پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 161 |
| تعداد شماره‌ها | 6,533 |
| تعداد مقالات | 70,506 |
| تعداد مشاهده مقاله | 124,124,979 |
| تعداد دریافت فایل اصل مقاله | 97,233,501 |
پیشایندهای نگهداشت منابع انسانی با تأکید بر نقش هم‌پیوندی شغلی: یک فرامطالعة آمیخته | ||
| مجله علمی "مدیریت فرهنگ سازمانی" | ||
| دوره 21، شماره 1، فروردین 1402، صفحه 1-20 اصل مقاله (1.19 M) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22059/jomc.2021.315714.1008206 | ||
| نویسندگان | ||
| زهرا صفری1؛ سیدمهدی الوانی2؛ حسن زارعی متین1؛ محمد صفری* 3 | ||
| 1گروه مدیریت دولتی، دانشکدة مدیریت و حسابداری، پردیس فارابی، دانشگاه تهران، قم، ایران | ||
| 2گروه مدیریت دولتی، دانشکدة مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران | ||
| 3گروه مدیریت بازرگانی، دانشکدة علوم اقتصادی و اداری، دانشگاه مازندران، بابلسر، مازندران، ایران | ||
| چکیده | ||
| هدف: نگهداشت کارکنان به سبب رقابت فزاینده بر سر جذب و حفظ کارکنان ماهر، با توجه به هزینه‌های گزاف مرتبط با ترک خدمت، موضوعی بسیار کلیدی و البته چالش‌برانگیز است. نگهداشت کارکنان یکی از پارامترهای کلیدی اندازه‌گیری قدرت هر سازمان است. هدف تحقیق حاضر شناسایی منابع ماندگاری و به‌کارگیری رویکرد هم‌پیوندی شغلی در درک مکانیسم‌های ماندگاری کارکنان کلیدی در سازمان است. روش: در این پژوهش از روش فرامطالعۀ آمیخته از نوع فراترکیب استفاده شده است. این روش اکتشافی برای ایجاد و استخراج یک چارچوب مرجع مشترک برای نتایج تحقیقات گذشته، به صورت کمّی و کیفی، است. در پژوهش حاضر، از روش هفت‌مرحله‌ای فراترکیب استفاده شده است. این روش شامل هفت مرحله‌ـ تنظیم سؤال تحقیق، بررسی نظام‌مند متون، جست‌وجو و انتخاب مقالات کمّی و کیفی مناسب، استخراج اطلاعات مقاله، تجزیه‌وتحلیل و ترکیب یافته‌های تحقیقات کمّی، کنترل کیفیت، ارائة یافته‌ها‌ـ است. یافته‌ها: در پژوهش حاضر به شناسایی پیشایندهای هم‌پیوندی منابع انسانی پرداخته شد و مؤلفه‌های مرتبط با ایجاد هم‌پیوندی کشف شد. مؤلفه‌های خلق هم‌پیوندی شامل لایه‌های مختلف است که در قالب 5 مقولة عوامل فردی، عوامل شغلی/ محیط شغلی، اقدامات حمایتی، رهبری، و زمینه‌ای شناسایی شدند. نتیجه‌گیری: عوامل شناسایی‌شده در این پژوهش منابع و ابزارهای نگهداشت کارکنان هستند و نیم‌رخی از منابع در دسترس مدیران که می‌توانند در برنامه‌ها و اقدامات ورودی، جذب و انتخاب منابع انسانی، و نیز سرمایه‌گذاری در خلق ابعاد مختلف الگوی هم‌پیوندی منابع انسانی در بخش‌های مختلف سازمانی به منظور حفظ و توسعة آن‌ها مورد استفاده قرار گیرند. | ||
| کلیدواژه‌ها | ||
| مدیریت منابع انسانی"؛ نگهداشت کارکنان"؛ هم پیوندی شغلی"؛ پیشایند"؛ "؛ فرامطالعه" | ||
| عنوان مقاله [English] | ||
| The Antecedents of Human Resource Retention With an Emphasis on the Role of Job Embeddedness: A Mixed Meta-Study | ||
| نویسندگان [English] | ||
| Zahra Safari1؛ Seyed Mahdi Alvani2؛ Hasan Zarei Matin1؛ Mohammad Safari3 | ||
| 1Department of Public Administration, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran | ||
| 2Department of Public Administration, Faculty of Management & Accounting, Allameh Tabataba'i University, Tehran, Iran | ||
| 3Department of Business Management, Faculty of Economics and Administrative Sciences, University of Mazandaran, Babolsar, Mazandaran, Iran | ||
| چکیده [English] | ||
| Objective: Retention of employees is a key and of course challenging issue due to the increasing competition on the recruitment and retention of skillful employees and the heavy costs of employee departure. Employee retention is one of the key parameters for measuring the power of an organization. The purpose of this study was to identify the sources of retention and to employ job embeddedness approach to understand key employee retention mechanisms in the organization. Method: The study used mixed meta-synthesis method. This exploratory method is used to create and extract a common framework of reference for the results of previous studies in a quantitative and qualitative format. In the study at hand, the seven-stage meta-synthesis method was used. This method involves seven stages, including setting the research question, making a systematic review of texts, searching and selecting proper quantitative and qualitative articles, extracting article information, analysis and synthesis of the quantitative research findings, conducting quality control, and presenting the findings. Findings: The study at hand tried to identify the antecedents of human resource embeddedness. Thus, the factors related to the creation of embeddedness were found. The factors creating embeddedness involve various layers, which were identified as five components, namely personal factors, job factors/ job environment, supportive measures, leadership, and contextual factors. Conclusion: The factors identified in this study are resources and instruments for the retention of employees and provide an image of the resources available to managers to employ in the entry plans and measures, selection and recruitment of human resources, and investment on the creation of various dimensions of human resource embeddedness model in various parts of the organization in order to retain and develop them. | ||
| کلیدواژه‌ها [English] | ||
| Human Resource Management", Employee Retention, Job embeddedness", Antecedent", ", Mixed Meta Study" | ||
| مراجع | ||
|
Abdollahi, A., & Noltemeyer, A. (2018). Academic hardiness: Mediator between sense of belonging to school and academic achievement?. The Journal of Educational Research. 111 (3), 345-351. Akgunduz, Y., & Sanli, S. C. (2017). The effect of employee advocacy and perceived organizational support on job embeddedness and turnover intention in hotels. Journal of Hospitality and Tourism Management. 31, 118-125. Allen, D. G., & Shanock, L. R. (2013). Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees. Journal of Organizational Behavior. 34 (3), 350-369. Aman-Ullah, A., Aziz, A., & Ibrahim, H. (2020). A Systematic Review of Employee Retention: What’s Next in Pakistan?, Journal of Contemporary Issues and Thought. 10, 36-45. Andrianto, S., Jianhong, M., Hommey, C., Damayanti, D., & Wahyuni, H. (2018). Re-entry Adjustment and Job Embeddedness: The Mediating Role of Professional Identity in Indonesian Returnees. Frontiers in psychology. 9, 792. Arasli, H., Arici, H. E., & Ilgen, H. (2019). Blackbox between job crafting and job embeddedness of immigrant hotel employees: a serial mediation model. Economic research-Ekonomska istraživanja. 32 (1), 3935-3962. Arasli, H., Bahman Teimouri, R., Kiliç, H., & Aghaei, I. (2017). Effects of service orientation on job embeddedness in hotel industry. The Service Industries Journal. 37 (9-10), 607-627. Badr, G. (2018). Exploring job embeddedness' antecedents. Journal of HUMAN RESOURCEMANAGEMENT. Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal. 46 (5), 554-571. Chen, H., & Ayoun, B. (2019). Is negative workplace humor really all that" negative"? Workplace humor and hospitality employees' job embeddedness. International Journal of Hospitality Management. 79, 41-49. Cheng, C. Y., & Chang, J. N. (2016). Job embeddedness as a modulation: Goal orientation and job stress in the life insurance M & A. Journal of organizational change Management. Cheng, J-Ch., & Yi, O. (2018). Hotel employee job crafting, burnout, and satisfaction: The moderating role of perceived organizational support. International Journal of Hospitality Management. 72, 78-85. Coetzer, A., Inma, C., & Poisat, P. (2017). The job embeddedness-turnover relationship: Effects of organisation size and work group cohesion. Personnel Review, 46(6), 1070-1088. Collins, M. D., & Jackson, C. J. (2015). A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership. The Leadership Quarterly. 26 (3), 386-401. Crouse, S. (2020). Supervisor and Coworker Support: Their Moderating Roles on the Relationship Between Diversity Climate Perceptions and Retention-Related Outcomes. Dechawatanapaisal, D. (2018). Examining the relationships between HR practices, organizational job embeddedness, job satisfaction, and quit intention. Asia-Pacific Journal of Business Administration. Degbey, W. Y., Rodgers, P., Kromah, M. D., & Weber, Y. (2021). The impact of psychological ownership on employee retention in mergers and acquisitions. Human Resource Management Review, 31(3), 100745. Dunnan, L., Awan, F. H., Abrar, U., Saleem, A., Yang, J., & Ali, S. (2020). Newly Constructed Power Plants in Pakistan along-with HR Practices. In 2020 3rd International Conference on Computing, Mathematics and Engineering Technologies (iCoMET) (pp. 1-5). IEEE. Dwertmann, D. J., Nishii, L. H., & Van Knippenberg, D. (2016). Disentangling the fairness & discrimination and synergy perspectives on diversity climate: Moving the field forward. Journal of Management. 42 (5), 1136-1168. Edwards, A. (2015). Reasons to Retain Employees. Thought leadership for health and human services organization. Erkutlu, H. V., & Chafra, J. (2017). Leader narcissism and subordinate embeddedness. EuroMed Journal of Business. Erkutlu, H., & Chafra, J. (2015). Authentic leadership and organizational job embeddedness in higher education. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi (HU Journal of Education). 32 (2), 413-426. Ferreira, A. I., Martinez, L. F., Lamelas, J. P., & Rodrigues, R. I. (2017). Mediation of job embeddedness and satisfaction in the relationship between task characteristics and turnover. International Journal of Contemporary Hospitality Management. Ferreira, N., Coetzee, M., & Masenge, A. (2013). Psychological career resources, career adaptability and hardiness in relation to job embeddedness and organizational commitment. Journal of Psychology in Africa. 23 (1), 31-40. Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271. Fitz-enz, J. (1990). Getting and Keeping Good Employees. In Personnel. 67, 25-29. Ghosh, D., Sekiguchi, T., & Gurunathan, L. (2017). Organizational embeddedness as a mediator between justice and in-role performance. Journal of Business Research. 75, 130-137. Ghosh, S. K. (2017). The direct and interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior. Personnel Review. Hogan, J., Hogan, R., & Busch, C. M. (1984). How to measure service orientation. Journal of Applied Hom, P. W., & Xiao, Z. (2011). Embedding social networks: How guanxi ties reinforce Chinese employees’ retention. Organizational Behavior and Human Decision Processes. 116 (2), 188-202. Hopson, M., Petri, L., & Kufera, J. (2018). A new perspective on nursing retention: Job embeddedness in acute care nurses. Journal for Nurses in Professional Development. 34 (1), 31-37. Huning, T. M., Hurt, K. J., & Frieder, R. E. (2020). The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions. In Evidence-based HRM: a Global Forum for Empirical Scholarship. Emerald Publishing Limited. Hwang, J. M., & Han, J. H. (2020). Influence of Job Embeddedness and Resilience on Turnover Intention in Dental Hygienists. Journal of Dental Hygiene Science. 20 (3), 171-177. Jia, J., Yan, J., Jahanshahi, A. A., Lin, W., & Bhattacharjee, A. (2020). What makes employees more proactive? Roles of job embeddedness, the perceived strength of the HRM system and empowering leadership. Asia Pacific Journal of Human Resources. 58 (1), 107-127. Jiang, K., Liu, D., McKay, P. F., Lee, T. W., & Mitchell, T. R. (2012). When and how is job embeddedness predictive of turnover? A meta-analytic investigation. Journal of Applied Psychology. 97 (5), 1077. Kanten, P., Kanten, S., & Gurlek, M. (2015). The effects of organizational structures and learning organization on job embeddedness and individual adaptive performance. Procedia Economics and Finance. 23 (2015), 1358-1366. Kapil, K., & Rastogi, R. (2018). Promoting organizational citizenship behaviour: The roles of leader–member exchange and organizational job embeddedness. South Asian Journal of Human Resources Management. 5 (1), 56-75. Karatepe, O. M. (2013). High‐performance work practices, work social support and their effects on job embeddedness and turnover intentions. International Journal of Contemporary Hospitality Management. -------------------. (2016). Does job embeddedness mediate the effects of coworker and family support on creative performance? An empirical study in the hotel industry. Journal of Human Resources in Hospitality & Tourism. 15 (2), 119-132. Karatepe, O. M., & Eslamlou, A. (2017). Outcomes of job crafting among flight attendants. Journal of Air Transport Management. 62, 34-43. Karatepe, O. M., & Karadas, G. (2012). The effect of management commitment to service quality on job embeddedness and performance outcomes. Journal of Business Economics and Management. 13 (4), 614-636. Karatepe, O. M., & Ngeche, R. N. (2012). Does job embeddedness mediate the effect of work engagement on job outcomes? A study of hotel employees in Cameroon. Journal of Hospitality Marketing & Management. 21 (4), 440-461. Kiazad, K., Kraimer, M. L., & Seibert, S. E. (2019). More than grateful: How employee embeddedness explains the link between psychological contract fulfillment and employee extra-role behavior. Human Relations. 72 (8), 1315-1340. Krishna, S. M., Rao, C. H. G., & Datta, A. (2019). The Effectiveness of Human Resource Management Practices on Employee Retention–An Empirical Study of Commercial Bank of Ethiopia, Hawassa City. J. Mech. Contin. Math. Sci. 14, 794-807. Kundu, S. C., & Lata, K. (2017). Effects of supportive work environment on employee retention. International Journal of Organizational Analysis. Kurdi, B., & Alshurideh, M. (2020). Employee retention and organizational performance: Evidence from banking industry. Management Science Letters. 10 (16), 3981-3990. Lee, J. (2010). 10 year retrospect on stage models of e-Government: A qualitative meta-synthesis. Government information quarterly. 27 (3), 220-230. Lee, L., & Chen, L. F. (2018). Boosting employee retention through CSR: A configurational analysis. Corporate Social Responsibility and Environmental Management. 25 (5), 948-960. Lee, S. J., & Woo, H. J. (2015). Structural relationships among job embeddedness, emotional intelligence, social support and turnover intention of nurses. Journal of Korean Academy of Nursing Administration. 21 (1), 32-42. Lee, T. W., Hom, P., Eberly, M., & Li, J. (2018). Managing employee retention and turnover with 21st century ideas. Organizational dynamics. 47 (2), 88-98. Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., & Holtom, B. C. (2004). The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover. Academy of management journal. 47 (5), 711-722. Masood, A. (2013). Effects of job stress on employee retention: a study on banking sector of Pakistan. International Journal of Scientific and Research Publications. 3 (9), 1-8. Milliman, J., Gatling, A., & Kim, J. S. (2018). The effect of workplace spirituality on hospitality employee engagement, intention to stay, and service delivery. Journal of Hospitality and Tourism Management. 35, 56-65. Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of management journal. 44 (6), 1102-1121. Mukherjee, B., Chandra, B., & Singh, S. (2019). Talent retention in Indian public sector units (PSUs): an empirical investigation. Kybernetes. Murphy, W. M., Burton, J. P., Henagan, S. C., & Briscoe, J. P. (2013). Employee reactions to job insecurity in a declining economy: A longitudinal study of the mediating role of job embeddedness. Group & Organization Management. 38 (4), 512-537. Najib, M., Abdullah, S., Narresh, S., & Juni, M. H. (2019). Brain-drain phenomenon among healthcare workers. International Journal of Public Health and Clinical Sciences. 6 (3), 90-103. Narayanan, A. (2016). Talent management and employee retention: Implications of job embeddedness-a research agenda. Journal of Strategic Human Resource Management, 5 (2). Nerstad, C. G., Searle, R., _Cerne, M., Dysvik, A., _Skerlavaj, M., & Scherer, R. (2018). Perceived mastery climate, felt trust, and knowledge sharing. Journal of Organizational Behavior. 39 (4), 429–447. Ng, T. W., & Lucianetti, L. (2018). Are embedded employees active or passive? The roles of learning goal orientation and preferences for wide task boundaries and job mobility in the embeddedness–voice link. Human Resource Management. 57 (5), 1251-1269. Qureshi, T. M. (2019). Talent retention using high performance work systems. International Journal of Organizational Innovation (Online). 12 (2), 10-19. Rahimnia, F., Eslami, G., & Nosrati, S. (2019). Investigating the mediating role of job embeddedness: evidence of Iranian context. Personnel Review. Rakhra, H. K. (2018). Study on factors influencing employee retention in companies. International Journal of Public Sector Performance Management. 4 (1), 57-79. Ren, T., Jin, X., Rafiq, M., Chin, T., & Lee, C. H. (2019). Moderation of Housing-Related Factors on Psychological Capital–Job Embeddedness Association. Frontiers in psychology. 10, 1618. Sandelowski, M. (2006). “Meta-Jeopardy”: The crisis of representation in qualitative metasynthesis. Nursing Outlook. 54 (1), 10-16. Sharma, M., Gupta, S., & Sharma, P. (2018). Impact of employee empowerment on retention of knowledge workers in higher education sector. International Journal of Research in Humanities, Arts and Literature. 6, 1-6. Siddique, C. M., Siddique, H. F., & Siddique, S. U. (2020). Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis. Journal of Strategy and Management, 13(3), 393-411. Siddiqui, F. (2015). Importance of Employee Retention in Business Organization [online] https://www.linkedin.com/pulse/importance-employee-retention-business-organization-fareed (accessed 4 April). Son, S. (2016). Importance of Employee Retention, explained 8 Ways [online] https://www.tinypulse.com/blog/importance-of-employee-retention (accessed 1 December). Sparrow, N., & Turner, J. (2001). The permanent campaign‐The integration of market research techniques in developing strategies in a more uncertain political climate. European Journal of Marketing, 35(9/10), 984-1002. Stumpf, S. A. (2015). A longitudinal study of career success, embeddedness, and mobility of early career professionals. Journal of Vocational Behavior. 85 (2), 180-190. Taha, O., & Esenyel, İ. (2019). The effect of internal complaints systems on employee retention and turnover intention: The mediating role of organizational justice. African Journal of Hospitality, Tourism and Leisure. 8 (2), 1-28. Thakur, S. J., & Bhatnagar, J. (2017). Mediator analysis of job embeddedness. Employee Relations. Vardaman, J. M., Allen, D. G., Otondo, R. F., Hancock, J. I., Shore, L. M., & Rogers, B. L. (2016). Social comparisons and organizational support: Implications for commitment and retention. Human relations. 69 (7), 1483-1505. Watson, J. M. (2018). Job Embeddedness May Hold the Key to the Retention of Novice Talent in Schools. Educational Leadership and Administration: Teaching and Program Development. 29 (1), 26-43. Yang, C., Guo, N., Wang, Y., & Li, C. (2019). The effects of mentoring on hotel staff turnover: organizational and occupational embeddedness as mediators. International Journal of Contemporary Hospitality Management. 31 (10), 4086-4104. Yang, F. X., & Wong, I. A. (2020). How do cyberspace friendships transition to favorable workplace outcomes? The self-team joint influence. International Journal of Hospitality Management. 85, 102363. Yousaf, Z., Majid, A., & Yasir, M. (2021). Is polychronicity a panacea for innovative work behavior among nursing staff? Job embeddedness and moderating role of decentralization. European Journal of Innovation Management, 24(1), 173-189. Yu, J., Lee, A., Han, H., & Kim, H. R. (2020). Organizational Justice and Performance of Hotel enterprises: Impact of Job Embeddedness. Journal of Quality Assurance in Hospitality & Tourism. 21 (3), 337-360. | ||
|
آمار تعداد مشاهده مقاله: 2,325 تعداد دریافت فایل اصل مقاله: 596 |
||