The Effectiveness of Human Resource Management Practiceson Employee Retention at National Hydrographic Centre (NHC)

Nor Asiah Mahmood*, Musa Paiman, Mohd Khairunie Mohammed and Mohammad Shaiful Suhaimee
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Nor Asiah Mahmood*: Asia Graduate School of Business,UNITAR International University, 3-01A, Level 2,Tierra Crest, Jalan SS6/3, 47301 Kelana Jaya,Petaling Jaya, Selangor Darul Ehsan, Malaysia
Musa Paiman: Asia Graduate School of Business,UNITAR International University, 3-01A, Level 2,Tierra Crest, Jalan SS6/3, 47301 Kelana Jaya,Petaling Jaya, Selangor Darul Ehsan, Malaysia
Mohd Khairunie Mohammed: Asia Graduate School of Business,UNITAR International University, 3-01A, Level 2,Tierra Crest, Jalan SS6/3, 47301 Kelana Jaya,Petaling Jaya, Selangor Darul Ehsan, Malaysia
Mohammad Shaiful Suhaimee: Asia Graduate School of Business,UNITAR International University, 3-01A, Level 2,Tierra Crest, Jalan SS6/3, 47301 Kelana Jaya,Petaling Jaya, Selangor Darul Ehsan, Malaysia

The Journal of Social Sciences Research, 2018, 431-436 Special Issue: 2

Abstract: Human Resource Management (HRM) practices play a crucial role in an organization. HRM practices consist of appropriate tools that need to be analysed and suited to the organization’s objectives. This paper studied employee retention at the National Hydrographic Centre (NHC) and how each selected HRM function can meet its objectives. The objective of this study was to explore and examine the training, compensation, empowerment and appraisal practices toward NHC’s employee retention. The framework was adopted from (Hong et al., 2012) on how to retain the best employee and engage them with the NHC community. Four hypotheses were developed based on this framework to study the relationship between the four constructs with employee retention. Using Google Form, 251 questionnaires were distributed to the NHC personnel from the Sections and Unit under the NHC structure, and 200 questionnaires were returned. Statistical analysis was used to analyse the data. The results showed that all the variables were significant, with ? = 0.580 for training, ? = 0.452 for appraisal, ? = 0.363 for compensation, and ? = 0.284 for empowerment. The findings serve as an added value added for HRM practitioners and a guideline for future HRM practices to implement new policies, new benefits to the staff welfare and HRM programmes.

Keywords: Human resource management practices; Employee retention. (search for similar items in EconPapers)
Date: 2018
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