Welcome to the Uniglobe Library
From this page you can:
Home |
Author details
Author Dharma Nand Pant |
Available item(s) by this author
Refine your search Apply to external sources
Role of compensation management on employee retention in Nepalese Commercial Banks / Dharma Nand Pant
Title : Role of compensation management on employee retention in Nepalese Commercial Banks Material Type: printed text Authors: Dharma Nand Pant, Author Publication Date: 2019 Pagination: 117p. Size: GRP/Thesis Accompanying material: 1st/Gmba Languages : English Abstract: Employee compensation refers to all the returns that accrue to employees arising from their employment (Van Der Merwe, 2009). Employee compensation is the returns that accrue to employees arising from their employment (Nazim-ud-Din, 2013). Compensation management is a crucial component of the overall management of an organization. It refers to the process by which employees are remunerated for their input at the workplace (Khan et al., 2011). According to Idemobi et al. (2011), compensation management is a tool to improve organizational performance. Employees that experience high levels of job satisfaction are more committed and dedicated to their responsibilities and, through training and development, are able to take decisions independently.
Compensation management determines the hiring and retention of employees to attain the objectives of an organization. It is also the basis of involvement of individuals to reinforce the performance of employees (Terera and Ngirande, 2014). Compensation management determines the hiring and retention of employees to attain the objectives of an organization (Xavier, 2014). Compensation management is a useful instrument in the hand of management to contribute to the organizational effectiveness. Compensation management can impact positively on the behavior and productivity of employees (Bustamamet al., 2014). Compensation management is a useful instrument in the hand of management to contribute to the organizational effectiveness. Compensation plans of organizations are strategically designed when rewards are linked to activities, attributes and work outcomes that support the organization’s strategic direction and strategic goals (Howard & Dougherty, 2004).
The major objective of the study is to examine the relationship between compensation management on employee retention in Nepalese commercial banks. The specific objectives are: To examine the structure and pattern of employee retention in Nepalese commercial banks, to analyze the structure and pattern of direct financial compensation, indirect financial compensation, non-financial compensation, career development opportunities and work life balance in Nepalese commercial banks, to access the most influencing factor for employee retention in Nepalese commercial banks and to determine the relationship of employee retention with direct financial compensation, indirect financial compensation, non- financial compensation, career development opportunities and work life balance in Nepalese commercial banks.
This study attempts to analyze the role of compensation management on employee retention of selected commercial banks in context of Nepal. The study is based on the primary sources of data. Altogether 24 commercial banks were selected for the study and total of 152 questionnaires were collected. To achieve the purpose of the study, a structured questionnaire was prepared. The data and information are collected from various banking institution with the help of questionnaire and also by using electronic means and social Medias. The research design adopted in this study is descriptive and causal comparative research design as this study examines the impact of different compensation management styles (direct financial compensation, indirect financial compensation, non- financial compensation, career development opportunities and work life balance) and employee retention of employees in Nepalese commercial banks which ultimately turns to effective organizational and employees performances.
The correlation result shows that direct financial compensation is positively correlated with employee retention. Similarly, indirect financial compensation also showed positive correlation with employee retention. Likewise, non- financial compensation is also positively correlated with employee retention. Similarly, a career development opportunity is also positively correlated with employee retention. Furthermore, a work life balance is also positively correlated with employee retention.
The regression result shows that the direct financial compensation has positive and significant impact on employee retention. Likewise, the result also shows indirect financial compensation has positive and significant impact on employee retention. Furthermore, the regression result also indicates non-financial compensation has positive and significant impact on employee retention. Similarly, career development opportunities has also positive and significant impact on employee retention. Likewise, work life balance has positive and significant impact on employee retention. The study also concludes that direct financial compensation is the most influencing factor that explains the changes in employee retention in Nepalese commercial banks.
Role of compensation management on employee retention in Nepalese Commercial Banks [printed text] / Dharma Nand Pant, Author . - 2019 . - 117p. ; GRP/Thesis + 1st/Gmba.
Languages : English
Abstract: Employee compensation refers to all the returns that accrue to employees arising from their employment (Van Der Merwe, 2009). Employee compensation is the returns that accrue to employees arising from their employment (Nazim-ud-Din, 2013). Compensation management is a crucial component of the overall management of an organization. It refers to the process by which employees are remunerated for their input at the workplace (Khan et al., 2011). According to Idemobi et al. (2011), compensation management is a tool to improve organizational performance. Employees that experience high levels of job satisfaction are more committed and dedicated to their responsibilities and, through training and development, are able to take decisions independently.
Compensation management determines the hiring and retention of employees to attain the objectives of an organization. It is also the basis of involvement of individuals to reinforce the performance of employees (Terera and Ngirande, 2014). Compensation management determines the hiring and retention of employees to attain the objectives of an organization (Xavier, 2014). Compensation management is a useful instrument in the hand of management to contribute to the organizational effectiveness. Compensation management can impact positively on the behavior and productivity of employees (Bustamamet al., 2014). Compensation management is a useful instrument in the hand of management to contribute to the organizational effectiveness. Compensation plans of organizations are strategically designed when rewards are linked to activities, attributes and work outcomes that support the organization’s strategic direction and strategic goals (Howard & Dougherty, 2004).
The major objective of the study is to examine the relationship between compensation management on employee retention in Nepalese commercial banks. The specific objectives are: To examine the structure and pattern of employee retention in Nepalese commercial banks, to analyze the structure and pattern of direct financial compensation, indirect financial compensation, non-financial compensation, career development opportunities and work life balance in Nepalese commercial banks, to access the most influencing factor for employee retention in Nepalese commercial banks and to determine the relationship of employee retention with direct financial compensation, indirect financial compensation, non- financial compensation, career development opportunities and work life balance in Nepalese commercial banks.
This study attempts to analyze the role of compensation management on employee retention of selected commercial banks in context of Nepal. The study is based on the primary sources of data. Altogether 24 commercial banks were selected for the study and total of 152 questionnaires were collected. To achieve the purpose of the study, a structured questionnaire was prepared. The data and information are collected from various banking institution with the help of questionnaire and also by using electronic means and social Medias. The research design adopted in this study is descriptive and causal comparative research design as this study examines the impact of different compensation management styles (direct financial compensation, indirect financial compensation, non- financial compensation, career development opportunities and work life balance) and employee retention of employees in Nepalese commercial banks which ultimately turns to effective organizational and employees performances.
The correlation result shows that direct financial compensation is positively correlated with employee retention. Similarly, indirect financial compensation also showed positive correlation with employee retention. Likewise, non- financial compensation is also positively correlated with employee retention. Similarly, a career development opportunity is also positively correlated with employee retention. Furthermore, a work life balance is also positively correlated with employee retention.
The regression result shows that the direct financial compensation has positive and significant impact on employee retention. Likewise, the result also shows indirect financial compensation has positive and significant impact on employee retention. Furthermore, the regression result also indicates non-financial compensation has positive and significant impact on employee retention. Similarly, career development opportunities has also positive and significant impact on employee retention. Likewise, work life balance has positive and significant impact on employee retention. The study also concludes that direct financial compensation is the most influencing factor that explains the changes in employee retention in Nepalese commercial banks.
Hold
Place a hold on this item
Copies
Barcode Call number Media type Location Section Status 660/D DHA Thesis/Dissertation Uniglobe Library Philosophy & Psychology Available