NAME: Usman Ahmed

I.D: (12680)
COURSE: APPLICATION of BUSINESS
RESEARCH

RESEARCH
Contents
ABSTRACT:............................................................................................3
INTRODUCTION:...................................................................................3
Hypothesis:...............................................................................................7
Literature Review:....................................................................................7
HR Practices:..........................................................................................8
Employee Retention:..............................................................................9
Employee development:.......................................................................10
Motivation:...........................................................................................10
METHODOLOGY:................................................................................11
Result and analysis:................................................................................12
CONCLUSION:.....................................................................................20
RECOMMANDATION:........................................................................21
REFRENCES:.........................................................................................21
 THE IMPACT OF HUMAN RESOURCE
MANAGEMENT PRACTICES ON EMPLOYEE
RETENTION:

ABSTRACT:
The motive and the purpose of this is to identify and to examine the Human Recourse practices
and (HR) activities which promote the employee retention in the organization.HR practices
reduce the reason which they impact on employee retention This study collected data from
different banks, and the sample size of this study was 150 but by giving the questionnaire to
employee and achieved 110 respond from them. The questionnaire developed with the help of
research literature review to measure the Employee retention and HR practices, these practices
and employee training and employee development increase the employee retention, regression
disclose the significant results of the impact of HR practices on employee retention. Motivation
and employee development has a positive way for employee retention and in other way de
motivated employee and increasing the turnover rate has a negative impact on employee
retention, this study gives guide and highlight the way to make better strategies for employee
retention. HR practices retain the core employees and make effective strategies for them this
thing ultimately improve the employee retention.

INTRODUCTION:
According to researcher, today’s world organization face different types of problems and challenges the
main challenge is how to retain your employee for long term retention due to increase the market
competition , employees are the backbone and the main asset for their organization , employees are play
vital and an important role for their organization for achieving goals and objectives and for more
productivity and generate the more output, It is a crucial thing for any organization for hiring the
employees , organization always search out that employees and invest time and money for their
employees who will return good aspects, but due to primary reasons employees leave their jobs and do
not make their retention for long-term, but some major factors researcher going to discuss in research
paper because that some reasons are the main factor that employees are giving resign and leave their jobs,
like, job is not fitted as per the employees expectations, some managers or boss gives lots of workload
and give stress on employees shoulders, lack of trust and appreciation and the most important thing is that
factors to enforce the employee to leave their jobs, organization takes lots of work with their employees
but do not give best salary package and after retirement benefits most of the important thing is employees
wants good environment from their organization, salary package and motivation moving ahead, if
organization terminate their employees without any authentic reason the image of that organization will
be down, every organization wants more productivity and more profit from their employees performance,
HR practices are the basic pillar of employee performance, there are many different practices to retain the
employee retention and increase the productivity of an organization, if organization invest confidence,
time and trust to their employees, it will direct impact on employees retention, some organization may not
bear employee turnover and high compensation and salary packages due to situation of monetary terms
these type of organization gives low salary package and give short time of period and take lots of work,
organization terminate the older experience employees and hiring the new employees, it direct impacts on
employee retention, if employee command on their skills and performance the no one can stop enhancing
to generate the more output either they are older employees or newer employees Organizations and its
implications for the sustainability and flourishing of the practical environment like social, natural and
economic environment which help employees to stay in the organization meanwhile company have to
keep the costs which directly links with employee turnover which is around 2.5 times greater than their
wages. Organization bear some employee turnover issues which may not abide the costs in financial
terms. If we suppose that overall workload would remain persistent then work load of short time
gradually increases on different employees that’s effect their daily basis performance results their
motivation level will down towards negativity. Specifically organization losses their quality employees
that can be very beneficial for the organization in long term., (Yamamoto, 2011). Successful Employee
retention we can’t say it depends upon one particular approach. The Factors which depends the employee
to stay in the organization mainly are Compensation should be economical, open communication
networks in the organization, Expectations from the operative should be pure to them, Offer some special
financial prizes, mentoring, seeking new techniques or technologies which leads them beneficial in the
future, (Musser R. L., 2001).The authors discussed about the retention strategies, like appreciation,
mentoring, personal communication, confidence and they also discussed about the reward, it plays an
important role and it impacts on employee performance and productivity (Freyer, 2014). According to
this researcher there are many different types of HR practices, to retain and to increase the employee
retention and it helps to generate more productivity for organization, (khan, 2014). ) The HR manager
must know how to retain their employees and how to increase the time of their employees retention,
because manager makethe employees and select them for increasing the goodwill of organization,
(Wisnefski, 2008). Employee retention depends the how to employee utilize their time on an end specific
goal and how to perform their task effectively, practices are the important key to retain the employee for
long-term time period, (Frank, 2014). According to this researcher highly motivated employees work hard
and generate the more productivity for their organization, they try to achieve the goals for the
organization and try to make better results, yearly bonuses and incentives and other rewards make them
happy and increase their trust level and confidence level (Awolusi, 2013). Especially enthusiastic
employees have an ability and skills to work in a better way, employee development is a main thing for
an employee this thing built their confidence level and they expect the training for the best performance,
employee development is a beneficial thing for every organization. Moreover according to researcher, the
background of the study is retention, every generation has different types of people who worked in past,
every type of generation has many different characteristics and their own way how they performed their
task and how they work in organization, according to previous study this idea has been taken from
previous study the employee retention has begun in 1970’s and in 1980’s , the organization has been
unaware by keeping the employees retention, before this people doing their jobs to full fill their basic
needs and give long time period to organization, but when the study of background some major issues
appeared, generation X , that type of employees dislike to do work, did not take responsibilities and
depend on their managers and they are lazy, managers monitor their employees and had been taken work,
and managers motivated them externally by giving some type of sources like salary, incentives etc., but
employees totally depends on their managers, generation Y, these type of employees had taken
responsibilities , do did work effective and used intuitive factor to generate output effectively and they did
not relay on their managers, they love to do their job they worked hard and worked efficiently, that type
of employees create good environment atworkplace and did not make their managers feel disappoint ,
managers motivated them internally . Generation Z, that type of employees, hard worker, more effective
ideas, high prediction, and promote their work, that type of generation are good decision makers as well,
organization invest on them their confidence and trust, to increase the accountability of employees and
retain the employees, but some issue directly and indirectly impact on employee retention that are low
compensation, after retirement benefits, take more and more work from their employees, according to X
generation many people give up on that time and had given resign, older managers had taken lots of work
from their employees, and gave them limited time to do that work, generation Y, although that employees
satisfied their managers but sometime managers wants more productivity from their employees and invest
less but expect more productivity, generation Z employees although there were did best and they had an
multiple ideas for resolving the conflicts but they more wants benefits and reward from the organization,
in x,y,z generation somehow they did not satisfy their organization and somehow organization did not
satisfy from them, these are the some aspect from behind the short term employee retention. Furthermore
there are many variables to impact on employee retention, either it will be long-term retention or
it will not be, today’s world organization do not focus on HR practices, that practice to increase
the employee retention and stay them in long term basis, many talented employees and many
creative mind employees increase their retention but due to some factors they will not be able to
do so. Many researchers highlighted the problem of employee retention and also define the ways
how to retain the employee for the organization. Demotivated employee switch their jobs, and
skillful employees expect the employee development training, many organization do not provide
the HR practices to their employees, this main issue to enforce the employee to quit their jobs,
and see the other job. Many variables which can impact on employee retention, Employee
development, motivation, HR practices. According to researchers, (Montgomery D. J., 2006);
(Roberts & Outley, 2002) (Miller, 2006), HR practices, employee development and motivation
increasing the employee retention. Retain the employee is the hard task for the organization,
researchers highlighted the main variables which they enhance the employee retention and built
their trust level. The main thing in this study is highlighted the factors which they help to retain
the employee and employee do not think about leave their job, like if organization focus on the
employee turnover rate and make the good motivational strategies, selection skillful employees
for their work level, select right person to the right job, focus on reward system, monitoring
system and many other factors to retain the employee for the organization.

This study is about the impact of employee retention on employee performance, some following
objectives are as:

To find out the impact of HR practices on employee retention.

To find out the impact of employee development on employee retention

To find out the impact of motivation on employee retention. Employee retention is a crucial problem in
today’s world, researcher focus on that factors which are making the reason to impact on employee
retention, many organization do not know what employees expect from them, every organization wants to
generate the more output and in this situation they hire and fire many employees without any significant
reason, but some variables generate positive and direct impact on employee retention to make them
enhance their confidence level and to give them some reason to stay more in organization, if organization
focus on employee performance and make them and guide them on right path they will motivate and work
with highly effectively and efficiently organization retain the employee if they focus on their employees
needs then employees perform their task effectively beyond the thoughts of manager, stronger employee
are the precious asset for their organization and also they are the backbones, highly strong employee
disappoint their organization, then the morale of that employees will be down and it direct impact on
goodwill of that organization.

Hypothesis:
HO1: there is no impact of HR practices on employee retention.

HA1: there is an impact of HR practices on employee retention.

HO2: there is no impact of employee development on employee retention.

HA2: there is an impact of employee development on employee retention.

HO3; there is no impact of motivation on employee retention.

HA3: there is an impact of motivation on employee retention.

Literature Review:
The main and important purpose of this research is examine the main reasons which they become
the major factors to impact on employee retention and the way we use to overcome it, there are
so many researches and in every researches has different types of problem that researcher talk
about it, but by applying these ways to resolve the conflicts and to reduce this problem , and
increase the employee retention. Retaining the employees is the crucial thing in tody’s world,
every organization wants increase turnover and employees play vital role for achieving goals and
objectives. Employee retention is the maion thing in today’s competative world, organzation
hard to retain their employees, and came to know about their needs , not every employee expect
the reward from the organization, employee behaviour and their expectations hard to know, but
organization makes the strategies and provide that type of work to employee which they can do
on the behalf of their skills, many studies mentioned this thing that, HR is not only a single
sourse to retain the employees, and judge and develop their skills level, this author highlighted
this thing in the research when the employees want to learn more and ask about the practices of
HR then that employee loyal with the organization and shows their interest level for the
organization productivity (Brum, 2007). according to this author employee development is a
basic need for any organization, training tell to employees the right path and give better way to
chose how they perform their task and achieve the organization goals, training increase the
employee retention and make commitment with the organization (R., 2011). Turn over the
employee is a major factor and important thing for the employee retention, it directly impact on
the employee retention, organization try to provide specific training for the specific purpose, this
type of training impact the employee performance and increase their development level, this
thing leads the employee opportunities and their commitment make strong (Fheili, 2007).
Employee retention is a major issue that are facing many organization and this thing impact on
the organization goodwill, employee is a main asset and valuable thing for any organization, but
employee retention is the main thing and its more important the employee development,
(Ahlrichs, 2000). Turnover cost impact the employee retention and securities expenses reduction
the employee turnover rate, if employee turnover rate is high then this thing reduce the employee
retention (kotze, 2005). Motivation is the key to lead the employee and make them strong,
according to this researcher employee first think about the salary package and the incentives,
expectations relate the employee motivation, motivated employee do not think about leave their
job easily (Miller, 2006).

HR Practices:
Many researches and studies define and talk about the HR practices, HR practices is an important
thing for any organization it directly impact on employee retention, different types of training and
developing to polish their employees and helping for achieving goals and objectives. Fast era and fast
technologies rapidly changing the work environment. Employees have an ability to work with new ideas
and innovations, in this situation HR helps to motivate those employee who wants to work in a better way
and generate the more productivity for the organization. The biggest challenge in this era is how to
provide the advanced level of HR practices which can help the experience employees and also for a new
one talented employees have many different ideas to achieve the organizational goals. HR practices
improve the employee retention, reduce the absenteeism. Therefore many researchers collect the
information about HR practices which improve the quality of work and reduce the reasons of employee
retention. HR practices always give the right path to employee for the better work, good strategies and
contingency plan make better work for the organization. According to this researcher training may help to
make innovative ideas and create better work environment for new employees and HR practice built their
confidence level with the help of strategies and contingency plans (Paul & Anantharaman, 2003).
According to this study HR focus on the best practices and commitment with the right person and provide
better practices to employee so this thing make a better result for the organization, (Miller, 2006).
According to this study Innovative HR practices retain the employee and increase the effectiveness in
employee’s works, employee do work efficiently and generate more output. (Dessler, 1999). According to
these researchers (Becker & Gerhart, The impact of human resource management on organizational
performance., 1996); (Becker & Huselid, An interview with Mike Losey, Tony Rucci and Dave Ulrich,
1999) HR practices play a vital role for any organization for an achieving the organization goals and
make new strategies for better quality of work.

Employee Retention:
Employee retention is the backbone of any organization, employee retention define the employee
reliability and their work performance, organization cannot stop the employee from leaving their jobs,
until unless they have an any plan to increase their trust level, organization always have an contingent
plan for the employees, motivated employee always shows their interest level to their organization,
employee retention does not always depend on HR practices and motivational level, it depends the
organization environment and their other workers who already work in the organization, employee does
not always think about the best job and incentives, sometimes employee wants to utilize their skills and
want to learn more from their organization and expect good response from their organization, stress out
workers always think more about the organization and generate more productivity for the organization,
when employee feels lack of appreciation and lack of trust from their organization so then their
confidence level decrease and this thing impact on employee retention, peaceful environment is the
beneficial thing for any employee . relation of managers with employee tells about the positive and
negative impact on employee retention, if organization realize to their employee they are important and
valuable asset for their organization and built their confidence level and provide technical and necessary
information and knowledge, and create the good environment for them, and high their moral ideas and
values, so these things automatically appreciate the employees and they won’t have any reason to leave
their jobs, to retain the employee is not an easy task for any organization, so then if organization use
strategies and predict the employee behavior and appoint the right person in the right job so then
employee turnover will be increase. According to this researcher, there are many ways to reduce the
reasons, why employees quit their jobs, management has right to find out the reason why employees
leaves their jobs rapidly, if management give proper treatment to employees, then they have no reason to
quit their jobs Invalid. According to this researcher appreciation is a better way to retain the employee for
long-term, HR practices recognize the employee’s skills which impact on employee retention (Chew &
Chan, 2008).
Employee development:
In actual manner employee development is a key for an employee retention, with the help of HR
practices employee develop their skills and easily do any task which organization give them,
many competitors generate better results for their organization and many are not perform their
task because they have an ability to do but the due to some reasons they not perform easily.
According to this study employee development helps to increase the employee retention when
the organization meets their needs and know about the right person for the right job,
(Montgomery D. J., 2006).according to this study when the organization meets the employee
needs, and expectation level, then they provide the training programs and provide the better way
to do work, and select those employees who are capable to do work with efficiently and
effectively (Roberts & Outley,, 2002). According to this study organization must pay an attention
to employee development, employee development is the main reason to increase the employee
retention, organization focus on the training and make better environment for an employee so the
employee give attention to the goals and try to achieve them goals, (Anantharaman & paul,
2003).

Motivation:
The study shows the employee expectation and their behavior with the organization, motivation
is a basic thing for any employee, when organization came to know about the needs and wants of
the employee and give task and then invest confidence to them then employee motivate with the
organization, fresh employee wants to create more ideas and innovation in their work, different
organizations have different perception to motivate their employees and retain the employee,
satisfaction is the basic pillar of an employee and motivated employee always got satisfy from
their organization, motivation has different things, appraisal system, yearly evaluation, to see the
best performance of the employees and give them rewards, bonuses and incentives etc.
According to this study all the employees do not know about the work force diversity and many
employees belong to different cultures they do not have proper information about the work
environment and have no proper way to work with efficiently , employee development retain the
employee and retain employee always first thing about their work or task good employees
always prepare for the future complexity and they have an contingency plan, they achieve goals
in a specific time period and they get then reward from their organization, organization
understand and came to know the employee needs and wants some employees already motivated
from internal they expect the organization from the external source, motivated employee always
a precious asset for the organization, (Bennet, 1995). Motivation is the very important factor of
the employee retention , organization thinks about the benefits of the employee and planning for
their incentives, the ultimately employee give best performance, employee retention is connected
with the motivation , stability makes the remain goodwill and makes more productivity for the
organization (Hackett, 1998).

Employee retention is the main thing and its more important the employee development,
(Ahlrichs, 2000). Turnover cost impact the employee retention and securities expenses reduction
the employee turnover rate, if employee turnover rate is high then this thing reduce the employee
retention (kotze, 2005). Motivation is the key to lead the employee and make them strong,
according to this researcher employee first think about the salary package and the incentives,
expectations relate the employee motivation, motivated employee do not think about leave their
job easily (Miller, 2006).

METHODOLOGY:
In this research, researcher focus on the aimed and find out the results impact of HR practices on
employee retention. The questionnaire developed for the collecting data to examine the
independent variable (HR practices) and the dependent variable (Employee retention) this
questionnaires distribute the people and this is based on non-probability sampling in
questionnaires has 7 type of statement which related to the all variables, statement asked from
employees which was based on 5likert scale . The collected data analyzed by excel data and on
SPSS.

This questionnaires was conducted from the public sector, this research is link to the employee
retention and organization. Many organization focus on the training and providing the HR
practices to employee retention, organization promote the employee and retain as well, people
who work in organization are satisfied and dissatisfied opinion. The sample size is 110 and the
collect data from the banking sector, the questionnaires was filled by the distributing
questionnaires on banking sector and send the online Google forms to different online banking
sector. The respond rate was 100 from the banking.
Result and analysis:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Skewness Kurtosis
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error Statistic Std. Error
HRPQ1 99 1.00 6.00 2.0909 1.16138 1.056 .243 .679 .481
HRPQ2 99 1.00 5.00 2.3030 1.04447 .896 .243 .492 .481
HRPQ3 99 1.00 5.00 2.2323 .90157 .543 .243 .048 .481
HRPQ4 99 1.00 5.00 2.2121 .87216 .606 .243 .317 .481
HRPQ5 99 1.00 5.00 2.3737 1.03594 .599 .243 -.218 .481
HRPQ6 99 1.00 5.00 2.4242 .91575 .513 .243 .482 .481
HRPQ7 99 1.00 5.00 2.3636 .97368 .224 .243 -.612 .481
EDQ1 99 1.00 6.00 2.1010 1.09260 1.281 .243 1.732 .481
EDQ2 99 1.00 5.00 2.1212 .91777 .725 .243 .616 .481
EDQ3 99 1.00 4.00 2.2929 .78575 .072 .243 -.441 .481
EDQ4 99 1.00 5.00 2.2020 .98954 .871 .243 .831 .481
EDQ5 99 1.00 5.00 2.3333 .93678 .726 .243 .597 .481
EDQ6 98 1.00 5.00 2.5000 1.00770 .401 .244 -.297 .483
EDQ7 99 1.00 5.00 2.4444 .99203 .541 .243 .173 .481
MQ1 99 1.00 5.00 2.1111 1.01909 .836 .243 .142 .481
MQ2 99 1.00 5.00 2.2323 .95648 .658 .243 .202 .481
MQ3 99 1.00 5.00 2.4141 .94772 .619 .243 .290 .481
MQ4 99 1.00 5.00 2.4545 1.01290 .487 .243 -.005 .481
MQ5 99 1.00 5.00 2.4242 1.02111 .532 .243 .001 .481
MQ6 99 1.00 4.00 2.0202 .88040 .784 .243 .150 .481
MQ7 99 1.00 4.00 2.0202 .85690 .259 .243 -.950 .481
SQ1 99 1.00 5.00 1.9899 .90908 .769 .243 .324 .481
SQ2 99 1.00 5.00 2.4040 .86802 .541 .243 .501 .481
SQ3 99 1.00 5.00 2.4040 1.03922 .679 .243 .193 .481
SQ4 99 1.00 5.00 2.7273 1.07683 .617 .243 -.041 .481
SQ5 99 1.00 6.00 2.4141 1.12495 .658 .243 .114 .481
SQ6 99 1.00 5.00 2.5556 1.04219 .318 .243 -.358 .481
SQ7 99 1.00 5.00 2.3838 .97632 .435 .243 .054 .481
RQ1 99 1.00 5.00 2.2525 .94051 .447 .243 -.275 .481
RQ2 99 1.00 4.00 2.3333 .85714 .386 .243 -.388 .481
RQ3 99 1.00 5.00 2.4444 1.09937 .544 .243 -.313 .481
RQ4 99 1.00 5.00 2.1818 .97273 .643 .243 .107 .481
RQ5 99 1.00 5.00 2.1717 .97980 .643 .243 .065 .481
RQ6 99 1.00 5.00 2.3939 1.03823 .597 .243 -.039 .481
RQ7 99 1.00 12.00 2.7576 1.55242 2.353 .243 11.463 .481
Valid N
(listwise) 98
Scale: ALL VARIABLES

Case Processing Summary

N %
Cases Valid 99 100.0
Excludeda 0 .0
Total 99 100.0
a. Listwise deletion based on all variables in the
procedure.

Reliability Statistics
Cronbach's Alpha N of Items
.731 7

According to (Cortina & Cortina, 1993) cronbach alpha acceptable value is 0.7 and according to
above table the value is acceptable.
Item-Total Statistics
Scale Mean if Item Scale Variance if Corrected Item- Cronbach's Alpha
Deleted Item Deleted Total Correlation if Item Deleted
HRPQ1 13.9091 13.961 .355 .725
HRPQ2 13.6970 12.785 .604 .657
HRPQ3 13.7677 14.548 .440 .700
HRPQ4 13.7879 14.353 .496 .689
HRPQ5 13.6263 14.114 .411 .707
HRPQ6 13.5758 15.022 .356 .718
HRPQ7 13.6364 14.030 .468 .693

RELIABILITY
  /VARIABLES=MQ1 MQ2 MQ3 MQ4 MQ5 MQ6 MQ7
  /SCALE('ALL VARIABLES') ALL
  /MODEL=ALPHA
  /SUMMARY=TOTAL.
Notes

Output Created 15-May-2018 17:54:05

Comments
Input Active Dataset DataSet0
Filter <none>
Weight <none>
Split File <none>
N of Rows in Working Data
99
File
Matrix Input
Missing Value Handling Definition of Missing User-defined missing values are treated
as missing.
Cases Used Statistics are based on all cases with
valid data for all variables in the
procedure.
Syntax RELIABILITY
/VARIABLES=MQ1 MQ2 MQ3 MQ4
MQ5 MQ6 MQ7
/SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA
/SUMMARY=TOTAL.

Resources Processor Time 00:00:00.032

Elapsed Time 00:00:00.015

[DataSet0] 

Scale: ALL VARIABLES

Case Processing Summary

 N %

Cases Valid 99 100.0

Excludeda 0 .0

Total 99 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's Alpha N of Items

.684 7

Item-Total Statistics

Scale Mean if Scale Variance if Corrected Item- Cronbach's Alpha

Item Deleted Item Deleted Total Correlation if Item Deleted

MQ1 13.5657 11.085 .502 .616

MQ2 13.4444 11.372 .502 .618
MQ3 13.2626 11.338 .516 .615
MQ4 13.2222 11.236 .481 .623
MQ5 13.2525 12.680 .248 .690
MQ6 13.6566 12.738 .320 .667
MQ7 13.6566 13.616 .186 .698

Scale: ALL VARIABLES

Case Processing Summary

N %
Cases Valid 99 100.0

Excludeda 0 .0

Total 99 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's Alpha N of Items

.731 7

Item-Total Statistics

Scale Mean if Scale Variance if Corrected Item- Cronbach's Alpha

Item Deleted Item Deleted Total Correlation if Item Deleted

HRPQ1 13.9091 13.961 .355 .725

HRPQ2 13.6970 12.785 .604 .657
HRPQ3 13.7677 14.548 .440 .700
HRPQ4 13.7879 14.353 .496 .689
HRPQ5 13.6263 14.114 .411 .707
HRPQ6 13.5758 15.022 .356 .718
HRPQ7 13.6364 14.030 .468 .693

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .915 .242 3.780 .000
EMPLOYEEDEVELOPMENT .131 .127 .108 1.031 .305
MOTIVATE .229 .097 .233 2.355 .021
HRPRACTICES .301 .096 .333 3.131 .002
a. Dependent Variable: RETENTION
 ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 9.168 3 3.056 13.961 .000a
Residual 20.576 94 .219
Total 29.744 97
a. Predictors: (Constant), HRPRACTICES, MOTIVATE, EMPLOYEEDEVELOPMENT
b. Dependent Variable: RETENTION

According to coeffecient value significance value should be less than 0.005 and according to above table
significance value is less than 0.005 and it is acceptable.

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .555a .308 .286 .46786
a. Predictors: (Constant), HRPRACTICES, MOTIVATE,
EMPLOYEEDEVELOPMENT

Correlations
RETENTION EMPLOYEEDEVELOPMENT MOTIVATE SATISFACTION
Pearson RETENTION 1.000 .387 .431 1.000
Correlation EMPLOYEEDEVELOPMENT .387 1.000 .425 .387
MOTIVATE .431 .425 1.000 .431
SATISFACTION 1.000 .387 .431 1.000
Sig. (1-tailed) RETENTION . .000 .000 .000
EMPLOYEEDEVELOPMENT .000 . .000 .000
MOTIVATE .000 .000 . .000
SATISFACTION .000 .000 .000 .
N RETENTION 98 98 98 98
EMPLOYEEDEVELOPMENT 98 98 98 98
MOTIVATE 98 98 98 98
SATISFACTION 98 98 98 98

Descriptive Statistics
Mean Std. Deviation N
RETENTION 2.3717 .55375 98
EMPLOYEEDEVELOPMENT 1.9592 .45777 98
MOTIVATE 2.2391 .56580 98
SATISFACTION 2.3717 .55375 98
 Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 1.000a 1.000 1.000 .00000
a. Predictors: (Constant), SATISFACTION, EMPLOYEEDEVELOPMENT,
MOTIVATE

Descriptive Statistics
Mean Std. Deviation N
RETENTION 2.3717 .55375 98
HRPRACTICES 2.2901 .61418 98
EMPLOYEEDEVELOPMENT 1.9592 .45777 98
MOTIVATE 2.2391 .56580 98
SATISFACTION 2.3717 .55375 98

Correlations
RETENTIO HRPRACTIC EMPLOYEEDEVELOPME MOTIVAT SATISFACTIO
N ES NT E N
Pearson RETENTION 1.000 .497 .387 .431 1.000
Correlatio HRPRACTICES .497 1.000 .538 .453 .497
n EMPLOYEEDEVELOPME
.387 .538 1.000 .425 .387
NT
MOTIVATE .431 .453 .425 1.000 .431
SATISFACTION 1.000 .497 .387 .431 1.000
Sig. (1- RETENTION . .000 .000 .000 .000
tailed) HRPRACTICES .000 . .000 .000 .000
EMPLOYEEDEVELOPME
.000 .000 . .000 .000
NT
MOTIVATE .000 .000 .000 . .000
SATISFACTION .000 .000 .000 .000 .
N RETENTION 98 98 98 98 98
HRPRACTICES 98 98 98 98 98
EMPLOYEEDEVELOPME
98 98 98 98 98
NT
MOTIVATE 98 98 98 98 98
SATISFACTION 98 98 98 98 98

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 1.000a 1.000 1.000 .00000
a. Predictors: (Constant), SATISFACTION, EMPLOYEEDEVELOPMENT,
MOTIVATE, HRPRACTICES
 GENDER
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 56 56.6 56.6 56.6
Female 42 42.4 42.4 99.0
3 1 1.0 1.0 100.0
Total 99 100.0 100.0

In frequency of gender it shows that there are 56% of male and 42 % of female respondents.
Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .915 .242 3.780 .000
EMPLOYEEDEVELOPMENT .131 .127 .108 1.031 .305
MOTIVATE .229 .097 .233 2.355 .021
HRPRACTICES .301 .096 .333 3.131 .002
a. Dependent Variable: RETENTION

ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 9.168 3 3.056 13.961 .000a
Residual 20.576 94 .219
Total 29.744 97
a. Predictors: (Constant), HRPRACTICES, MOTIVATE, EMPLOYEEDEVELOPMENT
b. Dependent Variable: RETENTION

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
a
1 .555 .308 .286 .46786
a. Predictors: (Constant), HRPRACTICES, MOTIVATE,
EMPLOYEEDEVELOPMENT
CONCLUSION:
According to researcher, employee is a basic asset for the organization and the significant
impact on HR practices on employee retention, this research disclosed the causes of HR practices
which impact on employee retention,

Researcher examined the results of relationship between the HR practices and employee
retention. This research proved that if HR practices provide in a proper way then every
organization can easily retain the employee, and this is a positive impact on employee retention.

RECOMMANDATION:
This research shows the results about independent variables and dependent variables, HR
practices make understanding level of the employees and train their skills to achieve the goals, in
organization do not provide the HR practices so then if organization provide the HR pactices
then employee will have a right path to do work and employees invest their interest for the
organization. Employee development play a vital role for the employee retention and some
employees have an ability to do their task efficiently but they do not take the employee
development training so then they do not complete their task and leave the task.

This competitive world the researcher find outs the solution for the employee retention because
many variables impact on the employee retention, but try to focus on that factors so then that
factors reduce the reasons which impact on employee retention, proper give HR practices helps
to retain employee.

REFRENCES:
Ahlrichs. (2000).
Anantharaman, N. R., & paul, A. K. (2003). Impact of people management practices on organizational
performance analysis of a causal model. . International Journal of Human Resource Management, .
Awolusi, D. O. (2013). Effect of Motivation on Employees’ job commitment in the Nigerian banking
industry. an Empirical Analysis. International Journal of Business and Innovation Research .
Becker, B., & Huselid, M. (1999). An interview with Mike Losey, Tony Rucci and Dave Ulrich. three
experts respond to HRMJ’s special issue on HR strategy in five leading firms, Human Res. Manag.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational
performance. Progress and prospects. Acad. Manag. J .
Bennet. (1995).
Brum, S. (2007). What impact does training have on employee commitment and employee turnover.
Schmidt Labor Research Center Seminar Research Series .
Chew, J., & Chan, C. C. (2008). Human resource practices, organizational commitment and intention to
stay. International Journal of Manpower .
Cortina, & Cortina, J. m. (1993).
Dessler, G. (1999). How to Earn Your Employees’ Commitment. Academy of Management Executive .
Fheili, M. (2007). Employee turnover: an HR risk with firm-specific context. Journal of Operational
Risk, .
Frank. (2014).
Freyer. (2014).
G, D. (1999). How to Earn Your Employees’ Commitment. Academy of Management Executive .
Hackett. (1998).
Hiroshi, Y. (2011). The relationship between employee benefit management and employee retention.  
The International Journal of Human Resource Management .
khan. (2014).
kotze. (2005).
Miller, D. (2006). Strategic human resource management in department stores. an historical perspective.
Journal of Retailing and Consumer services .
Montgomery, D. J. (2006). The relationship between training and retention. PhD Dissertation, Auburn,
Alabama .
Montgomery, D. J. (2006). The relationship between training and retention in a volunteer organization.
PhD Dissertation, Auburn, Alabama: Auburn University.
Musser, L. R. (2008).
Musser, L. R. (2001). Effective retention strategies for diverse employees. Journal of library
administration .
Musser, L. R. (2001). Effective Retention Strategies for Diverse Employees. Journal of library
administration .
Musser, R. L. (2001). Effective retention strategies for diverse employees. Journal of library
administration .
Paul, K. A., & Anantharaman, N. R. (2003). Impact of people management practices on organizational
performance. analysis of a causal model International Journal of Human Resource Management .
R., A. (2011). Strategic training practices and turnover intention: The mediating role of organizational
commitment. International journal of business .
Roberts, N., & Outley,, C. (2002). Innovation and resourcefulness recruit and retain a diverse staff in the
21st century. Parks and Recreation Magazine, .
Roberts, N., & Outley, C. (2002). Innovation and resourcefulness: recruit and retain a diverse staff in the
21st century. Parks and Recreation .
scott, b. (2007).
Wisnefski. (2008).
Yamamoto, H. (2011). The relationship between employee benefit management and employee retention.
The International Journal of Human Resource Management .