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 initi...Read More

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

12SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Critique of research methodologies
The methodologies that are used in researches help to determine the effectiveness of the
studies. Additionally, the methods used are the biggest factors that affect the essential
implications that are determined through the studies. Two of the most well used research
methodologies in the consulted literatures are qualitative and quantitative research
methodologies. In regards to qualitative research the most utilized research techniques have been
literatures of previously established theories related to employee motivation. In case of
quantitative research method, the most used method was primary research conducted with the
help of surveys.
The qualitative research methods were used in some of the consulted sources of literature.
The previous literatures that were related to employee motivation and organizational retention
models were mainly discussed in these works. The studies used the secondary information in
order to comparatively understand the perspectives that can be generated from the various
models and theories. The previous researches have been used for references. Additionally, the
implications that were derived from the previous researches have been applied upon the context
of the study that was being carried out. Apart from this much of the researches that were
consulted made use of the survey technique in order to gather essential opinion of employees
concerning their motivational aspects. The surveys were applied mainly in order to understand
the likeliness of the employees to be motivated by the prevalent employee management
techniques that were being employed by their organization. The surveys were mainly done in
extensive manner in most of the consulted literatures. Hence, surveys were made in order to
understand how motivated the employees were, how long the employees have been working in
the organization, how they view their job roles and other important information. They are applied

13SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
through specific techniques that essentially help in the effective gathering of data. Many times
the previous literature have been used in order to measure the comparative importance of the
generated results in regards to the previously available theories and models. The application of
the qualitative research methods were done in order to enhance the understanding of the research
context and contribute towards the significant assumptions and hypothesis that were taken as the
base of the studies. The studies have generally relied on forming hypothesis that were relevant to
the subject of employee retention and subsequently testing these hypothesis either against
previous literature of significant theories or against surveys that show relevant primary data
concerning the subject matter. It can be said that both qualitative and quantitative research
methodologies have been applied to test hypothesis that were the most relevant to the subject of
employee motivation and retention. The application were justifiable for all of the researches that
were consulted as it formed the basic building block of the research that enhanced the prospects
for generating better implications from the study.
The deployment of the methods were much necessary towards determining the effective
outcomes of the research. It is important to understand that the application of the methods were
done in order to essentially complement the deployment. The previous theories and models were
deployed in order to understand the significance towards the topic of the research, Employee
motivation has various aspects that are governed by many factors. These factors have been
previously determined by separate researches on the same subject matter. The significant models
that can affect the outcomes of the research were identified in the studies that employed mainly
qualitative research. Moving forward these previous researches were connected to the central
theme of the study and analyzed subsequently. The studies that made use of qualitative research
focused on generating mutually agreeable implications that can be derived through the

14SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
comparative analysis of the literatures. The qualitative data helped in bringing about the various
perspectives that were intrinsically related to the motivational and other essential factors that
lead to employee retention in an organization. The theories and models were used in
consideration of their significance attributable to the perspectives that were being analyzed in the
various literary sources. Application of the qualitative data were done in order to understand the
individual significance of the various factors such as compensation, motivation and reward.
Models were mainly incorporated in order to propose ideal frameworks that can be utilized for
better organizational management. Qualitative data used in the work of Aguenza and Som
(2018) also helped towards the better understanding of the cotemporary problems related to
employee retention by refereeing to the well documented findings and models that have been
used in the past to determine the effectiveness of employee retention techniques. However,
qualitative methodology cannot be singularly used for all the studies. Hence, the larger part of
the previous literatures had relied on quantitative data. In the works of Singh and Rogan (2015)
the data was effectively used in order to gain the significant opinions of the people that were
affected by employee motivational techniques implemented across various organizations the
most. Thus, the employees were made to provide their responses though the surveys that were
conducted across the various organizations. Some of the studies were more effective as they took
into consideration gathering essential demographic information of the respondents. This made
way for better analysis of the data as the contextual evidence made the nature of information
gathered much clearer than otherwise possible. Hence, information about the gender, age,
organizational tenure and other particulars were gathered. These information made way for the in
depth analysis of employee motivation techniques. Survey results were instrumental in gaining
effective real time information about motivational and employee retention aspects of various

15SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
organizations. The survey results were compared to some qualitative research assumptions and
previous theories in order to test the relevance of the relevance of these theories concerning the
results. Most of the theories were found to be in line with the significant results. However,
employee motivation remained debatable as the survey results generated concerning the same
were different than the previously known theories and assumptions. However, essential
information could be gathered and they largely contributed to the better understanding of the
employee retention subject. The theories that were previously known got tested and both the
comparative analysis of the qualitative data and the quantitative analysis of real time data
contributed to the research and theory. More research can be done in the future considering the
results that were generated from the various studies that were consulted.
Aguenza and Som (2018) had provided information that was represented in a lengthy
manner. This is a significant gap as recent studies are required in order to focus more on the
relevant issues that affect corporate organizations. The authors also discuss models that were
discussed in some of the studies were significantly older and not completely in line with the
recently developed models of employee retention functions. Hence, the gaps identified are
mostly in regards to the relevance of the past literatures. There is significant opportunities
created for further research as the gaps can be filled through the consultation of more recent
relevant studies. It is important to note that the recent literatures contain much detailed analysis
of the given subject. Employee retention techniques have changed much in the current corporate
scenario. Organizations are taking employee to greater levels that were previously not present
(Papa et al. 2018). Thus, it becomes important that more emphasis is given towards the greater
understanding of the current situations that affect employee retentions among various business
organizations. The qualitative research methods were used in some of the consulted sources of

16SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
literature. The previous literatures that were related to employee motivation and organizational
retention models were mainly discussed in these works. However, much of the researches dealt
with issues that affected the then situations that were present in the corporate environments.
Many of the studies relied on very old survey information when employees did not face the same
issues that they face currently. The surveys were applied mainly in order to understand the
likeliness of the employees to be motivated by the prevalent employee management techniques
that were being employed by their organization. The quantitative research techniques that were
implemented were mainly done through the use of surveys. The article by Singh and Rogan
(2015) is one of the main literatures being consulted for the study used the survey methods.
However, the survey mechanism was implemented through the consideration of a lot of data.
This led to the mismanagement of data on the part of some of the researches. This led to the
improper representation of data.
The main issues can be evaluated further through the comparison of two literatures used.
In the research article by Singh and Rogan (2015) organizations are increasingly launching
effective initiatives for employee retention with social mandates that are explicit. The subject of
the article by Aguenza and Som (2018) was whether organizations operating in the corporate
world are affected by more than one factors concerning employee retention. In the first article the
initiatives launched were not properly evaluated in accordance of their greater significance
towards employee retention. In the second article the essential gap has been the lengthy and
complex structure of the work leading to difficulty in understanding many of the concepts.
Conclusion
It can be said that employee retention is a very important for any organization to succeed
in the long run. The implications generated from the study are that employee motivation is still a

17SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
very significant aspect that guides the employee retention perspectives. However, the
consultation of the literature made it very clear that better incentives do not ensure better
employee motivation. Hence, the implications derived through the study definitely point towards
the fact that there are other significant factors that can lead to employee motivation in any given
organization. It is important to note that long working hours and lesser opportunities for growth
in a given organization can drastically reduce employee motivation. Hence, in these
circumstances retaining even those employees that are significantly skilled might become very
difficult. Employee retention however becomes a more important subject for future researches as
all the questions related to the same were not completely answered by the studies that were
consulted. Some of the significant areas that require further research are cross border knowledge
transfer, contemporary factors leading to employee motivation and demotivation and significant
effect of organizational environment on the psychological factors affecting the employees.
Moreover, more research need to be consulted for the effect of organizational change on
employees. The future researches in regard to this specific issue need to be made through the
essential consideration of the contemporary scenarios that affect various organizations. More
emphasis have to be provided on the concept of ICT, digitalization, computerized data
management systems and effective mechanisms to conduct employee management studies. The
studies used in the study have more or less pointed towards the same known issues that affect
organizational management and employee management. However, in order to better understand
the significant contemporary concepts that have emerged in the sphere of employee retentions
and employee relationship management the studies need to be placed within the wider scope of
contemporary organizational environments. However, despite many aspects that might seem to
be irrelevant the study has significantly pointed towards the essential implications that can be

18SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
derived from the currently available scenarios across the global corporate environments. Many
current studies have also been consulted but they were limited in their scope of analysis as they
mostly focused on the specific aspects of organizational management. In all, the previous
literatures that have been used for the research have significantly contributed to the better
understanding of the various aspects that are intrinsically connected with employee retentions
across the wide number corporate environments present globally.

19SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
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the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources
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Ambrosius, J., 2018. Strategic talent management in emerging markets and its impact on
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Bode, C., Singh, J. and Rogan, M., 2015. Corporate social initiatives and employee
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20SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Dechawatanapaisal, D., 2018. Employee retention: the effects of internal branding and brand
attitudes in sales organizations. Personnel Review, 47(3), pp.675-693.
Fletcher, L., Alfes, K. and Robinson, D., 2018. The relationship between perceived training and
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Papa, A., Dezi, L., Gregori, G.L., Mueller, J. and Miglietta, N., 2018. Improving innovation
performance through knowledge acquisition: the moderating role of employee retention and
human resource management practices. Journal of Knowledge Management.
Pittino, D., Visintin, F., Lenger, T. and Sternad, D., 2016. Are high performance work practices
really necessary in family SMEs? An analysis of the impact on employee retention. Journal of
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Terera, S.R. and Ngirande, H., 2014. The impact of rewards on job satisfaction and employee
retention. Mediterranean Journal of Social Sciences, 5(1), p.481.

21SUMMATIVE ASSESSMENT: EMPLOYEE RETENTION
Terera, S.R. and Ngirande, H., 2014. 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, 39(1), pp.43-50.