What we don´t measure about human resources: towards a conceptual framework for analysing the role of soft variables in human resources management modelling
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Low retention of valuable employees and difficulties in finding qualified candidates for recruitment are two issues managers face in Romania, but are a growing concern around the world (Deloitte, 2004; Holton & Naquin, 2004). High turnover of specialists disrupts organizational continuity (Lum, et al,1998) and the current policies don’t seem to have the expected results, according to the field study of the author. We suspect that the cause of inefficient policies lies in a misperception of dynamics, ignorance of feedback loops and of intangible stocks, like the job satisfaction of employees. Although well documented in psychology literature (Lichenstein, 1998), the influence of job satisfaction on turnover seems to be ignored by the policy makers. We test policies that account for the determinants of job satisfaction and show that the outcome of such policies is better than the current ones. Implications for HR policy design and directions for future research are indicated.
PublisherThe University of Bergen
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