| Title : | The impact of human resources management practices on turnover of banks employees in Nepal | | Material Type: | printed text | | Authors: | Sunil Thapa, Author | | Publication Date: | 2013 | | Pagination: | 108p. | | Size: | GRP/Thesis | | Accompanying material: | 1/B | | General note: | Including bibliography | | Languages : | English | | Descriptors: | Banks and banking
Human resource management
Nepal
Personnel management
Sunil Thapa
| | Keywords: | 'personnel management hrm employee banks bank and banking nepal sunil thapa' | | Class number: | 658.3 | | Abstract: | Human resources are the valuable assets of an organization without which various operations and activities within the organization are not possible to be executed. Human Resource management is the process of developing, applying and evaluating policies, procedures, methods and programs relating to the employment, motivation, maintenance, and management of people in the organization. The human resource managers also admit that one of the most difficult aspects of their jobs is the retention of key employees in their organizations. High turnover can be detrimental to the organization’s productivity. This can result in the loss of business patronage and relationships, and can even jeopardize the realization of organizational goals. Employee turnover occurs when employees leave their jobs and must be replaced. Replacing exiting employees is costly to organizations and destructive to service delivery. It is therefore imperative for management to reduce, to the minimum, the frequency at which employees, particularly those that are crucial to its operations leave the organization. Moreover, the efficiency of production process and various areas of management depend to a greater extent on the level of quality employee retention and development.
The main objective of the study is to assess the impact of human resource management practices on bank employee turnover in Nepal. To achieve the main objective the specific objectives are to examine the impact of supervision, to analyze the impact of compensation, to determine the impact of career development to assess the impact of work family balance, to determine the impact of job analysis and to analyze the impact of realistic job information in relation to employee intention to leave.
This study relied on primary source of data to examine human resource management practices of commercial bank in Nepal. For determining human resource management practices used employee intention to leave as a dependent variable and career development, compensation, work family balance, job analysis and realistic job information are used as an independent variable. This study has used systematic random sampling for data collection procedure. The primary data were collected from fifteen commercial banks including 120 respondents through self-administered questionnaires. Questionnaire has been used to record the opinions with respect to human resource management practices. The questionnaire includes the questions regarding the fundamental aspects of determinants of human resource management practices of commercial bank in Nepal.
The study results showed that almost 44.16 percent of the respondents feel that the employee turnover is the dynamics of the labor market and it increases and decreases with changes in the market. However, on current trend of the turnover, about 47 percent believed that the turnover is increasing while about 41 percent remained undecided whether it is increasing, decreasing or constant. Among those who think that turnover reduces the performance feels that it may decrease the performance by substantially increasing the hiring and employee development costs. In addition, most of the employees 21.67 percent think that it decreases the morale of the existing employees as well.
The major conclusion of this study is that employee intention to leave is negatively correlated with compensation, realistic job information, career development and work family balance. The correlation between employee intention to leave and independent variables such as compensation, realistic job information, career development work family balance and supervision are significant. Further the table reveals that employee intention to leave does not have significant relationship with job analysis and is positive correlated with job analysis and supervision. The highest coefficient is recorded between employee intention to leave and supervision, which indicates that there is strong positive relationship between employee intention to leave and career development. It was found that the higher opportunities in the labor market are what the employees are attracted to. Thus, majority of the respondents have put their opinion to it as the most important factor in turnover decisions.
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The impact of human resources management practices on turnover of banks employees in Nepal [printed text] / Sunil Thapa, Author . - 2013 . - 108p. ; GRP/Thesis + 1/B. Including bibliography Languages : English | Descriptors: | Banks and banking
Human resource management
Nepal
Personnel management
Sunil Thapa
| | Keywords: | 'personnel management hrm employee banks bank and banking nepal sunil thapa' | | Class number: | 658.3 | | Abstract: | Human resources are the valuable assets of an organization without which various operations and activities within the organization are not possible to be executed. Human Resource management is the process of developing, applying and evaluating policies, procedures, methods and programs relating to the employment, motivation, maintenance, and management of people in the organization. The human resource managers also admit that one of the most difficult aspects of their jobs is the retention of key employees in their organizations. High turnover can be detrimental to the organization’s productivity. This can result in the loss of business patronage and relationships, and can even jeopardize the realization of organizational goals. Employee turnover occurs when employees leave their jobs and must be replaced. Replacing exiting employees is costly to organizations and destructive to service delivery. It is therefore imperative for management to reduce, to the minimum, the frequency at which employees, particularly those that are crucial to its operations leave the organization. Moreover, the efficiency of production process and various areas of management depend to a greater extent on the level of quality employee retention and development.
The main objective of the study is to assess the impact of human resource management practices on bank employee turnover in Nepal. To achieve the main objective the specific objectives are to examine the impact of supervision, to analyze the impact of compensation, to determine the impact of career development to assess the impact of work family balance, to determine the impact of job analysis and to analyze the impact of realistic job information in relation to employee intention to leave.
This study relied on primary source of data to examine human resource management practices of commercial bank in Nepal. For determining human resource management practices used employee intention to leave as a dependent variable and career development, compensation, work family balance, job analysis and realistic job information are used as an independent variable. This study has used systematic random sampling for data collection procedure. The primary data were collected from fifteen commercial banks including 120 respondents through self-administered questionnaires. Questionnaire has been used to record the opinions with respect to human resource management practices. The questionnaire includes the questions regarding the fundamental aspects of determinants of human resource management practices of commercial bank in Nepal.
The study results showed that almost 44.16 percent of the respondents feel that the employee turnover is the dynamics of the labor market and it increases and decreases with changes in the market. However, on current trend of the turnover, about 47 percent believed that the turnover is increasing while about 41 percent remained undecided whether it is increasing, decreasing or constant. Among those who think that turnover reduces the performance feels that it may decrease the performance by substantially increasing the hiring and employee development costs. In addition, most of the employees 21.67 percent think that it decreases the morale of the existing employees as well.
The major conclusion of this study is that employee intention to leave is negatively correlated with compensation, realistic job information, career development and work family balance. The correlation between employee intention to leave and independent variables such as compensation, realistic job information, career development work family balance and supervision are significant. Further the table reveals that employee intention to leave does not have significant relationship with job analysis and is positive correlated with job analysis and supervision. The highest coefficient is recorded between employee intention to leave and supervision, which indicates that there is strong positive relationship between employee intention to leave and career development. It was found that the higher opportunities in the labor market are what the employees are attracted to. Thus, majority of the respondents have put their opinion to it as the most important factor in turnover decisions.
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