HIRING PROCESS IN THE BANKING SECTOR
Name of the Student:
Name of the University:
Author’s Note:
This essay will give you an in-depth knowledge about the attraction and retention of employees in the challenging world or banking. All the major steps involved in the process of hiring and training the employees and converting them into assets for the companies are covered in this essay and the tools used by recruiters like university assignment helpAustralia to establish genuine interest of the candidates. This essay will also explain the various aspects such as employee relations, motivation and compensation.
Introduction
The operations of any organization based on any
industry are heavily dependent on the performances of the employees who work
day in day out to make execution perfect. Every organization as an obvious fact
wants employees who are highly skilled and dedicated to their duties. However,
in the modern competitive market, workforce is thought of as an important
organizational factor and thus there is a high competitive sprite among
organizations to attract and retain employees who are skilled and filled with
knowledge or work experience (Aruna, 2015). The following essay will be
focusing on five themes that can have an effective influence on the attraction
and retention of employees in the challenging working sector of banking. The
theme of Human Resource Management as well as Recruitment and Selection has
been used in the study to make an argument about what are the best practices
that can be used in employing and retaining employees. In this regard, the
challenges in Employee relations as well as employee motivation have been
discussed in detail.
HRM and strategic HRM
The
benefits of the HRM make it a huge factor in the process of retaining the
employees at a workplace, especially in the banking sector that is highly
demanding in terms of employee dedication. Human Resources Departments are
known for resolving any conflicts in the working environment and thus it can be
used to make the environment more suitable for the employees to work in peace
and this can influence their decision in staying a banking firm for longer
(Singh, 2014). However, there are certain situations where the difference in
interest in between the Human Resource Department and the employees can create
conflict that is not ideal. Human Resource Management activities also include
the fact of keeping up with the employee interest and make them satisfied and
therefore it can be said that if an employee is satisfied with the firm and HRM
is active in managing the work satisfaction levels, then employees will be
motivated to continue their tenure at certain banking firms (Nnamseh, 2012). On
many occasions HRM department turn towards an assignment help expert for an
opinion to get the best assignment help. Training and development is another
factor that is helped by Strategic Human Resource Management and thus it can be
said that Human Resource Management will be effective in making the employees
more skilled and suitable for the organizational purposes which will motivate
potential employees to join a firm as they will be aware about their skill
getting developed (Hill, 2015). However, it can be said that the training and
development of new employees brings in expenditure from the part of banking
organizations and this can be too much expensive.
As
an argument, it can be said that Human resources also have some cons that can
affect the process of employee attraction and retention in a negative manner.
For example, human resources management is only effective if it has optimum
support from the higher management of any banking organization (Greenwood, 2013). Therefore, it can said that
if the higher authorities at banking institutions do not provide the
organizations with appropriate amounts of resources then Human Resource becomes
ineffective and the employees create a perception about that HR department is
ineffective and this can push employees to leave the organizations (Taylor,
2014). Human Resources Management also involves the assessment of employee
performances and in some cases, it is seen that employees are dissatisfied as
the HRM only takes in the numbers or figures as performance measures. This does
not show the amount of quality of effort put in by an employee and this can
diminish the confidence of any employee or force him or her to think that there
is not enough appreciation for the efforts. In this case, an employee will try
to leave an organization. Another problem can arise if there are requirements
of large investment amounts (Purce, 2014).
Motivation, Reward and Compensation
Motivation, reward and compensation are the primary
features of any company or sector. In banking sector, the employers use these
features to achieve their desired objectives. Motivation is one of the most
common features which every financial institution utilizes for their
betterment. The employers motivate the employees to a great extent to increase
their efficiency towards their respective jobs (Shah&Asad, 2018). A great
motivation leads an industry towards several benefits such as reduced level of
absenteeism. Employees can always use instant help australia to get some
additional support. By motivating the employees, industry develops the interest
in the employees towards their work. They will be more determined for their
jobs or targets. In addition, some financial institutions provide rewards or
perquisites to their employees such as rent free accommodation, health
insurance, interest-free advances, travelling allowances and other allowances.
These fringe benefits to the employees help the industry to gain the confidence
of the employees (Oldham & Fried, 2016).
On the other hand, it can be a loss for the management as the fund is used to
provide such fringe benefits and it results in profit minimization. The
employers invest in their employees to get their efficiency in work. This can
be best established by allowing them to use instant assignment help Australia
to support with their daily responsibilities. They can use the best assignment
help experts around to support their work. As a result, the employees become
more effective in their jobs and this will boost their working ability that
helps them to perform better in future. This type of reward system improves the
HRM process, the effective HRM planning results in improvement of
organizational program, as it attracts the young talents who are qualified and
efficient(Ahmad et al., 2019).The performances of the young individuals
ultimately enhance the organizational program over the time. This creates a job
satisfaction among the employees. The employers more often provide
compensations to the employees such as paid leaves, increment in incentives and
so on (Greenwood, 2013).
However, there are some drawbacks also that affect
the industry to some extent. Motivation rewards and compensations become
predictable in times. When employees achieve them it does not work, as it does
not motivate the employees. So when employees do not get the rewards they get
de-motivated. Whereas, rewarding the employees more often can be a serious
issue, as the employees become habituated with the rewards they get. So when
the industry could not be able to give bonus or rewards to the employees, they
get de-motivated and that results in breaking down the determination and
efficiency (Ghosh et al., 2016). Having a reward program for the employees to
improve the retention of the employees can be difficult. Specifically, a reward
program with an intension of motivating the employees can be costly and
ineffective. Then the industry has to suffer losses of poorly spent funds of
HRM and ultimately the reward program fails to achieve desired objectives or
goals of the industry.
Recruitment and Selection
Both
the external and internal selection and recruitment processes have their own
set of advantages. Since the internal recruitment process allows the existing
employees to get promoted in higher vacant positions, the new recruits in those
designations already remain familiar with the organization, which reduces the
adjustment time for them (Goldstein et al., 2017). Since the HRM means to get
the correct number of personnel for the correct organizational work, selecting
the proper personnel becomes very important. The ethics of the HR department is
also important in this, since it greatly affects the quality of employees
recruited for the organization. From the perspective of the employees, it also
becomes a huge factor in his success in being recruited (Oldham & Fried, 2016). On the other hand,
in the external selection and recruitment process, the employers directly
select the new recruits from a group of fresh new personnel, which allow the
inclusion of new faces and better skills in the organization workforce
(Farndale et al., 2018). This can potentially open the new horizons for
sustainable development of the organizations. It becomes advantageous for HR
departments to follow the principle of sustainability in the selection and
recruitment process, as it helps the organizations to select and recruit those
particular employees who have the same ideals and vision as those of the
organizations (Kurtz & William, 2017). On top of that, it becomes extremely
advantageous for the HR departments of the organizations to directly and
clearly state and explain the sustainable principles and policies to the
external applicants and candidates for the selection and recruitment process,
since doing this ensure that the candidates are aware of the sustainable
policies of the organizations while avoiding potential misunderstandings. To
avoid any such misunderstandings it is crucial to provide them the best assignmenthelp to clearly convey their principles and policies. Developing attractive and
sustainable policies to properly retain the new employees also prove to be
beneficial for the employers. As the employees continue to work for the
organizations, their experience and expertise in those particular organizations
increase, which ultimately contribute towards the sustainable development of
the organizations (Jepsen & Grob, 2015).
However, it can be argued that the recruitment of
an internal candidate to a higher designation by promotion has its own set of
disadvantages as well. Since in any organization, the number of posts in a
particular designation decreases as the position of the designation in the
organizational hierarchy goes upwards. In other words, the higher a job
designation, the lesser number of posts it has. Hence, only a handful of
employees are promoted on the basis of their good performances and
eligibilities from a larger pool of employees, which may create unpleasant
situations by making the other employees jealous (Jeske & Shultz, 2016). On
top of that, it can be argued that the process of selection and recruitment may
also be biased towards some particular candidates due to their personal or
other types of connections with the personnel in the HR department, which may
become a source of corruption in the recruitment function (Jepsen & Grob, 2015). This could even
make them de-motivated, which is detrimental to the health and efficiency of
the organizations. On the other hand, the process of selection and recruitment
of employees from a large number of external personnel has its own demerits as
well, since This process is typically more costly and time-consuming, which can
prove to economically non-viable for the organizations. The employees hired by
this process are all new people who have not been previously involved with the
organization, which make them completely unfamiliar with the particular
business structures and operations of that company (Herschberg et al., 2018).
It can be argued that if the new recruits are not followers to the sustainable
policies, this may affect the sustainability of the organization due to the
inevitable conflicts among the old and new employees. The older employees also
may not see these new external recruits in good eyes, since they may
potentially threaten their chances of getting a promotion(Li et al.., 2011).
Employee
Relations Challenge
Involvement with the employees proves to have
several benefits for the organizations. Initiating and maintaining a close relationship
with the employees always make those employees more involved with the
organizations. In the modern days, many industries are increasing the
relationship with their employees, which include involving them in making the
important organizational decision making as well (Griffin et al., 2015). This
includes presenting the possible future business strategies and goals to the
employees and asking for their opinions. This essentially makes the employees
feel more intimate with the organization and this in turn increases their
motivations and work responsibility. The employees feel more committed towards
the organizations when they are considered for taking some vital decisions,
which inadvertently increase the productivity and sustainability of the organizations
(Conway et al., 2016). This is one of the main practices of HRM department. The
innovation factor also comes into play in this context. When all the employees
are allowed ton express their opinions, it naturally increase the probability
to creation of new ideas and plans, which may potentially be beneficial during
the designing and deciding the future business policies and strategies. This
essentially allows the organizations to retain their employees in a positive
manner, since the employees feel that they are being more valued in those
organizations than the other ones (Greenwood, 2013).Involving the employees is major ethical
consideration since the employees are one of the major assets of the company.
They are the reason behind the success of the company.
The relationship among the employees plays a
crucial role in deciding the fate of the organization. It was observed that an employee with a lack of interest
in doing work would not deliver the best work. Several errors and delay in a
task can be observed which ultimately decreases the sustainability among the
employees to perform better which lead to several HR issues.(Khalid et al.,
2016). The employee starts to feel burdened with work pressure, and frustration
grows which leads to poor quality of output. Thus, the employee does not get
relaxed to work in an efficient manner and growth halts to a stagnant level. An
organization cannot survive without innovation and creativity. The employee
loses their ability to come up with innovations that could easily bring
sustainability to the organization and their product offerings (Oldham & Fried, 2016). In addition to this
there are several HR issues which state that employee tend loses the liberty to
express their ideas which might be treated as beneficial for both the
organization and the employee. It should be noted that employee working
together could come up with ideas that have never been used earlier.This is
affecting the ethics of the employees.An employee who is not satisfied and
pleased with the management tends to change their jobs frequently. This is
mainly because of the fact that they find it difficult to adjust to the working
environment and thus fails to perform (Sutanto & Kurniawan, 2016).Despite
management trying to retain employees, they fail to do so. Further, both the
management and the employees do not share a warm relationship.
Employee
Turnover and Retention
The
higher rate of turnover could affect the business in many ways that leads to
increase of cost and reduction of profit margin. Retaining the employee could
help in reducing such level of cost.
It
can be observed in the research work of Hanaysha, (2016) that recruitment fees
and the time needed to find a new employee could be very much tedious in
nature. It takes away valuable time from sales and production through which
companies can easily increase their profit margin. Therefore, retaining staffs
can save time and money which would have been spent as recruitment fees and
process. Retaining employees bring in much needed valuable experience for the
company through which the company can easily grow. They will have a better
position to talk to the customers and position the brand in a formidable place.
They can utilise the instant assignment help Australia services to get knowledge
about any new development in their fields. Further Awan & Farhan, (2016)
states that they will be able to achieve continuous growth in the banking
sector and shall deliver a high quality of service that satisfies the
customers.
Awan
& Farhan, (2016) says that loyal banking employees are of great help for
the banking sector. This is mainly because of the fact that loyalty is needed
when handling of cash comes in. Further, when their demands are fully met, and
it satisfies them, then the employees will be very much loyal to the
organizations and share expert advice to solve any conflict that might arise.
In addition to this, they will boost the confidence of newly recruited employee
and boost their morale to perform better. It can be noted that when an
undeserved employee is retained who does not deserve to be in the company, and
then it creates a situation of loss(Nnamseh,
2012). Therefore, the disadvantages are:
Bailey et al., (2016) states that the decision of
which employee to be retained is very much crucial. This is mainly because of
the facts that non-performing employees might be retained that are not ready to
work with the organization. This increases the liability of the organization,
and they do not add value to the production. Further, the teamwork gets
hampered. Retaining sometimes leads to giving away power to wrong hands which
might create a negative culture within the banking sector. This affects the
working quality and the flow of work. The management might face difficulty to
handle bank works which require expertise hands to complete it. Therefore, the
banking companies should handle these things properly so that the groups do not
become very strong in nature (Nnamseh, 2012)
It can be seen in the research work of Oldham & Fried (2016)
maintaining culture in the bank is very much important. However,
the retention starts destructing the culture then it is harmful to the banks,
and increases urge among the bank officials to think about it. This is mainly
because of the fact that it could create a negative working environment.
Conclusion
Employees are one of the main elements of an
organization that can be influential in making the organizational operations a
success. In terms of organizational objectives, which are to fulfill every
consumer demands and obtain a desired amount of profit, employees are the main
factor that contributes to a particular firm’s progress. The study conducted
above stressed on the fact of how employees can be attracted in a working
environment and how they can be retained. There are five themes mentioned in
this essay that have been used to discuss the activities of employee retention
an attraction in banking sector. It is expected that readers will be generating
a fair idea about the main topic after going through all the arguments
presented in this study. In conclusion, it can be said that employees are the
main assets of any business firm and therefore, necessary actions must be taken
to secure their interests.
References
Ahmad, I., Danish, R. Q., Ali, S. A., Ali, H. F., &Humayon, A. A. (2019).A Comparative Study of Banking Industry Based on Appraisal System, Rewards and Employee Performance. SeisenseJournal of Management, 2(1), 1-11.University of the Punjab, Lahore
Alnawafleh, E. A. T., Halim, M. S. B. A., &Tambi, A. M. B. A. (2018). The Impact of Human Resource Management Practices, Organizational Culture, Motivation and Knowledge Management on Job Performance with Leadership Style as Moderating Variable in the Jordanian Commercial Banks Sector. Journal of Reviews on Global Economics, 6, 477-488.Jordan
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice.Kogan Page Publishers. United Kingdom
Aruna, M., &Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), 94. Coimbatore, India
Awan, A. G., & Farhan, H. M. (2016).Talent management practices and their impact on job satisfaction of employees: a case study of banking sector in Pakistan. Science International, 28(2), 1950. Pakistan
Bailey, A. A., Albassami, F., & Al-Meshal, S. (2016). The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship. International Journal of Bank Marketing, 34(6), 821-840. Ohio, USA
Bode, C., Singh, J., & Rogan, M. (2015). Corporate social initiatives and employee retention. Organization Science, 26(6), 1702-1720. Maryland, USA
Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015).The Importance of Developing Strategies for Employee Retention. Journal of Leadership, Accountability & Ethics, 12(2).
Conway, E., Fu, N., Monks, K., Alfes, K., & Bailey, C. (2016).Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, 55(5), 901-917. UK
Farndale, E., Nikandrou, I., &Panayotopoulou, L. (2018).Recruitment and selection in context.In Handbook of Research on Comparative Human Resource Management.Edward Elgar Publishing. UK
Ghosh, P., Rai, A., Chauhan, R., Baranwal, G., & Srivastava, D. (2016). Rewards and recognition to engage private bank employees: Exploring the “obligation dimension”. Management Research Review, 39(12), 1738-1751. UK
Goldstein, H., Pulakos, E. D., Passmore, J., &Semedo, C. (Eds.).(2017). The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention.Wiley. USA
Greenwood, M. (2013). Ethical Analyses of HRM: A Review and Research Agenda. Journal of Business Ethics, 114(2), 355-366. DOI: 10.1007/s10551-012-1354-y
Griffin, J. J., Bryant, A., &Koerber, C. P. (2015). Corporate responsibility and employee relations: From external pressure to action. Group & Organization Management, 40(3), 378-404.
Hanaysha, J. (2016). Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia-Social and Behavioral Sciences, 229, 289-297. Pahang, Malaysia
Herschberg, C., Benschop, Y., & van den Brink, M. (2018). Precarious postdocs: A comparative study on recruitment and selection of early-career researchers. Scandinavian Journal of Management, 34(4), 303-310.Radboud University Nijmegen, Netherlands.
Jepsen, D., & Grob, S. (2015). Sustainability in Recruitment and Selection: Building a Framework of Practices. Journal of Education for Sustainable Development, 9(2), 160-178. DOI: 10.1177/0973408215588250
Li, X., Frenkel, S., & Sanders, K. (2011). Strategic HRM as process: How HR system and organizational climate strength influence Chinese employee attitudes. The International Journal of Human Resource Management, 22(9), 1825-1842. DOI: 10.1080/09585192.2011.573965
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014).An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56. London, UK
Jeske, D., & Shultz, K. S. (2016).Using social media content for screening in recruitment and selection: pros and cons. Work, employment and society, 30(3), 535-546. Edinburgh, UK
Khalid, N., Pahi, M. H., & Ahmed, U. (2016). Loosing Your Best Talent: Can Leadership Retain Employees? The Dilemma of the Banking Sector of Hyderabad Sindh, Pakistan: A Mediation Investigation. International Review of Management and Marketing, 6(3), 608-616. Pakistan
Kurtz, J., & William, A. (2017).influential role of employee perception of recruitment and selection on performance. australian journal of economics and management sciences, 7(5). Australia
Nabi, N., Islam, M., Dip, T. M., &Hassain, A. A. (2017). Impact of motivation on employee performances: a case study of Karmasangsthan bank Limited, Bangladesh. Arabian Journal of Business and Management Review, 7(1), 1-8. Bangladesh.
Nnamseh, M. (2012).HR Planning and Corporate Performance in the Nigerian Banking Sector. Review of Management, 2(3/4), 23-31. ISSN: 2231
Oldham, G., & Fried, Y. (2016). Job design research and theory: Past, present and future. Organizational Behavior and Human Decision Processes, 136, 20-35. ISSN: 0749-5978.
Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.
Shah, M., &Asad, M. (2018). Effect of motivation on employee retention: Mediating role of perceived organizational support. European Online Journal of Natural and Social Sciences, 7(2), pp-511. Europe
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals).Routledge. New York
Sutanto, E. M., &Kurniawan, M. (2016). The impact of recruitment, employee retention and labor relations to employee performance on batik industry in Solo City, Indonesia.
References
Ahmad, I., Danish, R. Q., Ali, S. A., Ali, H. F., &Humayon, A. A. (2019).A Comparative Study of Banking Industry Based on Appraisal System, Rewards and Employee Performance. SeisenseJournal of Management, 2(1), 1-11.University of the Punjab, Lahore
Alnawafleh, E. A. T., Halim, M. S. B. A., &Tambi, A. M. B. A. (2018). The Impact of Human Resource Management Practices, Organizational Culture, Motivation and Knowledge Management on Job Performance with Leadership Style as Moderating Variable in the Jordanian Commercial Banks Sector. Journal of Reviews on Global Economics, 6, 477-488.Jordan
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice.Kogan Page Publishers. United Kingdom
Aruna, M., &Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), 94. Coimbatore, India
Awan, A. G., & Farhan, H. M. (2016).Talent management practices and their impact on job satisfaction of employees: a case study of banking sector in Pakistan. Science International, 28(2), 1950. Pakistan
Bailey, A. A., Albassami, F., & Al-Meshal, S. (2016). The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship. International Journal of Bank Marketing, 34(6), 821-840. Ohio, USA
Bode, C., Singh, J., & Rogan, M. (2015). Corporate social initiatives and employee retention. Organization Science, 26(6), 1702-1720. Maryland, USA
Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015).The Importance of Developing Strategies for Employee Retention. Journal of Leadership, Accountability & Ethics, 12(2).
Conway, E., Fu, N., Monks, K., Alfes, K., & Bailey, C. (2016).Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, 55(5), 901-917. UK
Farndale, E., Nikandrou, I., &Panayotopoulou, L. (2018).Recruitment and selection in context.In Handbook of Research on Comparative Human Resource Management.Edward Elgar Publishing. UK
Ghosh, P., Rai, A., Chauhan, R., Baranwal, G., & Srivastava, D. (2016). Rewards and recognition to engage private bank employees: Exploring the “obligation dimension”. Management Research Review, 39(12), 1738-1751. UK
Goldstein, H., Pulakos, E. D., Passmore, J., &Semedo, C. (Eds.).(2017). The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention.Wiley. USA
Greenwood, M. (2013). Ethical Analyses of HRM: A Review and Research Agenda. Journal of Business Ethics, 114(2), 355-366. DOI: 10.1007/s10551-012-1354-y
Griffin, J. J., Bryant, A., &Koerber, C. P. (2015). Corporate responsibility and employee relations: From external pressure to action. Group & Organization Management, 40(3), 378-404.
Hanaysha, J. (2016). Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia-Social and Behavioral Sciences, 229, 289-297. Pahang, Malaysia
Herschberg, C., Benschop, Y., & van den Brink, M. (2018). Precarious postdocs: A comparative study on recruitment and selection of early-career researchers. Scandinavian Journal of Management, 34(4), 303-310.Radboud University Nijmegen, Netherlands.
Jepsen, D., & Grob, S. (2015). Sustainability in Recruitment and Selection: Building a Framework of Practices. Journal of Education for Sustainable Development, 9(2), 160-178. DOI: 10.1177/0973408215588250
Li, X., Frenkel, S., & Sanders, K. (2011). Strategic HRM as process: How HR system and organizational climate strength influence Chinese employee attitudes. The International Journal of Human Resource Management, 22(9), 1825-1842. DOI: 10.1080/09585192.2011.573965
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014).An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56. London, UK
Jeske, D., & Shultz, K. S. (2016).Using social media content for screening in recruitment and selection: pros and cons. Work, employment and society, 30(3), 535-546. Edinburgh, UK
Khalid, N., Pahi, M. H., & Ahmed, U. (2016). Loosing Your Best Talent: Can Leadership Retain Employees? The Dilemma of the Banking Sector of Hyderabad Sindh, Pakistan: A Mediation Investigation. International Review of Management and Marketing, 6(3), 608-616. Pakistan
Kurtz, J., & William, A. (2017).influential role of employee perception of recruitment and selection on performance. australian journal of economics and management sciences, 7(5). Australia
Nabi, N., Islam, M., Dip, T. M., &Hassain, A. A. (2017). Impact of motivation on employee performances: a case study of Karmasangsthan bank Limited, Bangladesh. Arabian Journal of Business and Management Review, 7(1), 1-8. Bangladesh.
Nnamseh, M. (2012).HR Planning and Corporate Performance in the Nigerian Banking Sector. Review of Management, 2(3/4), 23-31. ISSN: 2231
Oldham, G., & Fried, Y. (2016). Job design research and theory: Past, present and future. Organizational Behavior and Human Decision Processes, 136, 20-35. ISSN: 0749-5978.
Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.
Shah, M., &Asad, M. (2018). Effect of motivation on employee retention: Mediating role of perceived organizational support. European Online Journal of Natural and Social Sciences, 7(2), pp-511. Europe
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals).Routledge. New York
Sutanto, E. M., &Kurniawan, M. (2016). The impact of recruitment, employee retention and labor relations to employee performance on batik industry in Solo City, Indonesia.
