[雙語(yǔ)翻譯]員工離職人才流失外文翻譯--人力資源管理實(shí)踐對(duì)員工離職的影響（英文）

1、 Procedia - Social and Behavioral Sciences 156 ( 2014 ) 223 – 226 Available online at www.sciencedirect.com ScienceDirect1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access article

2、 under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Peer-review under responsibility of the Kaunas University of Technology. doi: 10.1016/j.sbspro.2014.11.178 19th International Scientif

3、ic Conference; Economics and Management 2014, ICEM 2014, 23-25 April 2014, Riga, LatviaThe impact of human resource management practices on employee turnoverIveta Ozolina-Ozolaa*a Riga Technical University, LatviaAbstrac

4、tThe aim of this research was to identify the human resource management practices that are effective for employee turnover reducing. For this purpose the methods of document analysis and expert survey were used. On the

5、basis of analysis of the scientific literature retrieved from academic databases the human resource management practices, which were mentioned in connection with employee turnover, were detected and described its effec

6、t on employee turnover. By conducting two separate expert surveys the initial information about the spread of some identified human resource management practices and about the potential effectiveness of these practices

7、 in Latvian organisations, is acquired and analysed. © 2014 The Authors. Published by Elsevier Ltd. Peer-review under responsibility of the Kaunas University of Technology.Keywords: Human resource management practic

8、es; employee turnover; Latvia.1. IntroductionEmployee turnover as indicator reflects the rate of employees leaving the organisation in relation to the average number of employees in the organisation during the reporting

9、 period. As recent reviews of employee turnover studies show (Holtom et al., 2008; Steel McElroy et al., 2001), workforce performance (Shaw et al., 2005), instrumental communication and behavioural *Corresponding auth

10、or. Tel.: +37126533278 E-mail address: iveta.ozolina-ozola@rtu.lv© 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-n

11、c-nd/3.0/). Peer-review under responsibility of the Kaunas University of Technology.225Iveta Ozolina-Ozola / Procedia - Social and Behavioral Sciences 156 ( 2014 ) 223 – 226 “References Available”, and chosen art

12、icles written in English, Latvian or Russian language. The search in both databases was not restricted by article’s publication data. The results of literature search were narrowed by excluding articles 1) explored onl

13、y “turnover intention”, 2) based only on qualitative methods, 3) lacking the quantitative results of research, or 4) analysed employee turnover only in governmental institutions. After assessing of selected articles’ q

14、uality, the thematic analysis and integrated review were conducted. Additionally to seeking the employee turnover and human resource management practices relationships, the special attention was focused on finding of e

15、vidences related to Latvian organisations in this scope. As the preliminary search results, obtained from global academic databases, revealed only a few relevant studies the Electronic Union Catalogue of Latvian librar

16、ies, Google Scholar and Google were used to collect and analyse information comprising theme of employee turnover in Latvian organisations. To find out the spread of some identified effective human resource management p

17、ractices and to evaluate its potential effectiveness to reduce employee turnover in Latvian organisations the expert survey method was applied. Two separate expert groups were formed. Both groups consisted of Latvian r

18、esidents. First expert group included 14 experts with academic or practical experience in human resource management field. The experts of this group were offered to evaluate the spread of each of the 18 human resource

19、management practices in Latvian organisations separately for private and public sector. The list of 18 human resource management practices was adapted from Guest’s research (Guest, 2000) about high commitment-human res

20、ource management practices. The level of the spread of each practices was measured on a 5-point Likert scale (0 = this practice practically is not applied, 4 = this practice is applied very extensively), and then was an

21、alysed with descriptive statistics methods. The difference between experts’ opinion sets concerning private and public sectors was checked using the non-parametric method - Wilcoxon criterion. To get view about the pote

22、ntial effectiveness of explored above practices in Latvian organisations the second expert group was formed. This expert group included other 18 experts, 8 of them were without experience in human resource management,

23、and 10 experts had such experience. The experts were offered to evaluate, in what extent each of the 18 human resource management practices enhance separately the employee commitment and the employee performance in Lat

24、vian organisations. The level of the potential of each practices was measured on 4- point scale (1 = this practice reduce, 2 = has not effect, 3 = enhance, 4 = very enhance the employee commitment/performance). Also the

25、 experts were offered to select at least 5 most effective practices, separately for employee commitment and performance, and to rank them (1= the most effective). Further the data was analysed with descriptive statisti

26、cs methods and non-parametric method -Wilcoxon criterion. Besides of the analysis of central tendency and difference in human resource management practices’ scores given to employee commitment and performance the diffe

27、rence between opinions of experts with or without the experience in human resource management field is analysed.3. ResultsThe identified human resource management practices associated with low employee turnover could be

28、 grouped into following categories: job design; recruitment and selection; induction; training and development; succession planning; compensation and reward; performance management; internal communication; involvement;

29、 equal opportunities; employment security and prestige. There is a lack of scientific research of human resource management impact to employee turnover in Latvian organisations. The results of first expert survey revea

30、led the insufficient spread of effective human resource management practices in Latvian organisations in both the private and public sector. The Wilcoxon test reported that there is not any significant difference obser

31、ved in average scores of the evaluation of private and public sectors (at P-value less than 0.05). The average scores of the spread of effective human resource management practices in private and public sectors are sim