Strategic Human Resource Management Practices and Employee Retention: A Study of the Moderating Role of Job Engagement

Document Type : Research Paper

Authors

1 Prof., Department of Management, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran

2 Ph.D. Candidate in Human Resources Management, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran

Abstract

The purpose of the present paper was to investigate the moderating role of job engagement in the impact of SHRM practices on the employee retention of Guilan Technical & Vocational Training Organization, and therefore, to provide an empirical and practical contribution in order to enhance employee retention through job engagement. The statistical population consisted of 372 managers and employees, and the optimal sample was determined by Cochran's formula to be 189. The results revealed that SHRM practices and dimensions have a significant impact on employee retention, and job engagement has a moderating role in the impact of SHRM and all its dimensions except performance appraisal on employee retention. The findings also indicate the moderating effect of job engagement in the relationship between SHRM practices and employee retention for three types of job engagement, namely vigor, dedication, and absorption. The association between the demographic variables and the factors also investigated. This study provides an empirical and practical contribution to improving employee retention through job engagement. The theoretical implications, future directions, and limitations are also discussed.

Keywords

Main Subjects

References

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Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies)
Volume 14, Issue 2
April 2021
Pages 437-468

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