This study investigates the impact of human resource management (HRM) practices on employee retention and job satisfaction within Malaysia’s IT industry. The research centered on middle-management executives from the top 10 IT companies in the Greater Klang Valley and Penang. Using a self-administered questionnaire, the study gathered data on demographic characteristics, HRM practices, and employee retention, with the questionnaire design drawing from established literature and validated measuring scales. The study employed the PLS 4.0 method for analyzing structural relationships and tested various hypotheses regarding HRM practices and employee retention. Key findings revealed that work-life balance did not significantly impact employee retention. Conversely, job security positively influenced employee retention. Notably, rewards, recognition, and training and development were found to be insignificant in predicting employee retention. Additionally, the study explored the mediating role of job satisfaction but found it did not mediate the relationship between work-life balance and employee retention nor between job security and employee retention. The research highlighted that HRM practices have diverse effects on employee retention in Malaysia’s IT sector. Acknowledging limitations like sample size and research design, the study suggests the need for further research to deepen understanding in this area.

Human resources (HR) analytics is garnering increasing interest each year and is set to play a pivotal role in the development of human resources. In the present era, numerous companies are harnessing the power of analytics to gain a competitive advantage by comprehending all the vital aspects of their workforce by enhancing employee retention through leveraging HR analytics to inform strategic HR choices. Many companies are now incorporating analytical tools into their HR function as a fact-based approach to develop relevant strategies and make informed decisions in managing their workforce more effectively. However, HR faces several challenges in implementing data analytics. Talent management commonly utilizes data analytics to enhance employee engagement, including retention rates, recruitment, job satisfaction, and happiness. This paper discusses the adoption of HR data analytics to enhance employee retention in the workplace. This study delves into the significance of HR data analytics in the realm of employee retention, aiming to assess the efficacy of data-driven decisions. A thorough examination of scholarly publications was undertaken, encompassing both indexed and non-indexed papers sourced from reputable electronic databases to gain insights into the present understanding of HR analytics and its influence on employee retention. The discussion uncovers that HR analytics has a noteworthy impact on improving employee retention in the workplace.

The purpose of this study is to determine the relationship between the exogenous variables (administrative support, career placement & employability, academic staff support, institutional factors, and information systems) as service delivery quality dimensions with satisfaction and moderating variable (academic and social integration) between endogenous variables (satisfaction and retention) among undergraduate students from Malaysian private higher education institutions. In order to accomplish the objectives proposed with hypotheses, a model reflecting the relationship between service delivery quality dimensions and satisfaction moderated by academic and social integration towards retention is applied. This empirical study focused on probability-stratified random sampling with a final sample size of 309 students. This study achieved statistically significant positive results by emphasizing academic and social integration as a moderating variable to achieve student retention by linking Perceived Performance Theory and Tinto’s Interactionist Theory from satisfaction to retention. Evaluation of the structural model on the coefficient of determination for the model’s predictive accuracy in this study produced an R² = 0.85 for satisfaction, suggesting nearly 85% of the variance in endogenous latent construct satisfaction is explained by all the service delivery quality dimensions linked to it. As for retention produced R² = 0.74, suggesting nearly 74% of the variance in endogenous latent construct retention is explained by all the service delivery quality dimensions linked together with satisfaction and academic and social integration as moderator. The model has a substantial effect with 0.76 in the Goodness-of-Fit index, indicating that the model has better explaining power.

This study investigates the relationship between Corporate Social Responsibility (CSR) dimensions and employees’ satisfaction and retention for sustainability in banks.  Four components (economic, legal, ethical, and philanthropic) are analyzed CSR activities and their effects on employee’s satisfaction and retention in the company. Purposive and convenient sampling method was used to get the information from 221 participants. The entire form of the dataset is utilized to execute regression and correlation analysis using SPSS. In order to find out the relationship between economic, legal, ethical, and philanthropic factors and employee’s satisfaction and retention, regression beta coefficient and correlation were used to analyze. This study also examines the relationship between job satisfaction and intentions to retain with an organization. The findings demonstrate that the CSR aspects of ethical and philanthropic have a considerable and favorable influence on employee’s satisfaction. The outcome also demonstrates a good and prominent influence of legal CSR on the satisfaction of employee’s to retain with the firm. Moreover, this study demonstrates that economic aspect of CSR has no significant impact on employee’s retention and satisfaction. Correlation analysis depicts that economic CSR is positively and significantly connected with employee’s retention and satisfaction. This research came to the conclusion that enhancing employees view regarding CSR activities such as economic, legal, ethical, and philanthropic will increase employee’s satisfaction. Therefore, executives and managers in the banks should take steps to influence how employees see CSR areas in order to raise employee’s satisfaction and retention in the banks for sustainability.

Improving the practical skills of Science, Technology, Engineering and Mathematics (STEM) students at a historically black college and university (HBCU) was done by implementing a transformative teaching model. The model was implemented on undergraduate students of different educational levels in the Electrical Engineering (EE) Department at HBCU. The model was also extended to carefully chosen high and middle schools. These middle and high school students serve as a pipeline to the university, with a particular emphasis on fostering growth within the EE Department. The model aligns well with the core mission of the EE Department, aiming to enhance the theoretical knowledge and practical skills of students, ensuring that they are qualified to work in industry or to pursue graduate studies. The implemented model prepares students for outstanding STEM careers. It also increases enrolment, student retention, and the number of underrepresented minority graduates in a technology-based workforce.

This study unveils the mediating mechanism and explores the role of organizational trust in the link between organizational justice and turnover intention among female employees in the banking industry. For this purpose, we gathered data from 336 female workers employed at a Tunisian prominent bank, encompassing both head office and branch locations dispersed throughout the country. Our study analyzed the data using AMOS statistical software version 25 and confirmed our research hypotheses. Our findings showed that procedural justice and interactional justice positively influence organizational trust, while they both have a negative impact on turnover intention among female employees. Furthermore, organizational trust significantly and negatively influences female employees’ turnover intention. Ultimately, we have demonstrated that organizational trust completely mediates the link between procedural and interactional justice and female employees’ turnover intention. This highlights the significance of organizational trust in conditioning the relationships linking procedural and interactional justice to turnover intention among female employees. Hence, top management should put more emphasis on building organisational trust among their female employees to ensure positive attitude and behaviour. Other implications for practitioners and researchers are elaborated.