The Important of Employee Retention Programs towards Bank Performance in East Coast, Malaysia
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Published:
Sep 29, 2019
Keywords:
Banking, Performance, Retention, Turnover
Main Article Content
Abstract
The purpose of this study is to explore the important of organizations’ retention programs towards improving firm performance in banking sector. Almost every day, banking sector in Malaysia received resignation letter from its employees. It’s either from permanent or contract basis employees. An organization underestimate this matter and just take it for granted and it resulted bank performance decreased as well as increasing in spending for new hiring. This study has been conducted by distributing questionnaire to commercial and conventional banks in East Coast, Malaysia. The findings displayed the training and development, employee compensation, communication in workplace and value in teamwork is crucial to retain employees as well as to improve bank performance in Malaysia. Result from this study will help management especially HR department to look into retention programs seriously for the purpose of retaining its staff and expertise. For future research, it has been recommended to explore new industry such as manufacturing, hotel industry, retail as well as telecommunication company due to these industries nowadays shows high rate of turnover.
Article Details
How to Cite
Derani, N. E. S., & Ghani, F. B. A. (2019). The Important of Employee Retention Programs towards Bank Performance in East Coast, Malaysia. Asian Social Science and Humanities Research Journal (ASHREJ), 1(2), 19-25. https://doi.org/10.37698/ashrej.v1i2.14
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References
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Ozolina-Ozola, I. (2014). The impact of human resource management practices on employee turnover. Procedia-Social and Behavioral Sciences, 156, 223-226.
Pearson, K. (1895). Note on regression and inheritance in the case of two parents. Proceedings of the Royal Society of London, 58, 240-242.
Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89.
Reiche, B. S. (2008). The configuration of employee retention practices in multinational corporations’ foreign subsidiaries. International Business Review, 17(6), 676-687.
Tohidi, H. (2011). Human Resources Management main role in Information Technology project management. Procedia Computer Science, 3, 925-929.
Trulson, C. R. (2007). Determinants of disruption: Institutional misconduct among state-committed delinquents. Youth Violence and Juvenile Justice, 5(1), 7-34.
Wee, T. C. (2013). Talent Retention: The Pressures in Malaysia SMEs. American Journal of Economics, 3(C), 35-40.
Weru, J. W., Iravo, M. A., & Sakwa, M. (2013). The Relationship between Training and Development on Performance of State Owned Corporations. International Journal of Academic Research in Business and Social Sciences, 3(9), 57.
Williams, J. H., & Bokhorst-Heng, W. D. (Eds.). (2016). (Re) Constructing Memory: Textbooks, Identity, Nation, and State. Springer.
Aduda, J. (2011). The relationship between executive compensation and firm performance in the Kenyan banking sector. Journal of Accounting and Taxation, 3(6), 130.
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.
Al-Matari, E. M., Al-Swidi, A. K., & Fadzil, F. H. B. (2014). The measurements of firm performance’s dimensions. Asian Journal of Finance & Accounting, 6(1), 24-49.
Brown, S., Gray, D., McHardy, J., & Taylor, K. (2015). Employee trust and workplace performance. Journal of Economic Behavior & Organization, 116, 361-378.
Gavrea, C., Ilies, L., & Stegerean, R. (2011). Determinants of organizational performance: The case of Romania. Management & Marketing, 6(2), 285.
Demirer, I., & Yuan, J. J. (2011). Executive compensation and firm performance in the US restaurant industry: An agency theory approach.
Deysel, B., & Kruger, J. (2015). The relationship between South African CEO Compensation and company performance in the banking industry. Southern African Business Review, 19(1), 137-169.
Gberevbie, D. E. (2008). Staff recruitment, retention strategies and performance of selected public and private organizations in Nigeria (Doctoral dissertation, Covenant University Ota).
Hartenian, L. S. (2003). Team member acquisition of team knowledge, skills, and abilities. Team Performance Management: An International Journal, 9(1/2), 23-30.
Johnson, R. C., & Noguera, G. (2012). Accounting for intermediates: Production sharing and trade in value added. Journal of international Economics, 86(2), 224-236.
Jones, D. C., & Kato, T. (2003). The effects of employee involvement on firm performance: evidence from an econometric case study.
Khadka, S. (2011). Employee retention in banking industry of Nepal. Rajasthan, India. Singhania University.
Lahap, J., O’Mahony, B., & Dalrymple, J. (2016). The Importance of Communication in Improving Service Delivery and Service Quality in the Malaysian Hotel Industry. Procedia-Social and Behavioral Sciences, 224, 213-220.
Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the Issues on Employees’ Turnover Intention in the Perspective of HRM Practices in SME. Procedia-Social and Behavioral Sciences, 129, 99-104.
Manzoor, S. R., Ullah, H., Hussain, M., & Ahmad, Z. M. (2011). Effect of teamwork on employee performance. International Journal of Learning and Development, 1(1), 110-126.
Mehta, M., Kurbetti, A., & Dhankhar, R. (2014). Review Paper–Study on Employee Retention and Commitment. International journal of advance research in computer science and management studies, 154(5).
Moncarz, E., Zhao, J., & Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437-458.
Obasan, K. A. (2012). Effect of compensation strategy on corporate performance: Evidence from Nigerian firms. Research Journal of Finance and Accounting, 3(7), 37-44.
Ozolina-Ozola, I. (2014). The impact of human resource management practices on employee turnover. Procedia-Social and Behavioral Sciences, 156, 223-226.
Pearson, K. (1895). Note on regression and inheritance in the case of two parents. Proceedings of the Royal Society of London, 58, 240-242.
Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89.
Reiche, B. S. (2008). The configuration of employee retention practices in multinational corporations’ foreign subsidiaries. International Business Review, 17(6), 676-687.
Tohidi, H. (2011). Human Resources Management main role in Information Technology project management. Procedia Computer Science, 3, 925-929.
Trulson, C. R. (2007). Determinants of disruption: Institutional misconduct among state-committed delinquents. Youth Violence and Juvenile Justice, 5(1), 7-34.
Wee, T. C. (2013). Talent Retention: The Pressures in Malaysia SMEs. American Journal of Economics, 3(C), 35-40.
Weru, J. W., Iravo, M. A., & Sakwa, M. (2013). The Relationship between Training and Development on Performance of State Owned Corporations. International Journal of Academic Research in Business and Social Sciences, 3(9), 57.
Williams, J. H., & Bokhorst-Heng, W. D. (Eds.). (2016). (Re) Constructing Memory: Textbooks, Identity, Nation, and State. Springer.