RDB (Reinforcement of Dignified Behavior): A Strategy to Keep Talented Employees Stay Longer
DOI:
https://doi.org/10.61841/6wacys24Keywords:
Talent Management, Package of Incentive, Talent Retention, Organizational CommitmentAbstract
Recognizing the important role of talented personnel, each organization seeks to bind and detain them through a variety of strategies, such as the provision of compensation packages or more competitive incentives. However, employees who have held high positions have other considerations for staying or leaving the company. The purpose of this study was to analyze the effect of Reinforcement of Dignified Behavior on talent retention. The population was 1320 consisted of 264 principals and 1056 Vice-Principals working under the administration of Semarang residency, among which 400 respondents were chosen and sampled to be 250 samples. Data were collected through questionnaires shared directly in a meeting and google quest. The data collected were analyzed using structural equation model (SEM) with AMOS21 software. The result showed that Reinforcement dignified behavior had a significant positive effect on talent retention.
Downloads
References
[1] Adams J. S., Towards an understanding of inequity, Journal of Abnormal and Social Psychology, 1963, 67, p. 422-436.
[2] Aguenza, Benjamin Balbuena, 2012, Motivational Factors of Employee Retention and Engagement in Organizations.
[3] Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective continuance and normative commitment of the organizations. Journal of Occupational Psychology, 63, 1-18.
[4] Anand, P. (2013). The Effect of Rising Health Insurance Costs on Compensation and Employment,
Mathematica Policy Research, 1-49.
[5] Arnold, H. J.; and Feldman, D. C. (1982), "A Multivariate Analysis of the Determinants of Job Turnover",
Journal of Applied
[6] Brodie, A. S. (1995). Salesforce Turnover in Direct Selling Organizations in the United Kingdom and France.Master’s Thesis, Keele University
[7] Bashaw, E. R., & Grant, S. E. (1994). Exploring the distinctive nature of work commitments: their relationships with personal characteristics, job performance and the propensity to leave. Journal of personal selling and sales management, 14(2), 41–56.
[8] Cran, C. (2012). Top 10 Employee Retention Strategies. Managing People at Work (369_, pp6-16
[9] Cristescus, A., Stanila, L., & Andreica, M.E. (2013). Motivation of the Public Employee in Romania in in the Context of the Economic Crisis. Theoretical and Applied Economics, 20 (10), 49-64.
[10] Curtis, S., & Wright, D. (2001). Retaining employees—the fast track to commitment. Management Research News, 24(8), 59–64.
[11] Cutler, G. (2001). Internet summons Pete to jump ship. Research Technology Management Steel, R.P., Griffeth, R.W., & Hom, P.W. (2002). Practical retention policy for the practical manager. Academy of Management Executive, 16, 149-162.
[12] Denton, J. (2000), "Using Web-based projects in a systems design and development course". Journal of Computer Information Systems, Vol. 40 No.3, pp.85-7
[13] Eberendu, A.C dan Okere, R.K, 2015, An Empirical Review of Motivation as a Constituent to Employees’ Retention. Research Inventy: International Journal of Engineering and Science Vol.5, Issue 2 (February 2015), pp 06-15
[14] Edwards, M. R., & Peccei, R. (2010). Perceived organizational support, organizational identification, and employee outcomes. Journal of Personnel Psychology, 9(1), 17-26.
[15] Eisenhardt, K.M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14, 57-74.
[16] Elton Mayo (2003). The human problems of an industrial solution. Routledge, London
[17] Fama, E.F., & Jensen, M.C. (1983). Separation of ownership and control. Journal of Law and Economics, 26, 301-325.
[18] Fiorito, J., Bozeman, D. P., Young, A., & Meurs, J. A. (2007). Organizational commitment, human resource practices, and organizational characteristics.Journal of Managerial Issues, 186-207.
[19] Ghazanfar, Faheem; Shuai Chuanmin; Muhammad Mahroof Khanand Mohsin Bashir, 2011, A Study of Relationship between Satisfaction with Compensation and Work Motivation, International Journal of Business and Social ScienceVol.2No.1; January 2011.
[20] Hytter, A. (2007). Retention strategies in France and Sweden. The Irish Journal of Management, 28(1): pp.59–79.
[21] Igalens, J., Rousell P. 1999. A study of the relationships between compensation package, work motivation and job satisfaction", Journal of Organizational Behavior 20 : 1003-1025.
[22] Jaros, S. J., Jermier, J. M., Koehler, J. W., & Sincich, T. (1993). Effects of continuance, affective, and moral commitment on the withdrawal process: An evaluation of eight structural equation models. Academy of Management Journal, 36, 951-995.
[23] Jewell, L. N.; and Segall, M. (1990). Contemporary Industrial/Organizational Psychology, West Publishing Company, St. Paul
[24] Kaliprasad, M. (2006). The human factor I: attracting, retaining, and motivating capable people. Cost Engineering, 48(6), 20–26.
[25] Kerr, J., and Slocum, J.W. 1987. Managing Corporate Culture through Reward System. Academi of Management Executive, 1(2): 99 – 108
[26] Kiruthuga, V and Magesh, R. (2015). Brunt of Employee Retention Strategies on Job Satisfaction. International Journal of Management and Commerce Innovation ISSN 2348-7585 (online). Vol. 2, Issue 2, pp394- 398, available at: www.researchpublish.com
[27] Kohn A., Punished by rewards: the trouble with gold stars, incentive plans, A’s, praise and other bribes, Boston: Houghton Mifflin, 1993.
[28] Kontoghiorghes, C. & Frangrou, K. (2009). The Association between Talent Retention, Antecedent Factors and Consequent Organizational Performance. S.A.M. Advanced Management Joournal, 74 (1), 1-10
[29] Liou, S.-R., & Cheng, C.-Y. (2008). Building organizational commitment of Asian nurses in the United States. Journal of Nursing Administration, 38(1), 8-10.
[30] Locke, E.A.,(1976) The Nature and Cause of Job Satisfaction, In M. Dunnette(Ed.), Handbook of Industrial and Organizational Psychology(Rand McNally, Chicago) 1976, p.1300.
[31] Lundberg, V& Montell, C. 2010. The Effect of Incentive Compensation on Moral Awareness – An Explorative Study. University of Gothenberg.
[32] Maslow AH (1943) A theory of human motivation.Psychol. Rev. 50 (4), 370-396.
[33] McCollum, J. S. (2001). Team-based rewards: current empirical evidence and directions for future research,
Research in Organizational Behavior, 20.
[34] Meyer J.P. and N. Allen, “A three component conceptualization of organizational commitment,” Human Resource Management Review vol. 1, pp. 67, 1991.
[35] Meyer J.P. and L. Herscovitch, “Commitment in the workplace: Toward a general model,” Human Resource Management Review, vol. 11, pp. 299-326, 2001.
[36] Meyer, J.P. D. J. Stanley, L. Herscovitch, and L. Topolnytsky, “Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences,” Journal of Vocational Behavior, vol. 61, pp. 20-52, 2002.
[37] Meyer J. P., N. J. Allen, and C. A. Smith, “Commitment to organizations and occupations: Extension and test of a three-component conceptualization,” Journal of Applied Psychology vol. 78, pp. 538-551, 1993.
[38] Mosammod Mahamuda Parvin and Nurul Kabir (2012). Factors Affecting Employee Job Satisfaction of Pharmaceutical Sector. Australian Journal of Business and Management Research, Vol. 1 No 9 (113-123)
[39] Mohrman, M. & Odden, P., (1996). Motivating employees in a new governance era: the performance paradigm revisited, Public Administration Review, 66.
[40] Noe R. A., Hollenbeck J. R., Gerhart B., Wright P., Human resource management: gaining a competitive advantage, New York: McGraw-Hil/Irwin, 2003.
[41] Odden, P. & Kelley, D.C., (2002). Do goals mediate the effects of incentives on performance? Academy of Management Review, 5.
[42] O’Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71, 492-499.
[43] Osibanjo O A, Adeniji A A, Falola H O, Heirsmac Princess Thelma. 2014. Compensation packages: a strategic tool for employees’ performance and retention. Leonardo Journal of Sciences. P. 65 – 84
[44] Perry, R. J., (1997). Merit pay and the evaluation problem: Why most merit pay plans fail and few survive,
Harvard Educational Review.
[45] Perry, M. & Paarlberg, A., (2006). New and Better Forms of Teacher Compensation Are Possible, Phi Delta
[46] Pierce, L. G., & Geyer, P. D. (1991). Combining intention with investment to predict withdrawal behavior. Journal of Social Psychology, 131(1), 117-124.
[47] Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609.
[48] Powell, D. M., & Meyer, J. P. (2004). Side-bet theory and the three-component model of organizational commitment. Journal of Vocational Behavior, 65(1), 157-177.
[49] Randall, D. M. 1987. Commitment and the organization: The organization man revisited. Academy of Management Review, 12 (3): 460–71.
[50] Richardson, L. R., (1999). Gainsharing: a critical review and a future research agenda. Journal of Management, 21
[51] Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of Vocational Behavior, 66, 358- 384.
[52] Rizal M, Idrus M S, Djumahir, Mintarti R. 2014. Effect of Compensation on Motivation, Organizational Commitment, and Employee Performance (Studies at Local Revenue Management in Kendari City). International Journal of Business and Management Invention. P. 64 – 79
[53] Sanjeevkumar V., Wang W. 2012. A case study on determinants of human resource practices influencing retention of employees in Kedah State Development Corporation , Malaysia. :42-53.
[54] Sandhya, K. and Kumar, D.P. (2014) ‘Employee retention – a strategic tool for organizational growth and sustaining competitiveness’. Journal of Strategic Human Resource Management, 3(3): pp. 42-45
[55] Sheridan, J.E., 1992. Organizational Culture and Employee Retention. The Academy of Management Journal,
Vol.35, No 5 (dec., 1992), pp 1036 – 1056
[56] Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25, 592-599.
[57] Sinha, C., & Sinha, R. (2012). Factors affecting employee retention: A comparative analysis of two organizations from heavy engineering industry. European Journal of Business and Management, 4(3), 146-163.
[58] Stajkovic, O. F. and Luthans, S. R., (2006). Show Me the Evidence! Proven and Promising Programsfor America’s Schools,Thousand Oaks, CA: Corwin Press.
[59] Sohail, Nadeem, 2011, Losing Your Best Talent: Employee Retention The Dilemma of Textile Industry A Case of Textile Sector.
[60] Thakur A. 2014. A Study on Factors Affecting Employee Retention in Retail Sector. International Journal on Multidisciplinary Consortium. Volume 1, Issue 2, September 2014.
[61] Vecchio, Susan Deland Judy Wagner, 2010. Motivationandmonetaryincentives: A closer look. Journal of Management and Marketing Research
[62] Vroom, V.H. (1964).Workand motivation. NewYork, NY: Wiley.
[63] Walker, J.W. (2001). “Perspectives” Human resource planning.24 (1):6-10.
[64] Wotruba, T. R.; and Tyagi, P. K. (1991). "Met Expectations and Turnover in Direct Selling", Journal of Marketing, Vol. 55, pp. 2425.
Downloads
Published
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
