Abstract: In the realm of organizational management, understanding the intricate dynamics that influence employee retention and job satisfaction stands as a cornerstone for cultivating productive and sustainable workplaces. This study endeavors to unravel the intricate relationships between compensation, promotion, performance appraisal, training, job satisfaction, and employee turnover.
The research journey commenced with a meticulous pilot testing phase, a prelude to the main study. Through this preliminary exploration, the reliability and internal consistency of the research instruments were scrutinized. Subsequently, Ordinary Least Squares (OLS) assumptions were employed to validate hypotheses and investigate the influence of compensation, promotion, performance appraisal, and training on job satisfaction and employees' intentions to leave the company.
Pilot testing underscored the robustness of the research instruments, laying the groundwork for hypothesis analysis. The outcomes of the OLS assumptions revealed compelling insights into the relationships between the studied variables. Compensation exhibited a notable impact on employees' intentions to leave. Performance appraisal negatively influenced intentions to leave. Promotion displayed a similar negative impact, as did training. Job satisfaction was found to have a negative impact on employee intentions to leave.
This research contributes to the empirical understanding of employee retention dynamics, presenting evidence-based insights for organizations seeking to bolster their workforce engagement and curb turnover rates. By synthesizing insights from pilot testing, OLS assumptions, and hypothesis testing, this study offers a comprehensive compass for organizations aiming to foster resilient and fulfilling work environments. As a result, this paper not only furthers the theoretical discourse but also equips practitioners with actionable strategies to enhance employee satisfaction and mitigate attrition.
Keywords: HRM, Job satisfaction, Training and development.
Title: THE EFFECT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEES' INTENTION TO LEAVE THROUGH JOB SATISFACTION
Author: Denis Ogbonnaya OKORIE
International Journal of Management and Commerce Innovations
ISSN 2348-7585 (Online)
Vol. 11, Issue 1, April 2023 - September 2023
Page No: 339-345
Research Publish Journals
Website: www.researchpublish.com
Published Date: 14-August-2023
