Employees Commitment and Turnover Intent

Question: Discuss about the Employees Commitment and Turnover Intent. Answer: Introduction The HRM practices and strategies in the organizational performance is an imperative subject in industrial relations, organizational psychology, and human resource in general and have appeared as an essential query of research in several ways. However, Altarawneh (2016) denotes that it makes a distinction in few organizations since despite the fact that human resource is considered a priceless asset in a firm. It is often more complicated to be replicated by other competitors hence remaining an asset to the organization according to Wheeler, Harris, and Harvey (2010, p. 183). This project research focuses on investigating the impact of the HRM policies on the employees commitment and turnover intent with a focus on banking financial institutions. It will investigate the practices regarding human resource management in banking, the training effect on the turnover and commitment intentions of employees as well assesses the impact of career planning, performance appraisal, and compensati on on the employees commitment and turnover. Overview of human resource strategies In his study, Caillier (2016) points out that the nature and welfare of the employees in the organization is its key potency in figuring out how the profitability of the organization can be continued. For instance, incompetent and imperative administration of employees can result in very low efficiency hence lowering the turnover rate of the workforce. In other words, it indicates that the human resource strategies and policies adopted within the organization can have a drastic impact on the general behavior of the employees. Other realistic impacts are the financial strategy and endurance as well as the superiority and production of the work life within the organization. Therefore, the method of their supervision can have a noteworthy influence on the accomplishment of the firm as well as its competitive market positioning. The study will present practical results after sampling 100 employees who work in organizations where all the human resource management areas are practiced while involving variables that are purely related to the human resources. The variables selected will be those that play an essential role in performance improvement of the organization. The human resource managementstrategies that can have an impact include career planning, training, performance appraisal, compensation, and employees participation according to Sikora, Ferris, and Van (2015, p. 1909). By understanding the human resource management practices influencing the commitment as well as the turnover intern of the employees, they can be positively adopted with the goal of achieving higher performance of employees. The resulting impact will be a cut in the cost of hiring ultimately leading to better commitment and employee retention within the organization. Background and problem definition Ansari (2011) points out that when suitably configured, human resource strategies and policies have a great impact on the performance of the organization as well as the credibility of the workforce. More effectual human resource management system practices obtaining different prospective improvement synergies and complementarities among such practices while making simple the competitive strategies of the firm constitute its competitive advantage. For these reasons, Li et al. (2016) denote that employees turnover and commitment towards the duties, goal, and objectives of the organization remain among the most exclusive subjects of investigation in matters concerning organizational psychoanalysis. However, there remain a lot of uncertainties in understanding the exact features can cause the employees to remain or leave an organization. Among these aspects are institutional factors, outside factors, employees reaction to the characteristics of workers personnel. Aim and objectives The primary objective of this research will be the assessment of the human resource management practices that are practiced in the financial institutions such as banks. It also aims at evaluating the impact the practices have on the commitment level and attention of staying in the organization by the employees. In achieving the above primary objectives, the following sub-objectives will be addressed; To investigate the practices regarding human resource management in banking To evaluate training effect on the turnover and commitment intentions of employees To assesses the impact of career planning, performance appraisal, and compensation on the employees commitment and turnover. Human resource practices have a relationship with the commitment of employees Human resource practices have no relationship with the turnover and commitment of employees Commitment of employees According to Yamamoto (2013), the strength of an individual commitment to an organization is very subjective to the rewards he receives from the management system of the organization as well as the variety of experiences he has to undertake to be rewarded. It is the know-how, procedures, and outcomes of being associated or devoted and has become a primary requirement for a change in the information society of the 21st century. Organizational commitment of employees can be normative, effective, and continuance (Kanwar, Singh, Kodwani 2012, p. 27). A relationship study conducted by many researchers between the organizational commitment and HR practices show eminent optimistic relationships with the organizational commitment. In his recent review of organizational identification and employees commitment identified several facets the same, Kim (2012) denotes some impacting results that are essential for effective performance of both the employees and the organization. Such include job involvement and satisfaction, a feeling of felt responsibility, consistency of career goals, confidence and tenure towards the need of achievement, and social and occupational involvement. However, Dhiman and Mohanty (2010) point out that the commitment to the organization varies depending on the strength of an individual belief towards the basic value system adopted by the HR management in the organization. Therefore, it means that career studies not only to focus on specific persons but the occupational or organizational setting as well. For instance, a risky situation in an organization may increase the level of commitment and willingness of employees to enable the organization survives through the challenges. On the other hand, the risk can stimulate the threat as the employees can view the organization to have uncertain future and not a suitable place for investing once future. It hence calls for the need of understanding the impacts the practices adopted by the HR have towards the commitment of employees within the organization. According to Roebuck (2016), many scholars have focused their studies on the factors affecting the employees turnover intent in the organizational management. Uncontrolled and controlled turnover of the workforce involves training and recruitment, job hunt, and cost of disjoining for both the employees and the firm. Holmvall (2016) denotes that the using the turnover theory as a management research shown that turnover intention is the best way of predicting whether an employee will live or stay in the organization. An organization hence needs to comprehend the relationship between the employees turnover and the human resource management practices in case it is willing to keep its motivated and capable employees. For instance, the turnover of an employee will negatively affect performance as the employees with the intention of departing becomes less proficient, when an employee departs, or time is lost in the effort of securing and alternative to fill the position according to Wheeler, Harris, and Harvey (2010, p. 183). However, Guchait and Seonghee (2010) assert that the theoretical dissimilarity depends on the proposed objective, work unit, similar/different job, or the HRM practices adopted by the organization. These factors are the primary determinant of the intent intensity needed in shifting within or leaving the work association. The human resource management practices that can have an impact include career planning, training, performance appraisal, compensation, and employees participation. Data collection and analysis approach The study will adopt several sampling designs for data collection and analysis procedures. For instance, random sampling design will be used in selecting 100 employees in World Bank. The observational design will as well be used in evaluating the understanding of the employees, their attitude and response to the authorities and responsibilities within the organization. Interview method will be adopted by the 100 selected employees on a one-on-one discussion so as to evaluate their attitude towards authority. Additionally, questionnaires will be formulated based on the various human resource management policies in comparison to the global standards of HRM operation. Microsoft Excel will be used in consolidating and segmenting the collected data. It will as well be used in the calculation of the percentage analysis of the identified impacts and their level of effect towards the employees commitment and turnover. SPSS will as well be used in further analysis of the data using various fr equency distributions and CHI-Square tests. Milestones and schedule Parameter Dec Jan Feb March April May June July Aug Sept Pre-visit Collection of Data Analysis of Data Reports Completion Conclusion The result of this study will provide an understanding on how the commitment of employees and as well as their turnover intent is affected by the human resource practices that an organization adopts. I will also be published as part of research whose results can be used in decision-making for organizations. 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