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Browsing ISCAP - CEOS - Artigos by Author "Abrunhosa, Sara"
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- Employees’ Retention: A Systematic Literature ReviewPublication . Meirinhos, Viviana; Abrunhosa, Sara; Martins, DoraFramed on a wider project on Employees’ retention, this project specifically aims to explore the stateof-art on of this field of study. This paper presents the preliminary results of the project as a call for international partnership for the follow up stages of the project. It is our intention to widen this research to other countries in the empirical study in order to acquire and generate more significant insights to employees’ retention problematic. In this kick off phase we developed a systematic literature review between 2006 and 2015, which permitted (a) the characterization of scientific production of the last decade on the subject, (b) the identification of the main issues associated to employees’ retention problematic, (c) the retention factors of employees on organizations, and (d) the more prevalent human resources management practices related to employees’ retention.
- Employees’ retention: concept, practices, and impact factorsPublication . Meirinhos, Viviana; Abrunhosa, Sara; Martins, DoraThis paper systematizes scientific knowledge on human resources retention, presenting a systematic review of the literature of the last decade. The study permitted (a) the characterization of scientific production of the last decade on the subject, (b) the identification of the main issues associated to employees’ retention problematic, (c) the retention factors of employees on organizations, and (d) the more prevalent human resources management practices related to employees’ retention. Results associated retention (1) to employees in general; (2) by business sector; (3) within human diversity; (4) by organizational context; (5) within international missions; (6) by roles; (7) by company size; and (8) by generation. Organizational factors represent the factors that most affect retention, specially the good relationship with hierarchical superior and colleagues. HRM practices with most impact on retention revealed to be selection and recruitment, induction, professional development (performance management, training, career management), rewards system, organizational culture, and change management. Implementing retention practices specifically addressed to each person, organization and context is indicated to be, nonetheless, the most effective retention practice.