Influence of the organizational human resource strategy on employee retention: An empirical study
DOI:
https://doi.org/10.51302/rtss.2016.2178Keywords:
human resource strategy, rotation, interaction, human capital, motivation, autonomyAbstract
Previous studies about the costs of employee rotation for key industries reveal the relevance of retaining core human resources in order to guarantee organizational success. For this reason, the analysis of employee voluntary rotation has been relevant not only for researchers, but also for managers and employees. In this study, drawing from the AMO model of human resource management, we examine the extent to which the three dimensions of a high performance work system (skill-enhancing human resource practices, motivation-enhancing human resource practices and opportunity-enhancing human resource practices) directly affect employee voluntary rotation. We also analyze whether the interaction among these three dimensions influence voluntary rotation and the mediation effect of human capital, motivation and autonomy on this relationship. Furthermore, from a contingent perspective, we analyze whether the previous relationships vary among job positions, in particular, between white and blue-collar employees.
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