Employee Recruitment and Retention in a Business Organization

Rozario, S. D., Venkatraman, S., Chu, M.-T., & Abbas, A. (2019). Dominant Factors for an Effective Selection System: An Australian Education Sector Perspective. Systems, 7(4), 50. https://doi.org/10.3390/systems7040050

This article discusses how current information technology affects corporate hiring and the necessity for effective hiring and decision-making tools. It bridges the knowledge gap between hiring basics and business results. The survey included 15 Victorian Technical and Further Education Association members who completed quantitative and qualitative questionnaires. The quantitative survey (204 participants) and qualitative survey (74 samples) use 38 variables for exploratory factor analysis (EFA). The data show that three primary aspects must be considered for a successful hiring process. These findings advance the subject and advise on building dependable employment networks. The study shows that these traits affect organizational decision-making and recruiting effectiveness, which affect corporate profitability.

In relation to the main topic, the article emphasizes the importance of using new information technology to improve hiring. Regarding the main topic, the study shows how recruitment strategy components affect business performance. Effective recruitment drives talent acquisition and retention, which drives organizational performance. The Victorian TAFE Association in Australia collected empirical data from a large sample to understand technical and further education recruiting trends. Exploratory factor analysis (EFA) simplified 38 components into five categories and three themes to improve recruiting. This method revealed crucial information. With this information, firms may improve hiring, make better decisions, and achieve strategic goals. This study advances theoretical and practical understanding of recruitment success variables. Companies must improve their hiring strategies to be competitive and retain employees.

Sobocka-Szczapa, H. (2021). Recruitment of Employees—Assumptions of the Risk Model. Risks, 9(3), 55. MDPI. https://doi.org/10.3390/risks9030055

This study creates a hiring risk model to show how hiring affects firm competitiveness and people selection. In the internal and external labor markets, hiring the wrong people is harmful. We wish to define and identify recruiting risk variables to provide a conceptual and user-friendly framework. The risk model is extensively tested in economic contexts. The approach stresses the risks of different hiring process steps to lessen the possibility of hiring unqualified individuals who don't meet organizational standards. Conducting a recruiting risk assessment of this degree provides firms with a solution for preventing suboptimal hiring outcomes. Such is the value of the presented work in terms of the area’s acknowledgment and study of recruitment risk variables. It brings enhancement in the recruitment procedures, the strategies applied during the process of recruitment, and the probabilities of errors in the selection procedure.

The article is significant regarding the main topic since it explores one of the most significant aspects of recruitment risk management. For a business to prosper in the current market, it must employ talented artists or performers. New staff hiring is particularly perilou,s as increasingly they might not be suitable for the firm. The research proposes a labor recruiting risk model to identify and mitigate these risks. Understanding and managing recruiting risks helps companies compete by attracting and retaining outstanding personnel. Considering the complexity of recruitment risk, the study examines internal and external hiring approaches to offer insights applicable to many organizational contexts. Businesses aiming to improve recruiting results and performance by assessing and lowering the risk of hiring unqualified applicants should read this article. Identifying recruiting risk variables and providing a dependency formulation model helps firms make better decisions, streamline hiring, and attract and retain talent.

Xuecheng, W., Iqbal, Q., & Saina, B. (2022). Factors affecting employees’ retention: Integration of situational leadership with social exchange theory. Frontiers in Psychology, 13(872105), 1–13. https://doi.org/10.3389/fpsyg.2022.872105

In this article, Situational Leadership Theory (SLT) and Social Exchange Theory (SET) are used to explore how northern Chinese Small and Medium Enterprises (SMEs) retain staff. It examines training, retention, job satisfaction, and workplace climate. The article examines transformative leadership's moderation, whereby it uses convenience sampling to obtain 287 employee data and analyzes it with the Partial Least Squares-Structural Equation Modelling (PLS-SEM). The data shows that happy, well-trained, and positive staff stay longer in the organization. Unexpectedly, transformative leadership did not change these direct contacts. The study uses these traits to investigate Chinese SME leadership and staff retention. This detailed method can help companies boost employee loyalty. The article concludes with future research possibilities as well as constraints and effects.

This article is relevant to the main topic, "Employee Recruitment and Retention in a Business Organization" course, since it discusses staff retention in northern Chinese SMEs. This study uses Social Exchange Theory (SET) and Situational Leadership Theory (SLT) to examine training and development, work environment, job satisfaction, and employee retention. If they want to keep their top employees, companies must understand how employee retention affects organizational performance and competition. The results suggest that investing in training and development, making the workplace fun, and ensuring job satisfaction keep employees. Transformational leadership moderates retention techniques, providing nuance. The study examines these features in SMEs to fill a vacuum in the literature and guide similar businesses. To recruit, retain, and motivate employees, small and medium-sized firms (SMEs) must prioritize staff development and create attractive work environments. Research and targeted retention tactics for SMEs in different settings might be based on the study's methodology and conclusions.

Ekhsan, M., Sudiro, A., Mugiono, M., & Hussein, A. S. (2022). Employee Retention and Change Management During Times of Uncertainty. Frontiers in Psychology, 13(13). frontiersin. https://doi.org/10.3389/fpsyg.2022.916709

This study examines automotive employee engagement, trust, employer branding, and retention. Corporate trust and employee engagement determine employee retention. Based on research and the Job Characteristics Model, the study found that job-related factors drive employee engagement. Trust in the company influences employee feelings, actions, and output in talent management and employer branding. The study of organizational trust and staff retention in the high-turnover auto industry advances organizational theory. The study's approach incorporates these criteria to improve automotive staff retention. More employee involvement and trust in the business improve talent management and employer branding, reducing training and recruitment costs and increasing employee retention.

Since it focuses on the car business, this article illuminates employee retention in the main topic of discussion. It emphasizes that business confidence and employee participation determine employer branding and employee retention. Understanding staff retention elements is crucial in today's competitive corporate environment. The study advises increasing organizational trust and employee engagement to boost employee happiness and loyalty. This article addresses the automobile industry, known for high training costs and turnover. In this method, one firm can be studied with consequences for several industries. It emphasizes how trust-building and employee engagement programs may improve talent management and company branding to save money and retain people. In general, the study's results and recommendations can assist companies in improving retention and outperforming competitors in hiring.

Teo, H., Vadean, F., & Saloniki, E.-C. (2022). Recruitment, retention and employment growth in the long-term care sector in England. Frontiers in Public Health, 10. https://doi.org/10.3389/fpubh.2022.969098

This article examines the complex links between hiring, employment growth, and turnover in England's long-term care (LTC) sector, focusing on staff recruitment and retention and how they affect capacity to meet rising demand. The study analyzes LTC data over time using the Adult Social Care Workforce Data Set and fixed effects estimates. Data shows that hiring, turnover, and growth are linked. Reduced job growth increases turnover, while enhancing employee retention increases employment time. Higher recruiting rates are linked to more employment growth. The study found that recruitment frictions affect hiring and employment contraction. Companies have fewer hiring possibilities when employment falls because they have trouble locating new workers. The public sector has less links between hiring, turnover, and employment growth than the private and voluntary sectors. The research illuminates labor management in the long-term care market and emphasizes the necessity to address recruiting and retention issues to sustainably meet rising care needs.

This article is significant to the main topic as it addresses the English LTC market's issues under the topic "Employee Recruitment and Retention in a Business Organization.” This study examines how recruiting, turnover, and employment growth affect the long-term care industry's ability to fulfill rising demand. The need for successful staff retention measures to support growth is highlighted by longitudinal data from long-term care institutions, which indicate that employee turnover inversely affects employment growth. Recruitment is vital to enlarging the workforce because employment growth and hiring rates are linked. The study found that recruitment frictions reduce hiring and jobs, especially in declining industries. This shows the challenges long-term care organizations have in retaining and replacing staff. Overall, the findings shed light on LTC labor management challenges. They emphasize hiring and retention to meet rising care needs. These studies indicate how strategic personnel planning and management affect organizational development and operational demands, affecting organizations in numerous sectors.