Fig 1 - uploaded by Guomin Zhang
Content may be subject to copyright.
The employee retention and job satisfaction model.
Source publication
Employee turnover as a term and its sources have been introduced and conducted in several studies in the past few decades. The lost knowledge as a result of this turnover on a large scale as a" country scale" is the topic that will be discussed and presented in this paper. Nitaqat as a localization program that have been forced by the Saudi ministr...
Similar publications
This study explores the effects of three dimensions of knowledge hiding: evasive hiding (EH), rationalized hiding (RH), and playing dumb (PD), on employee innovation performance in multinational corporations. Additionally, the moderating effects of cross-cultural psychological adaptation on the above relationships are analyzed. In terms of the empi...
This paper presents a new conceptualization of the project-oriented organization. The project-oriented organization is conceptualized as an entrepreneurial, future- and stakeholder-oriented innovating organization, which uses projects as temporary, task-focused organizations, to define, develop, and implement its strategies, to transform its struct...
The creation, dissemination and use of knowledge depends on many factors related to both the specificity of the enterprise, the type of organizational solution, the style of human resource management used, the potential of employees and, above all, the ability of the company to use this potential. From the point of view of efficiency of acquiring,...
Knowledge and human resources has become the focus of numerous research
due to their impact to overall company performance. In addition,
the efficiency of management of knowledge and human resources management
is driven by numerous factors. The goal of this research is to investigate
to what extent the main types of leadership style impact the ente...
Professional service firms face particular human capital challenges. This study reflects on the distinctive characteristics of professional service firms through the concepts of knowledge intensity, low capital intensity and professionalized workforce. Based on in-depth interviews with 21 partners of Australian law firms, we provide empirical evide...
Citations
... Employee attrition is the term that refers to a decrease in the number of employees in a company due to employees' voluntary or involuntary departures from their jobs [4] [5]. Employees choose to leave their positions for various reasons, such as work pressure, an unsatisfactory work environment, or inadequate compensation [6]. ...
Employee attrition refers to the decrease in staff numbers within an organization due to various reasons. As it has a negative impact on long-term growth objectives and workplace productivity, firms have recognized it as a significant concern. To address this issue, organizations are increasingly turning to machine-learning approaches to forecast employee attrition rates. This topic has gained significant attention from researchers, especially in recent times. Several studies have applied various machinelearning methods to predict employee attrition, producing different resultsdepending on the employed methods, factors, and datasets. However, there has been no comprehensive comparative review of multiple studies applying machine-learning models to predict employee attrition to date. Therefore, this study aims to fill this gap by providing an overview of research conducted on applying machine learning to predict employee attrition from 2019 to February 2024. A literature review of relevant studies was conducted, summarized, and classified. Most studies agree on conducting comparative experiments with multiple predictive models to determine the most effective one.From this literature survey, the RF algorithm and XGB ensemble method are repeatedly the best-performing, outperforming many other algorithms. Additionally, the application of deep learning to employee attrition prediction issues also shows promise. While there are discrepancies in the datasets used in previous studies, it is notable that the dataset provided by IBM is the most widely utilized. This study serves as a concise review for new researchers, facilitating their understanding of the primary techniques employed in predicting employee attrition and highlighting recent research trends in this field. Furthermore, it provides organizations with insight into the prominent factors affecting employee attrition, as identified by studies, enabling them to implement solutions aimed at reducing attrition rates.
... The Global Financial Crisis, as argued by Fratzscher (2012), significantly impacted the economy of the countries globally. This economic downturn had far-reaching consequences, including in the construction industry (Alshanbri et al., 2015), where employee turnover and knowledge retention were affected. According to Ramachandra (2006), the construction industry heavily relies on labour-intensive processes, making labour costs a significant component. ...
The construction industry contributes more than 6% of the GDP of the Sri Lankan economy, employing workers at different levels of the value chain. The economic crisis in the country from 2019-2022 has had a significant impact on contractors' organisations in the Sri Lankan construction industry, resulting in job losses, pay cuts, and reduced working hours. Hence this study aims to investigate the impact of the economic crisis on the employees of contractors' organisations in the Sri Lankan construction industry, the most affected level of employees, and propose strategies to minimise the impact on the most affected level of employees. This study has been done using the mixed-method approach. Thirty-three (33) employees participated in a questionnaire survey and seven (7) managerial-level professionals were interviewed who are currently engaged in construction projects. This study has explored the levels of employees including technical, supervisory, and similar levels, professional level, administration, and managerial level. Further, this study provides the strategies adopted by the employees and the contractors to overcome the impact of the crisis, including measures to enhance productivity, cost reduction strategies, and access to financial support. The findings of the study will provide insights into the impact of the economic crisis on the construction industry in Sri Lanka and inform policy recommendations to support affected workers and ensure the long-term sustainability of the industry in a resilient way.
... The Global Financial Crisis, as argued by Fratzscher (2012), significantly impacted the economy of the countries globally. This economic downturn had far-reaching consequences, including in the construction industry (Alshanbri et al., 2015), where employee turnover and knowledge retention were affected. According to Ramachandra (2006), the construction industry heavily relies on labour-intensive processes, making labour costs a significant component. ...
The construction industry contributes more than 6% of the GDP of the Sri Lankan economy, employing workers at different levels of the value chain. The economic crisis in the country from 2019-2022 has had a significant impact on contractors' organisations in the Sri Lankan construction industry, resulting in job losses, pay cuts, and reduced working hours. Hence this study aims to investigate the impact of the economic crisis on the employees of contractors' organisations in the Sri Lankan construction industry, the most affected level of employees, and propose strategies to minimise the impact on the most affected level of employees. This study has been done using the mixed-method approach. Thirty-three (33) employees participated in a questionnaire survey and seven (7) managerial-level professionals were interviewed who are currently engaged in construction projects. This study has explored the levels of employees including technical, supervisory, and similar levels, professional level, administration, and managerial level. Further, this study provides the strategies adopted by the employees and the contractors to overcome the impact of the crisis, including measures to enhance productivity, cost reduction strategies, and access to financial support. The findings of the study will provide insights into the impact of the economic crisis on the construction industry in Sri Lanka and inform policy recommendations to support affected workers and ensure the long-term sustainability of the industry in a resilient way.
... Namun demikian, pada tahun 2015/2016, ditemukan adanya turnover sebanyak 11 tenaga pengajar yang dalam penelitian ini diduga akan mengganggu kinerja sekolah dalam jangka panjang. Hasil wawancara dan pendapat ahli menyatakan bahwa dengan adanya turnover akan mengganggu kinerja sekolah (Dessler, 2013;Alshanbri et al., 2015). Dari hasil penelitian yang dilakukan oleh Park dan Shaw (2013) ditemukan bahwa turnover dan kinerja organisasi memiliki hubungan negatif secara signifikan dan menjadi faktor utama yang menyebabkan adanya lost knowledge. ...
div> The purpose of this research was to know the influence of knowledge management, human capital and innovation to the school’s performance at school X in Tangerang. The data collection was held using questionnaires from the populations of teacher in senior high school which was 42 teachers. The research methodology of this research was quantitative with path analysis to find the correlation between variables. The data processing used PLS-SEM method. The result of this research was that knowledge management influenced positively 0,690 to the human capital, knowledge management influenced positively 0,424 to the innovation, knowledge management influenced positively 0,185 to the performance of the organization, human capital influenced positively 0,533 to the innovation, and innovation influenced positively 0,698 to the performance of the organization. Human capital influenced negatively 0,018 to the performance of organization. This research found that there was a need of an improvement of human capital management especially in teacher’s turnover to avoid the loss of intangible asset, knowledge to maintain the performance of School X for long term. It was found that it was needed that the development of knowledge transfer as a part of knowledge management in School X to keep knowledge retention so in the future, the existed human capital would be able to produce innovation and maintain for the long term’s performance.
</div
... Some scholars believed that the knowledge management level, performance management, and avoidance of turnover within the organization are the key elements of the organizational culture development (Fidalgo & Gouveia, 2012;Roblek et al., 2013;Alshanbri et al., 2015;Silva et al., 2019). And an empirical study on the relationship between psychological contract violations, labor-management conflicts, and employee turnover intentions, has shown the moderating role of the integrated organizational culture. ...
Many existing studies have shown that organizational culture has an impact on employee turnover behavior, but the types of organizations are different, and the culture within different organizations is also quite different. The influence of organizational culture on employee turnover should be classified and analyzed across different types of organizations. Using the example of a public hospital in Guizhou, this paper carries out an empirical analysis of the relationship between hospital’s organizational culture and employee turnover rate. In this particular case, organizational culture is divided into four dimensions: perceived trust, collectivism, adventurousness and openness. The conclusion shows that there is a significant negative correlation between hospital organizational culture and turnover intention. Perceived trust has the greatest effect on employee turnover rate, which is greater than collectivism, adventurousness and openness. The conclusions and suggestions of this paper will provide some reference for hospitals’ human resource management, promoting reform and development of public hospital management in Guizhou.
... Para el estudio se entiende a la rotación como el retiro permanente de una organización, de forma voluntaria o involuntaria y, que una tasa elevada de rotación interrumpe la operación eficiente de una organización cuando el personal preparado y experimentado se va y hay que encontrar sustitutos y prepararlos para que ocupen puestos de responsabilidad (Park y Shaw, 2013:269;Hur, 2013:5); y que, por otro lado, es un mecanismo que crea la oportunidad de reemplazar a un individuo de bajo desempeño por otro con aptitudes o motivación mejores, lo cual abre más oportunidades para que se incorporen ideas nuevas y frescas a la organización a través de la gestión de personal (Alshanbri et al., 2015;Robbins y Judge, 2009). ...
... En este marco, este tipo de movimiento de personal está expuesto a la pérdida o incremento de información y conocimiento en relación con la gestión de la organización. Entonces cuando se trata de retener el conocimiento en la organización, la gestión de personal debe preocuparse de crear la infraestructura necesaria (Alshanbri et al., 2015). Para evitar las pérdidas que ocurren cuando un servidor preparado se retira de la organización y, a su vez facilitar el proceso de aprendizaje del nuevo se requiere de mecanismos de mo y sistemas para compartir el conocimiento que organicen y distribuyan la mo (Becerra-Fernandez y Sabherwal, 2015:154), en el marco del aprendizaje organizativo y la gestión del conocimiento institucional. ...
Se estudia el caso de la administración pública ecuatoriana en el periodo 2012-2016, con el propósito de describir la evolución en la construcción de la Memoria Organizativa (mo) como elemento para la gestión de la rotación de los directivos públicos.
Se aplica un diseño de análisis longitudinal de tendencia respecto a los índices de rotación, entradas y salidas de los directivos del sector público en contraste con la disponibilidad de distintos tipos de conocimiento en artefactos y mecanismos implementados. A partir de una investigación descriptiva, aplicando análisis documental y cualitativo se discuten las capacidades de los componentes y contenidos de la mo implementados, en relación con los requeridos para optimizar la dirección política y estratégica del Estado. El estudio identifica la existencia de gestión del conocimiento de tipo explícito interno y formal, pero sin condiciones para el aprendizaje organizativo frente los niveles de rotación que alcanzan en promedio el 28%.
... There is some evidence that Nitaqat has prompted an increase in the number of Saudi nationals employed in the private sector (Peck, 2017). However, firms have sometimes taken a rather narrow, compliance-based response to Nitaqat, hiring sufficient indigenous workers to meet their quota requirement, rather than selecting them for their skills and capabilities (Alshanbri et al., 2015;Tlaiss and Elamin, 2016). Saudi nationals' expectations of higher salaries, and their propensity to leave firms when they are unmet, or because of their resentment toward what they perceive as low-status work, creates difficulties for firms, particularly increased employee turnover (Peck, 2017). ...
... In Alkabda the male senior management drew on relevant economic, positional and technical power resources to elicit the compliance of, and thus secure effort from, women workers, using a highly coercive system of management control which treated the women as if they were commodities. This is consistent with existing work which highlights the preference of firms to focus on meeting their Nitaqat quota requirement in such a way (Alshanbri et al., 2015). Aram sought to make use of women workers in a very different manner. ...
Purpose
The paper investigates the implications for gendered power relations at work of Nitaqat , a workforce localization policy operating in Saudi Arabia which, by regulating the employment of Saudi nationals in private sector firms, has stimulated greater feminization of employment.
Design/methodology/approach
Based on an interpretivist, phenomenological research approach, rich qualitative data were collected in two case study organizations – a retail company and an architectural firm. The mixed-method design involved in-depth interviews with managers and women workers and extensive non-participant observation.
Findings
In exploring gendered power relations in Saudi private sector workplaces under the Nitaqat regime, the paper highlights the importance of patriarchal power. However, increased feminization of employment provides women workers with access to power resources of their own, producing complexity and variation in gendered workplace power relations.
Originality/value
Drawing on Bradley's (1999) relational conception of gendered power, the paper illuminates how a Nitaqat -inspired feminization of employment, by increasing firms' dependency on women workers, has influenced the dynamics of gendered power relations in Saudi workplaces.
... Their study is based on national labor force data and surveys with company executives. Alshanbri et al (2015Alshanbri et al ( , 2016 interview human resource managers in Saudi private sector firms to understand how they adjusted to the implementation of Nitaqat. The findings emphasize a lack of vocationally driven education, missing local expertise, low levels of motivation in general and especially for long hours or physically demanding jobs, and mounting costs of employee turnover as challenging aspects for firm compliance with Nitaqat quotas. ...
Few countries have embraced active labor market policies to the same extent as Saudi Arabia. In the aftermath of the Arab Spring, the imperative of increasing Saudi employment became paramount. The country faced one of the highest youth unemployment rates in the world while over 80 percent of its private sector consisted of foreign labor. Since 2011, a wave of employment nationalization efforts has been mainly implemented through a comprehensive and strictly enforced industry and firm specific quota system known as Nitaqat. This paper assesses the employment gains as well as the costs and unintended consequences resulting from Nitaqat and related policies between 2011 and 2017. We find that while job nationalization policies generated significant initial gains in Saudi employment and labor force participation, the effects were heterogeneous across workers, firms and sectors. Moreover, our analysis suggests that the resulting unintended consequences far outweighed the benefits over time generating a less cost effective and productivity inhibiting labor market composition.
... As a result, the selection and appointment of potential employees possessing such organisational knowledge should be among some of the criteria in the selection process. If a recruitment process is seen as a knowledge-acquisition technique, as suggested by Alshanbri et al. (2015), then such process will support KM by hiring employees with relevant KSAOs. ...
State-owned enterprises (SOEs) play a significant role in the South African economy and are the key drivers for delivering on the country’s developmental mandate. Nevertheless, many SOEs are facing a phenomenon of organisational knowledge loss caused largely by an attrition of their much-needed firm-specific human resources through voluntary and involuntary turnover and a lack of retention strategies. Human resource management (HRM) departments in state-owned enterprises are failing to play their role in the knowledge management (KM) agenda despite being the custodians of firm-specific human resources. In any company, organisational tacit knowledge, as a source of sustained competitive advantage, is contingent on human resources. In SOEs, employees are sources of such knowledge. In many SOEs, this problem of organisational knowledge loss is exacerbated by a lack of knowledge management practices, the absence of organisational structures and roles dedicated to knowledge management, a silo mentality and red tape.
The purpose of the study was to develop a framework on knowledge loss reduction that integrates knowledge management and human resource management practices in the South African state-owned enterprises. This study followed a mixed methods research approach by using an exploratory sequential design. A qualitative phase was conducted first (through the interviews and document analysis of annual reports), while in the second, and quantitative phase, a survey questionnaire was used to test the knowledge and research findings revealed by the qualitative phase.
The qualitative data were collected from nine SOEs in five market sectors through the use of interviews with twenty purposively selected HR managers. The data collection phase also included the analysis of annual reports. The research findings of the qualitative phase were used to develop a survey questionnaire for testing in the quantitative phase. The survey questionnaire that was used to collect data in the second phase of the study, was distributed to 585 employees and KM practitioners in the SOE sector and had a response rate of 25%.
The study revealed that the majority of the SOEs lacked dedicated KM functions and roles in their organisational structures. The study also established that there was a serious lack of synergy between the HRM and KM practices of the few SOEs that had dedicated knowledge management function and roles in the structures. A lack of key strategies for managing and reducing organisational knowledge loss contributed to knowledge stickiness and reduced knowledge protective capacity. However, on a positive note, recruitment and training practices were found to be effective in the sourcing and development of firm-specific human and knowledge resources. Despite their shortcomings, these two practices played an important role in capacitating knowledge creation and acquisition, thus boosting knowledge-absorptive capacity in the SOEs. Nonetheless, the same cannot be said of the human resource retention practices.
The study recommends that HRM practices be aligned and integrated into KM for effective management and reduction of organisational knowledge loss. Furthermore, HRM practitioners should develop and lead strategies aimed at embedding a knowledge-centric organisational culture, structures and processes to ensure that knowledge management is fully institutionalised. In this regard, knowledge-oriented leadership is required across all levels of organisations. The study offers a framework for knowledge loss reduction as a baseline to assist SOEs with integrating their HRM and KM practices in order to reduce the dire risks associated with losing much-needed, firm-specific human and knowledge resources.
... En la actualidad, los procesos de capital humano de las organizaciones deben enfocar esfuerzos suficientes para apoyar la transferencia de conocimiento y el mantenimiento de ventajas competitivas, así como, acompañar los enfoques tradicionales de selección, formación, capacitación, retribución y evaluación del desempeño con prácticas que permitan dar respuesta a los desafíos que impone la Gestión de los Recursos Humanos (GRH). De acuerdo con Alshanbri et al., (2015), entre los principales retos se encuentran: desarrollar una cultura del conocimiento dentro de la organización; facilitar el acceso al conocimiento tácito de los empleados; garantizar la confianza y el compromiso entre los miembros de la organización; y manejar las vulnerabilidades que surgen a raíz de la dependencia de trabajadores claves de uso intensivo del conocimiento. ...
En la actualidad, la Gestión de los Recursos Humanos muestra, sin perder la esencia de los enfoques tradicionales, una orientación cada vez más marcada hacia el conocimiento y su gestión. Ante el dinamismo y complejidad del medio externo las organizaciones se han visto obligadas a diseñar los procesos de capital humano para actuar proactivamente ante tales cambios. Uno de los riesgos a los que siempre se ven expuestas las empresas resulta la rotación o fluctuación del personal, un padecer que compromete la productividad y atenta contra la correcta gestión del conocimiento. En tal sentido, el presente trabajo tiene como objetivo diseñar un procedimiento para contribuir al análisis de la rotación del personal con una óptica hacia la gestión del conocimiento. Para lograr este propósito se indaga sobre las causas que provocan la fluctuación, sus efectos, entre otros elementos, así como las expresiones matemáticas para su determinación hasta arribar a una propuesta flexible y de sencilla aplicación que proporcione a quienes la desarrollen escoger las herramientas que posibiliten un estudio de mayor profundidad. Palabras clave: Movilidad laboral; recursos humanos; planificación del trabajo; gestión del personal; gestión del conocimiento.
