Essays on Relationship between Employees Perceptions of Human Resource Management and Their Retention Coursework

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The paper "Relationship between Employees’ Perceptions of Human Resource Management and Their Retention" is a good example of marketing coursework.   Yamamoto examines the relationship between the perceptions of workers towards human resource management as well as their retention from the perspective of the attitudes of job-specialities. Paradigm Assumptions Yamamoto utilises a qualitative research model, which has diverse approaches as well as orientations, various disciplinary and intellectual traditions rooted in different theoretical assumptions. All such distinct assumptions, approaches and orientations created a strategy for data collection as well as analysis. Yamamoto utilized commitment model to achieve the objectives of his study, which were threefold.

The first objective was to examine the relationship between perceptions of workers towards HRM rooted in their turnover intentions and commitment model. The subsequent objective was to analyse the association between attitudes of employees toward retention as well as job-specialities. The final objective was to examine attitudes effects toward job-specialities based on the relationship. Yamamoto is motivated to use the commitment model by the existing empirical studies of strategic HRM and retention. Yamamoto observed that lots of results achieved, managed to promote retention in line with the assumption that a commitment of high level from workers to the job and the organisation resulted in high-performance levels.

In this case, Yamamoto utilised commitment model (high-involvement model) that inspires worker participation in management as in addition to high-performance work practices. Such practices as evidenced in the article share a mutual attribute: all are rooted in the assumption that a higher commitment to the organization and one’ s job improves performance, which in turn, motivate workers to participate in management. The exact practices involved in the above-mentioned paradigm are selective staffing, job security, high merit-based incentives, training, and equal opportunity in working conditions.

These practices are jointly referred to in the article as “ practices based on the commitment model. ” Summary of Research Approaches General Research Problem Yamamoto seeks to answer a number of research questions from which he draws his five hypotheses; first, he seeks to answer if HRM rooted in the commitment model can directly impact employees’ retention. He cites a number of recent studies on retention such as Lee and Bruvold (2003) who had previously offered a strong validity results based on a multistep process paradigm that recognised the moderating factors or intervening factors on job satisfaction, opportunities of promotion as well as a commitment at an organisation level, instead of a model where HR management directly impact retention.

Based on this argument Yamamoto draws his first hypothesis that perception of employees towards HRM rooted in the commitment model boosts retention. Besides that, Yamamoto also seeks to answer how attitudes’ competency aspect of job-specialities can have an effect on retention. Citing previous studies, Yamamoto argues that an employee’ s job-specialities can be used to other organizations and as a result, allowing for career development and promoting turnover intention.

From this argument, Yamamoto second hypothesis suggests that a high level of inter-organizational career self-efficacy negatively impact retention. Yamamoto study also seeks to explain the type of relationship that is observed between attitudes intention aspect towards retention and job-specialities. Citing Gouldner (1957) Yamamoto posits that workers should be divided as cosmopolitans (for those who stressed on particular skills) and locals (for those who stressed on the affiliated organization). Although Yamamoto claims that this is a contradictory notion where professionals have grouped as cosmopolitans while non-professionals as locals, he agrees that locals and cosmopolitans do not conflict with one another and both are autonomous.

The third hypothesis is drawn from this argument and suggests that a high speciality commitment level heightens retention.

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Yamamoto, H. (2013). The relationship between employees’ perceptions of human resource management and their retention: from the viewpoint of attitudes toward job-specialties. The International Journal of Human Resource Management, 24(4), 747–767.

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