Introduction
Increasing an organization’s performance is one of the key objectives of human resource management HRM. A limited number of studies, however, have specifically addressed the multidimensional nature of performance and connected HR procedures to different outcome aspects. By linking HR practices to three outcome dimensions—financial, organizational, and employee (HR) outcomes—this study contributes to the body of literature. The impact of HR practices on these outcome dimensions will also be examined, with an emphasis on the mediating function of work satisfaction.
The majority of firms face significant challenges as a result of the current, fast-changing business environment, which is defined by a limited and scarce labor market, highly dynamic consumer preferences, and rising rivalry. The academic community and practicing managers consistently emphasize the use of solutions that rely on essential competencies and talent, concentrated in human resources, in their efforts to address these difficulties. The growing interest in HRM is a result of the idea that any company’s success depends on its people and how they are handled. Since HRM practices are an essential component of organizational strategy processes, they should be viewed as resources that boost the firm’s profitability rather than operating costs.
Improved financial outcomes (measured by net margin), organizational outcomes (measured by customer satisfaction), and HR outcomes are all correlated with the application of HR strategies (measure: sickness absence). The influence of HR practices on organizational and HR results was shown to be far greater than the impact on financial outcomes. The findings regarding the entire mediating influence of job satisfaction are also confirmed with regard to HR and organizational outcomes. This is consistent with the idea that a key component of the “black box” relationship between HRM and performance is employee attitudes.
Although there are several theories that link HR practices and job happiness, we settled on the Human Capital Theory and the Efficiency Wage Theory. According to the human capital theory (Blaug, 1976), businesses should invest in their human resources to keep talented staff members on board. In order to support employee capabilities for future productivity, they establish internal resources. Depending on the HR strategies being used to increase productivity, employment possibilities may be internalized or externalized. As a result, crucial procedures like training and employee involvement may have an impact on attrition rates and job satisfaction. To sustain efficiency in companies, the Efficiency Wage Theory (Akerlof, 1984) indicates that the turnover ratio may be closely tied to pay practices and the performance rating system.
The majority of corporate executives think that keeping employees happy is a critical business requirement. On the other hand, managing employee attrition is a big challenge to the HR department practically every day. Due to the significant staff turnover, a new stage of recruitment is required, which is both expensive and time-consuming. Employee attrition and turnover are terms that no business wants to understand since they can result in a variety of losses. Anywhere from 95 percent and 200 percent of the employee’s former yearly income can be spent by an employer on the full cycle of lost productivity, recruiting, training, and severance. Because of this, it is critical to lower employee turnover. Additionally, personnel turnover might affect the motivation and morale of the remaining employees. However, it is extremely likely that 76 percent of voluntary and dysfunctional turnover can be avoided. It is the result of a confluence of many push factors, including a lack of opportunities for career advancement, an uncomfortable work environment, a mismatch between skill requirements and job requirements, a lack of work-life balance, and many more. However, installing HRMS software can completely alter the playing field for firms in the modern era. These technologies fundamentally aid in reducing employee turnover by streamlining all processes involved in human resource management. The two main advantages of this program are an increase in ROI and task automation.
Boost Employee Engagement
According to various studies in the field of HR management, a workforce that is less engaged or demotivated accounts for 88 percent of employee attrition in a firm. Therefore, the first approach is to reduce staff churn by raising employee engagement. Any business that uses a top-notch HRMS system may guarantee high employee retention rates.
Goals, Performance, and Recognition Tracking for Employees
Employee turnover is not always seen to be poor management. However, you need to concentrate on employee retention in HRM when you notice that your employees are operating below par and failing to meet corporate objectives. With so much already on their plate, it is difficult for the HR department to gauge or keep an eye on employee performance. However, using HRMS software makes monitoring simple. With these sophisticated tools, businesses are able to set objectives, monitor progress, take skill sets into account, and do much more. Both managers and employees can benefit from the performance statistics.
Analyze the Turnover Rate and Returns
A company needs to be aware of the precise worker turnover rate it is experiencing. Organizations can efficiently complete this crucial activity with the aid of HRMS software. Exit interviews are conducted by the human resources division when an employee leaves a company. This is carried out in order to understand the factors that prompted the person to make that choice. The best thing about HRMS software is that it has a comprehensive feedback system that enables the HR department to identify the causes contributing to and resulting from employee dissatisfaction. The solution will also assist the business in identifying any employees who are considering leaving shortly.
Recognizing Staff
Simple expressions of gratitude and verbal or written words of gratitude can keep employees motivated. Employees feel more valued when given opportunities, which greatly aids businesses in reducing employee turnover. Employee retention will increase if they feel appreciated.
