The relationship between employees' perceptions of human resource management and their retention: from the viewpoint of attitudes toward job-specialties

Abstract

The purpose of this study is threefold. The first one is to investigate the relationship between employees' perceptions of human resource management (HRM) based on the commitment model and their turnover intentions (retention). The second one examines the relationship between employees' attitudes toward job-specialties and retention. The third one analyzes the impact of attitudes toward job-specialties on the relationship between employees' perceptions of HRM and retention. The facts and conclusions presented in this paper were obtained from a study of 400 employees. For the first one, the results of a multiple regression analysis showed that perceptions of rewards based on fair appraisal and job security have an effect on retention and moreover, overall perceptions of HRM increased retention. For the second one, results of a multiple regression analysis showed that inter-organizational career self-efficacy has a negative effect on retention. On the other hand, no relationship was observed between specialty commitment and retention. For the third one, inter-organizational career self-efficacy did not have an effect on the relationship between perceptions of HRM and retention but specialty commitment improved the relationship. As a whole, the importance of employees' attitudes toward job-specialties on the multi-step process model of retention and its diverse impacts and relationships were clarified.

Keywords:

• attitudes toward job-specialties
• inter-organizational career self-efficacy
• perceptions of human resource management
• retention
• specialty commitment
• turnover intention

Acknowledgements

This study was based on a presentation made at the 14th Annual Convention of Japanese Association of Administrative Science held on 26–27 November 2011, in Tokyo, Japan.