دانلود رایگان ترجمه مقاله رابطه بین گزینش راهبردی و حفظ کارکنان در بانک های تجاری کنیا (نشریه sciedu 2015) (ترجمه رایگان – برنزی ⭐️)
این مقاله انگلیسی ISI در نشریه sciedu در ۱۱ صفحه در سال ۲۰۱۵ منتشر شده و ترجمه آن ۱۷ صفحه میباشد. کیفیت ترجمه این مقاله رایگان – برنزی ⭐️ بوده و به صورت خلاصه ترجمه شده است.
دانلود رایگان مقاله انگلیسی + خرید ترجمه فارسی | |
عنوان فارسی مقاله: |
رابطه بین گزینش راهبردی و حفظ کارکنان در بانک های تجاری کنیا |
عنوان انگلیسی مقاله: |
Relationship between Strategic Recruitment and Employee Retention in Commercial Banks in Kenya |
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مشخصات مقاله انگلیسی (PDF) | |
سال انتشار | ۲۰۱۵ |
تعداد صفحات مقاله انگلیسی | ۱۱ صفحه با فرمت pdf |
رشته های مرتبط با این مقاله | مدیریت |
گرایش های مرتبط با این مقاله | مدیریت منابع انسانی و مدیریت استراتژیک |
چاپ شده در مجله (ژورنال) | مجله بین المللی مدیریت بازرگانی – International Journal of Business Administration |
کلمات کلیدی | حفظ کارکنان، مدیریت منابع انسانی، گزینش راهبردی مدیریت |
رفرنس | دارد ✓ |
کد محصول | F1204 |
نشریه | Sciedu |
مشخصات و وضعیت ترجمه فارسی این مقاله | |
وضعیت ترجمه | انجام شده و آماده دانلود |
تعداد صفحات ترجمه تایپ شده با فرمت ورد با قابلیت ویرایش | ۱۷ صفحه با فونت ۱۴ B Nazanin |
ترجمه عناوین تصاویر و جداول | ترجمه شده است ✓ |
ترجمه متون داخل تصاویر | ترجمه نشده است ☓ |
ترجمه متون داخل جداول | ترجمه نشده است ☓ |
درج تصاویر در فایل ترجمه | درج شده است ✓ |
درج جداول در فایل ترجمه | درج شده است ✓ |
کیفیت ترجمه | کیفیت ترجمه این مقاله متوسط میباشد |
توضیحات | ترجمه این مقاله خلاصه میباشد و مشکل ویرایشی دارد |
فهرست مطالب |
چکیده |
بخشی از ترجمه |
چکیده |
بخشی از مقاله انگلیسی |
Abstract The purpose of the study was to examine the relationship between strategic employee recruitment practices and employee retention in commercial banks in Kenya. A survey design was used to gather the information needed to achieve the objectives. Qualitative and quantitative techniques were used. The study was carried out in commercial banks in Kenya which had operating Licenses from the Central bank of Kenya. Questionnaires were used to collect the data. The data was analysed using descriptive statistics mainly percentages and frequency distribution. Correlation and regression analysis were used to test the relationship between the variables. The study established that the organizations practiced strategic recruitment such as the use of associations, psychometric tests, websites, targeting specific professionals, employing head hunting strategies, offer incentives, ranking of potential candidates and utilization of internet and other technologies which influenced the employee recruitment. The study concluded that the strategic employee recruitment influenced the employee retention. The study recommended that the management of all commercial banks should embrace strategic recruitment with the view of retaining their talents and thereby cutting the cost of recruitment and the loss of talents which are valuable to the organizations’ competitiveness.. ۱٫ Introduction Organizations are open systems operating in turbulent environment (Johnson & Scholes, 2002). They can also be conceived of as complex networks of relationships between workers and managers of different grades within and between teams (Wright 2003). Globalization and its forces have also led to increased awareness and made customers to put pressure for better value products and services thus necessitating development of service quality strategies through the understanding of quality as perceived by the consumers of the services and products. The banking sector in Kenya is governed by the companies Act, the Banking Act, the central bank of Kenya act and the various guidelines issued by the central bank of Kenya (GOK). The central bank of Kenya which falls under the Ministry of finance docket is responsible for formulating and implementing monitoring policy and fostering the liquidity, solvency and proper functioning of the financial system. The banks have come together in Kenya under the Kenya bankers association which serves as a lobby for the banking sector interests. This forms a forum to address issues affecting the members (Central Bank report, 2008). The commercial banks in Kenya have experienced increased competition for staff over the last few years resulting from increased innovations among the players and new entrants into the market (GOK). A circular from the central bank of Kenya highlights that due to the need for business continuity Management and to ensure that business operations are not adversely affected in the event of a major operational disruption, there is the minimum standards all supervised banking institutions must implement. Most banks in Kenya have embraced online community banking because of the developing interest in buying and selling goods online. Online banking such as Visa have given reason for the bank managers to rethink their strategies in taming the on line market. There has been a stiff competition in Kenyan banking industry in order to serve an informed generation. Most of the banks in Kenya have embraced their strategies in targeting Kenyans in the Diaspora because they are believed to send a lot of money to the banks in Kenya. The strengthening of the Kenyan economy for the last ten years due to the changes in governance has seen a major transformation in the banking industry. Commercial banks have been opened throughout the country to provide financial services. According to Wright (2004), (HRM) practices are key agents in building and maintaining trust and they permeate an organization and shape the employment relationships. Employees interpret human resource practices and the trustworthiness of management as indicative of the personalized organization’s commitment to them. Perception of an organization’s fairness and trustworthiness can be shaped through human resource policies and practices .Within each organization the choices of strategies and policies offer statements of intent and the nature of their implementation and delivery provides tangible evidence of the extent to which management’s intentions are genuine and can be trusted (Skinner 2004). Implementation of the various (HR) policies and the consistency of their implementation are important as they provide tangible evidence of the fairness of the organization Armstrong (2002). According to Tzafrir (2005) trust in senior management is more likely to be based on the outcomes of organizational decisions and less on their interpersonal attributes meaning that it is not just the outcomes of organizational decisions that are important but also the way the said decisions are communicated. Porter (2007) highlighted that a set of high performing human resource practices such as recruitment, training, job design, participation, teamwork, work life balance and rewards were noted as important aspects in attainment of Job fit and this in the long term implies that people experience better fit with the job and the organization when more extensive human resource practices are in place. Storey (2000) says that after organizational entry, in the training, performance appraisal, recognition and reward stages of the Human resource cycle, organizations continue to manage fit levels. Training and development practices are used not only for enhancing skills and knowledge needed to perform well in the job but also for strengthening the desired values. Ashleigh (2007) noted that the safety of the training environment is crucial for team members to learn about each other and develop trust. The supportive environment also fosters positive feelings about working with other team members. According to Dimba (2010), management of performance within organizations’ is widely accepted as being crucial in the achievement of various significant outcomes related to organizational success, including the productivity and quality of employees, their commitment and job satisfaction and consequently forms a key component of human resource management strategy and practice. Performance appraisal is a system that assesses the quality and quantity of an employees work. According to (CIPD, 2005) human resource strategies reflect the philosophy of senior management with regard to the treatment of human resources and address the various activities related to their management, meaning that the HR function supports corporate goals by developing and implementing people management practices which engage employees and encourage them to direct their efforts towards the achievement of organizational goals. Dimba (2010) gives that strategic human resource management practices that best predict high performance are training and development and compensation practices coupled with motivation. Luthans (2005) noted that the strategic human resource management practices for competitive advantage are: information sharing, job design, programmes, job analysis methods, participation programmes, incentive based compensation, benefits, training, grievance, selection and staffing and performance appraisal. Stavrou (2005) found that the best human resource management practices are: training, share options, profit sharing, group bonus, merit pay, joint HR management bundle, communication( on strategy, finance, change work organization) career, and wider jobs. Ulrich (2005) identified the need for the HR professionals to move away from traditional HR specialisms and create a range of new roles which focus on business outcomes and organisational performance. He identified the need for Human Resource professional to become business and strategic partners who are crucially involved with senior managers and line managers in strategy execution and value delivery and driving change together with being an employee champion and a functional expert. The discussion of strategic human resource management and human resource strategies emphasizes the role of the human resource practitioner as a business partner (CIPD 2005).. |
دانلود رایگان مقاله انگلیسی + خرید ترجمه فارسی | |
عنوان فارسی مقاله: |
رابطه بین گزینش راهبردی وحفظ کارکنان در بانک های تجاری کنیا |
عنوان انگلیسی مقاله: |
Relationship between Strategic Recruitment and Employee Retention in Commercial Banks in Kenya |
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