RBP020L003S: Summative Assessment on Employee Retention Strategies

This summative assessment report delves into the critical issue of employee retention, a significant challenge for modern organizations. The study examines the various factors influencing employee retention, including motivation, job satisfaction, leadership, organizational culture, and corporate initiatives. The report analyzes relevant literature, including research on motivational factors like rewards, engagement, and organizational behavior. The hypothesis explores whether crucial aspects of positive employee retention methods can be assessed through literature. The report provides a literature map, analysis of research questions, theories, and methods, and a critique of research methodologies. The analysis covers various aspects of organizational management, knowledge transfer, and the impact of reward systems on employee satisfaction and retention. The report concludes with an overview of the findings and implications for effective employee retention strategies.

Running head: SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
PRABU S/O KANAN
University of Roehampton
Student ID no :

1SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Table of Contents
Introduction......................................................................................................................................2
Hypothesis.......................................................................................................................................2
Literature..........................................................................................................................................3
Analysis of questions, theories and methods...................................................................................6
Critique of research methodologies...............................................................................................12
Conclusion.....................................................................................................................................16
Bibliography..................................................................................................................................19

2SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Introduction
The study focuses on understanding the techniques through which relevant business
problems can be effectively analyzed. The topic in focus for the study is the significant problem
of employee retention that are faced by various business organizations. It is a critical issue that
affects many organizations in the contemporary corporate scenarios. The present literatures
mostly agree to the fact that employee motivation plays a crucial role towards determining the
prospects for employee retention. Retention is referred to the process of physical retention of the
employee members in a given organization. However, this becomes a significant challenge as
even employees that are engaged are sometimes demotivated by certain organizational changes
or business outcomes. Hence, it becomes important that effective communication between the
organization and workforce is kept for enhancing the relationship aspects that are crucial for
employee retention. The literatures available in regards to this subject matter have focused on
various aspects that determine the relationship between the employee and the organization. The
theories provided in relevant literatures point towards factors such as employee mobility, job
satisfaction, leadership, organizational culture, change sensitivity and corporate initiatives to
name a few. Hence, the literatures that have focused on these perspectives have been chosen to
get better insights into employee retention aspects. Rewards, engagement and organizational
behavior can be said to be some of the factors that can help towards motivating employees to
perform productively for an organization for longer periods of time. The systematic analysis of
the subject is required in order to derive essential implications.
Hypothesis
H1: Most of the crucial aspects related to positive employee retention methods can be assessed
through the relevant literatures.

3SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
H0: Most of the significant aspects related to effective employee retention methods have not
been discussed in the available literatures and they have been ineffective in their purpose.
Literature
Employee retention has been a significant challenge for corporate organizations that
operate in the current corporate environments. According to Aguenza and Som (2018)
employees are the driving force of an organization for achieving development. They state that
some of the most important factors that affect employee retention functions of any organization
are motivational factors such as financial rewards, job characteristics, career development,
recognition, work-life balance and management. However, along with the same much important
is the psychological contract that an employee has with the organization. The perspectives point
towards the fact that there cannot be any single significant factor that can affect the employee
retention function of any organization. In the opinion of Ahammad et al. (2016) cross cultural
and cross border acquisition and employment can cause some significant challenges for
employee retention in the new age global corporate enterprises. However, the study conducted
by them had found that cross border knowledge transfer actually have positive effect on the
employee retention of large cross border enterprises and have ensured better retention of
employees in these organizations. It is important to note that organizations are providing much
more importance to employee motivation and retention. This might be due to the fact that in the
current corporate job market competition have increased. Rapid specialization of employees are
also taking place and organizations are focusing more on activities that can stop the churn of
effective, specialize and experienced employees. As opined by Bode, Singh and Rogan (2015)
organizations are increasingly launching effective initiatives for employee retention with social
mandates that are explicit. Human capital management is being given increasing importance

4SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
across the existing corporate frameworks. Corporate social initiatives are the activities of
organizations towards gaining profitability that are at the same time aimed towards gaining
positive social impacts. The literature provided builds on the idea that engaging in socially
productive initiatives for an organization can help towards the employee identifying more with
the organization. This in turn can help towards the better retention of the employees. The central
idea that guides this perspective is that an employee can identify with the organization in the
context of his/her social identity. The relationship of the society and the individual in this case is
better enhanced through the activities of the organization. The individual feel as much a part of
the society as the organization and a connection is established for the individual between the
organization and the society. This can be connected to the previous ideas concerning employee
motivation and retention. Thus, organizational initiatives have been found to add greater value to
the already established factor that affect employee motivation. According to Terera and Ngirande
(2014) the reward systems utilized by various organizations have special effects on the job
satisfaction of employees and subsequent retention of the employees. A number of employees
from government and the health sector were surveyed in order to understand their opinion in
regards to rewards affecting motivational aspect of individual employees. However, it was found
that rewards do not have a significant relationship with employee motivation. Despite this the
results also indicated that positive relationships exist between reward and subsequent employee
retention. Hence, the rewarded employee becomes more likely to remain in the organization
whether or not having actual job satisfaction. Job satisfaction have been found to always
positively affect employee retention. It is important to note that employees are now much more
focused on personal growth and self-development. If these are not found through the
employment, it is highly likely that employees will look for better opportunities. According to

5SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Anitha (2016) organizational culture plays a very important role in determining the motivation of
the employees to work longer. She focuses on the dimensions of affective, continuance and
normative commitments of organizations toward employee retention. The employees generate
more positive perspective about the organization if the culture is significant towards enhancing
the motivational aspects of the employee. Organizational culture has been found to have greater
impact on employee motivation and retention than continuance or normative commitment.
Hence, employees have been found to be more inclined towards cultural aspects of an
organization. The literatures that have been consulted effectively focus on the aspects of
leadership while trying to provide essential outlooks about employee retention theories and
practices. The various perspectives on employee retention have only contributed extensively
towards the study of employee motivation and retention. The employee is considered as a
rational individual who considers individual growth as a more important aspect of corporate life
than loyalty to the organization. This results in the creation of an agreement between the
employee and the organization that can develop towards the generation of positive trust between
them.

6SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Literature Map
Motivational Factors
Employee Retention
Corporate Social
Responsibility
Organizational Factors &
Reward
Aguenza and Som 2018
Bode, Singh and Rogan
2015
Terera and Ngirande
2014
Anitha 2016
Figure 1: Literature Map
(Source- as provided by the researcher)

7SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Here employee retention has been discussed as a common concepts in the various
literatures that had in focus, organizational initiatives, cross border transfer of knowledge,
culture, reward systems and employee motivation. It is important to note that these literatures
separately talk about the central theme of employee retention while also discussing the related
aspects of each other.
Analysis of questions, theories and methods
The research questions that have been used in the various literatures have specifically
focused on finding the significant implications in regards to employee retention. It is important
to note that the various perspectives have been given importance while framing the research
questions and subsequently the relevant theories and methods. The research question in regards
to the work of Aguenza and Som (2018) was whether organizations operating in the corporate
world are affected by more than one factors concerning employee retention. In the other research
the objectives of the questions formed were to understand the roles of cross-border transfer of
knowledge towards acquisition of employees and their performances and the determination of
subsequent employee retention. The research of Bode, Singh and Rogan (2015) focused on the
effectiveness of corporate initiatives towards determining employee motivation. The question
was whether corporate initiatives can be linked with the determination of employee motivation
and subsequent employee retention. Terera and Ngirande (2014) in their work have focused on
the usage of survey and other methods to determine the effectiveness of reward system towards
motivating, retaining and engaging employees. The study by Anitha (2016) has focused on the

8SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
need for better management of employees through effective organizational culture. The questions
have in common, the significant theme of employee motivation and employee retention. Most of
the literatures consulted have used survey methods to understand the opinions of employees
within various organizations in regards to retention policies and frameworks. The theories used
have been organizational cultural theories, knowledge transfer theories, organizational initiative
and engagement theories and reward theories. Hofstede’s theory have been focused that are
formed on the national cultural value aspects that are integrated within the organizational
frameworks (Ahammad et al. 2016). The effectiveness of the previous literatures towards
determining the essential implications of the study have been governed greatly through the type
of research methods, questions and theories that were utilized. There have also been significant
usage of secondary research in the concerned literatures (Papa et al. 2018).
It can be said the usage of survey data and the secondary sources have been used by
much of the literatures in order to gain much of the desired results. The research of Aguenza and
Som (2018) have focused on many aspects of organizational management to determine their
value towards employee retention. Some of the key references in their work have been that of
Horwitz et al. which focuses on compensation being still the most used employee retention
technique across majority of organizations. Moreover, Higginbotham’s good and fair salary
correlation with employee’s intention to stay in the organization have been used. Ahammad et
al. (2016) have focused mostly on cross border knowledge transfer theories to determine their
impact on modern global organizations. Anitha (2016) have derived extensively from Allen and
Mayer’s model. The model concerns organizational commitment and it relationship with
affective, normative and continuance commitment. The models focus on the aspects of
emotional, obligational and cost factors that can affect employee management across

9SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
organizations. The usage of the theories and questions have been different ranging from being
used as the central idea to being cited as example methods.
Journals Author Details No. of
Citations
Motivational factors of employee
retention and engagement in
organizations
Aguenza, B.B.
and Som, A.P.M
2018
Various factors
affecting
organizational
employee
managemt
5
Knowledge transfer and cross-border
acquisition performance
Ahammad, M.F.,
Tarba, S.Y., Liu,
Y. and Glaister,
K.W., 2016
cross border
transfer of
knowledge
4
Corporate social initiatives and
employee retention. Organization
Science
Bode, C., Singh,
J. and Rogan,
M., 2015
Social inititives 4
The impact of rewards on job
satisfaction and employee retention.
Mediterranean Journal of Social
Sciences
Terera, S.R. and
Ngirande, H.,
2014
Impact of job
satisfaction
3
Role of Organisational Culture and Anitha, J., 2016 commitment 4

10SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Employee Commitment in Employee
Retention. ASBM Journal of
Management,
Improving innovation performance
through knowledge acquisition: the
moderating role of employee retention
and human resource management
practices. Journal of Knowledge
Management.
Papa, A., Dezi,
L., Gregori,
G.L., Mueller, J.
and Miglietta,
N., 2018
performance
evaluation and
employee
retention
2
Examining the mediating effect of
employee engagement on the
relationship between talent
management practices and employee
retention in the Information and
Technology (IT) organizations in
Malaysia. Journal of Human
Resources Management and Labor
Studies,
Alias, N.E.,
Noor, N. and
Hassan, R., 2014
Relationship
between talent
management and
employee
engagement
1
Employee retention: the effects of
internal branding and brand attitudes in
sales organizations. Personnel Review
Dechawatanapai
sal, D., 2018
Internal branding 1
Are high performance work practices
really necessary in family SMEs? An
analysis of the impact on employee
retention
Pittino, D.,
Visintin, F.,
Lenger, T. and
Sternad, D.,
2016
High
performance
1
Contemplating employee retention
through multidimensional assessment
of turnover intentions. Pakistan
Journal of Commerce and Social
Qazi, T.F.,
Khalid, A. and
Shafique, M.,
Multidimensiona
l assessment
1

11SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Sciences, 2015.
The impact of training on employee job
satisfaction and retention among
administrative staff members: A case
of a selected tertiary
institution. Journal of Social Sciences,
Terera, S.R. and
Ngirande, H.,
2014.
Training and job
satisfaction
1
The impact of human resource
practices on employee retention in the
telecom sector. International Journal
of Economics and Financial Issues
Haider, M.,
Rasli, A.,
Akhtar, C.S.,
Yusoff, R.B.M.,
Malik, O.M.,
Aamir, A., Arif,
A., Naveed, S.
and Tariq, F.,
2015.
Human resource
practices
1
The relationship between perceived
training and development and
employee retention: the mediating role
of work attitudes. The International
Journal of Human Resource
Management,
Fletcher, L.,
Alfes, K. and
Robinson, D.,
2018
Perceived
training and
development
1
Role of Talent Retention in Reducing
Employee Turnover.
Khandelwal, A.
and Shekhawat,
N., 2018.
Talent retention 1
Strategic talent management in
emerging markets and its impact on
employee retention: Evidence from
Brazilian MNCs. Thunderbird
International Business Review
Ambrosius, J.,
2018.
Strategic
management
1