Examining the influence of human resources practices on turnover intention: A study among hotel employees

While performing their duties in an organization, an employee tied up to a human resource practices which consists of internal career opportunity, training, result oriented appraisals, Employment security, participation and job description to retain in an organization. This research title is aimed...

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Main Author:	Komathy, Santhirasaygaran
Format:	Thesis
Language:	eng eng
Published:	2013
Subjects:	HF5549-5549.5 Personnel Management Employment
Online Access:	https://etd.uum.edu.my/5166/1/s808483.pdf https://etd.uum.edu.my/5166/2/s808483_abstract.pdf
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id	my-uum-etd.5166
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Subramaniam, Chandrakantan
topic	HF5549-5549.5 Personnel Management Employment
spellingShingle	HF5549-5549.5 Personnel Management Employment Komathy, Santhirasaygaran Examining the influence of human resources practices on turnover intention: A study among hotel employees
description	While performing their duties in an organization, an employee tied up to a human resource practices which consists of internal career opportunity, training, result oriented appraisals, Employment security, participation and job description to retain in an organization. This research title is aimed to determine the influences of internal career opportunity, training, result oriented appraisals, employment security, participation and job description on turnover intention. The objective of this study is; to understand the influence of the selected human resource practices on turnover intention. A total of 169 questionnaires were distributed to one of the selected Telecommunication Company. Data were analyzed using both descriptive and inferential statistical analysis to interpret data. Research findings revealed there was turnover intentions exist among the respondents. Significant values for each element in independent variable which the item of reward such as result oriented appraisal, training, and participation. The higher significant value of independent variables are result oriented appraisal and item benefits, 0.538> 0.05
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Komathy, Santhirasaygaran
author_facet	Komathy, Santhirasaygaran
author_sort	Komathy, Santhirasaygaran
title	Examining the influence of human resources practices on turnover intention: A study among hotel employees
title_short	Examining the influence of human resources practices on turnover intention: A study among hotel employees
title_full	Examining the influence of human resources practices on turnover intention: A study among hotel employees
title_fullStr	Examining the influence of human resources practices on turnover intention: A study among hotel employees
title_full_unstemmed	Examining the influence of human resources practices on turnover intention: A study among hotel employees
title_sort	examining the influence of human resources practices on turnover intention: a study among hotel employees
granting_institution	Universiti Utara Malaysia
granting_department	Othman Yeop Abdullah Graduate School of Business
publishDate	2013
url	https://etd.uum.edu.my/5166/1/s808483.pdf https://etd.uum.edu.my/5166/2/s808483_abstract.pdf
_version_	1776103669796700160
spelling	my-uum-etd.51662023-01-26T01:52:47Z Examining the influence of human resources practices on turnover intention: A study among hotel employees 2013 Komathy, Santhirasaygaran Subramaniam, Chandrakantan Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5549-5549.5 Personnel Management. Employment While performing their duties in an organization, an employee tied up to a human resource practices which consists of internal career opportunity, training, result oriented appraisals, Employment security, participation and job description to retain in an organization. This research title is aimed to determine the influences of internal career opportunity, training, result oriented appraisals, employment security, participation and job description on turnover intention. The objective of this study is; to understand the influence of the selected human resource practices on turnover intention. A total of 169 questionnaires were distributed to one of the selected Telecommunication Company. Data were analyzed using both descriptive and inferential statistical analysis to interpret data. Research findings revealed there was turnover intentions exist among the respondents. Significant values for each element in independent variable which the item of reward such as result oriented appraisal, training, and participation. The higher significant value of independent variables are result oriented appraisal and item benefits, 0.538> 0.05 2013 Thesis https://etd.uum.edu.my/5166/ https://etd.uum.edu.my/5166/1/s808483.pdf text eng public https://etd.uum.edu.my/5166/2/s808483_abstract.pdf text eng public masters masters Universiti Utara Malaysia Amstrong, M. et al. (2011). Increasing the effectiveness of reward management: An evidence-based approach. Employee Relations, Vol.33 (2), 106-120. Arthur, D. (2001). The Employee Recruitment and Retention Handbook (1st Ed.) Amacom American Management Association, New York. Cook, S. & Macau, S. (2011). Rewarding Service Success, retreive on March 28, 2011 from www.emeraldinsight.com. Delery, J. E. and Doty, D. H. “Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions,” Academy of Management Journal (39: 4), 1996, 802-835. Galt, J. (2011). How to Correct an Employee With a Weak Performance, retrieve on March 29, 2011 from http://www.ehow. com/how_5551851_correctemployeeweak. Hwang.ing. S. Kue.jyh. h. (2006).Effects of Job Satisfaction and Perceived Alternative. Employment Opportunities on Turnover Intention-An Examination of Public Sector Organizations. The Journal of American Academy of Business, Cambridge. V. 8 N. 2. Lucy Firth, David J. Mellor, Kathleen A. Moore and Claude Loquet (2004) “How can managers reduce employee intention to quit?”, Journal of Managerial Psychology,Vol. 19, pp. 170-187. Maxwell, G &lyle, G. (2002). Strategic HRM and business performance in the Hilton group. International journal of contemporary hospitality management, Vol. 14(1), 251-252. Noe, R. A. (2002). Employee Training and Development. McGraw-Hill Irwin. Noe, R. A., and Wilk, S. L. (1993). Investigation of the Factors that Influence Employees’ Participation in Development Activities. Journal of A Psychology. 78 (2), 291-302. Patrick, L., and Owens, Jr. (2006). One More Reason Not to Cut Your Training Budget: The Relationship Between Training and Organizational Out Comes. Public Personnel Management. 35, No.2. Probst, T. M. (2002). The impact of job insecurity on employee work attitudes, job adaptation, and organizational withdrawal behaviours. In J. M. Brett & F. Drasgow (Eds.), The psychology of work: Theoretically based empirical research (pp. 141–168). Mahwah, NJ: Erlbaum. Reddy, N. V. (1996).The Relationship Between Training and Job turnover Among Secretairial Personnel in the Florida State University System: Ph.D. theses. Florida State University. USA. Rowden, R. W., and Conine Jr, C. T. (2005). The Impact of Workplace Learning on Job Satisfaction in Small US Commercial Banks. Journal of Workplace Learning Vol. 17 No. 4, 2005 pp. 215-230. Steyn, G.M., & van Wyk, J.N. (1999). Job satisfaction: Perceptions of principals and teachers in urban black schools in South Africa. South African Journal of Education, 19 (1), 37-43. Taylor, R., Davies, D., and Savery, L. (2001).The Role of Appraisal and Training in Reducing Staff Turnover in the Western Australian accommodation industry. Management Research News, Vol. 24 Nos 10/11, pp. 56-7. Tekleab, A. G., Bartol, K. M., & Liu, W. (2005). Is it pay levels or pay raises that matter to fairness and turnover? Journal of Organizational Behavior, 26, 899–921. Thacker, R. A. & Holl, K.B. (2008). Behaviorally-based management training: linking behaviors to employee satisfaction. Industrial and Commercial training, Vol40 Training Benefits Program, retrieve on April 11, from http://www.esd.wa.gov/uibenefits/specialservices/training/trainingbenefits. php (2), 102-108. Yadori, Y. and T. Kato (2007) “Average employee tenure, voluntary turnover ratio and labor productivity: Evidence from Japanese firms”, International Journal of Human Resource Management, 18, pp. 1841-1857. Werner, J. M, DeSimone, R. L (2009). Human Resource Development (5&ed.), International Student Edition. Zikmund, W. G. (2003). Business Research Methods (7th ed.). MA: McGraw-Hill Irwin, Boston.

Examining the influence of human resources practices on turnover intention: A study among hotel employees

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