The purpose of this study is to explore the impact of high performance management on employee retention in Syrian Private Financial Institutions. A sample of 238 employees participated in this study. The research concluded that there is a significant positive impact of Selective Hiring, Extensive Hiring, Internal Promotion, Teams and Participation, and Job Design practices on employee retention, and whereas there are no significant impact from Information Sharing and Contingent Compensation practices on employee retention.
Ang, S. H., Bartram, T., McNeil, N., Leggat, S., & Stanton, P. (2013). The effects of
high performance work system on hospital employees' work attitudes and to intention leave: A multi-level and occupational group analysis. The International Journal of Human Resource Management,24(16): 3086-3114 .
Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing advantage:
why high performance work systems pay off. ILR Press, Ithaca, NY.
Armitage, A., & Keble-Allen, D. (2007). Why people management basics form the
foundation of high performance working. People Management, 13(21): 48-48.
Arthur, D. (2001). Employee recruitment and retention handbook. New York :American
Management Association (AMACOM), 1st edition.
Becker, B. E., & Huselid, M. A. (1998). High performance work Systems and firm
performance: a Synthesis of research and managerial implications. Research on Personnel and Human Resource Management, 16: 53–101.
Browell, S. (2003). Staff retention in a week. Great Britain: Hodder & Stoughton.
Combs, J., Liu, Y., Hall, A., & Ketchan, D. (2006). How much do high performance
work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology,59 (3):501–28.
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor
productivity: does industry matter?. Academy of Management Journal 48(1): 135–145.
Delery, J. E., & Shaw, J. D. (2001). The strategic management of people in work
organizations: review, synthesis, and extension. Research in Personnel and Human Resources Management, 20:165-197.
Garcia-Chas, R., Neira-Fontela, E., & Castro-Casal, C. (2014). High-performance work
system and intention to leave: A mediation model. The International Journal of Human Resources Management, 25(3):367-389.
Heffernan, M., & Dundon, T. (2012). Researching employee reactions to high
performance work systems in the service sector: The role of organizational justice theory. 16th ILERA (IIRA) World Congress, Philadelphia, USA.
Huselid, M. A. (1995). The impact of human resource management practices on turnover,
productivity, and corporate financial performance. Academy of Management Journal, 38: 635–672.
Kavitha, S. R., Geetha, S. R., & Arunachalam, V. (2011). An empirical study on employee
retention strategies in a biscuit manufacturing company in India. Interdisciplinary Journal of Contemporary Research in Business,3(4):762-774
Kehoe, R., & Wright, P. (2013). The impact of high performance human resource
practices on employees' attitudes and behaviors. Journal of Management,.39(2): 366-391.
Lepak, D., Liao, H., Chung, Y., & Harden, E. (2006). A conceptual review of human
resource management systems in strategic human resource management research. Personnel and Human Resources Management, 25: 217-271
Mckeown, L. J. (2002). Retaining top employees. New York: McGraw-Hill.
Mohlala, J., Goldman, G. A., & Goosen, X. (2012). Employee retention within the
information technology division of a South African Bank. South African Journal of Human Resource Management,10(2): 1-11.
Mostafa, A. (2013), The relationship between high performance HR practices and
employee attitudes: The mediating role of public service motivation and person-organization fit. Cardiff University.
Pfeffer, J. (1998). Six Dangerous myths about pay. Harvard Business Review. 38-
57
Ratna, R., & Chawla, S. (2012). Key factors of retention and retention strategies in
telecom sector. Global Management Review, 6(3): 35-46.
Smith, A., Oczkowski, E., & Smith, C. S. (2011). To have and to hold: Modelling the
drivers of employee turnover and skill retention in Australian organizations. The International Journal of Human Resource Management, 22: 395–416.
In-Text Citation: (Ismail & Warrak, 2019)
To Cite this Article: Ismail, H., & Warrak, A. (2019). The Impact of High Performance management on Employee Retention. International Journal of Academic Research in Business and Social Sciences, 9(12), 791–802.
Copyright: © 2019 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
