). High involvement management. San Francisco: Jossey-Bass.

Lawler, E. E. (1992). The ultimate advantage: Creating the high involvement organization. San Francisco: Jossey-Bass.

Lloyd, C. (2000). High involvement work systems: The only option for UK high skill sectors? SKOPE Research Paper, 11.

Martin, L. (2016). High involvement management practices, technology uses, work motivation and job search behavior, Luxembourg Institute of Socio-Economic Research. https://doi.org/10.2139/ssrn.2749570

Mckeown, L. J. (2002). Retaining top employees. New York: McGraw-Hill.

Mohlala, J., Goldman, G. A., & Goosen, X. (2012). Employee retention within the information technology division of a South African Bank. South African Journal of Human Resource Management, 10(2), 1-11. https://doi.org/10.4102/sajhrm.v10i2.438

Mondore, S. (2002). Cognitive and motivational influences of high involvement work processes on employee morale, performance, and turnover. University of Georgia.

Pare, G., & Tremblay, M., (2004), The influence of high-involvement human resources practices, procedural justice, organizational commitment and citizenship behaviors on information technology professionals’ turnover intentions, HEC Montréal,0832-7203.

Quagraine, T. L. (2010), Employee involvement as an effective management tool in decision- making: A case study of Merchant Bank (Ghana) Limited, Kwame Nkrumah University of Science and Technology.

Ratna, R., & Chawla, S. (2012). Key factors of retention and retention strategies in telecom sector. Global Management Review, 6(3), 35-46.

Rodgers, R. W., & Ferketish, B. J. (2005). Creating a high-Involvement culture through a value-driven change process. Development Dimensions International.

Shaw, J. D., Delery, J. E., Jenkins Jr., G. D., & Gupta, N. (1998). An organizational-level analysis of voluntary and involuntary turnover. Academy of Management Journal, 41(5), 511-525. https://doi.org/10.2307/256939

Vandenberg, R. J., Richarson, H. A., & Eastman, L. J. (1999). The impact of high-involvement work process on organizational effectiveness. Group & Organization Management, 24(3), 300-339. https://doi.org/10.1177/1059601199243004

Vugt, V. (2015). The effect of high involvement work system and empowerment oriented leadership on job satisfaction and absence frequency, Tilburg University.

Wadhwa, P. (2012). The relationship between high involvement work system, supervisory support, and organizational effectiveness: The role of employee experiences at work. University of Kansas, USA.

Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of Management, 28(6), 765-785. https://doi.org/10.1177/014920630202800604

Wayne, S. J., Shore, L. M., & Linden, R. C. (1997). Perceived organizational support and leader member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111. https://doi.org/10.2307/257021




DOI: https://doi.org/10.5296/ijhrs.v10i1.16261

To make sure that you can receive messages from us, please add the 'macrothink.org' domain to your e-mail 'safe list'. If you do not receive e-mail in your 'inbox', check your 'bulk mail' or 'junk mail' folders.

Copyright © Macrothink Institute   ISSN 2162-3058

'Macrothink Institute' is a trademark of Macrothink Institute, Inc.