The prices of employee turnover demonstrate that it costs businesses about one-fifth of an employee’s salary to replace that worker. Indeed, it's expensive to replace employees because of the productivity losses once somebody leaves employment, the prices of hiring and training a new worker, and the slower productivity till the new employee gets up to speed in their new job (Boushey & Glynn, 2012). In keeping with the United States Bureau of Labor Statistics, (2014) the annual employee turnover rate for all areas of business in 2014 was around 43%. The most talented and the productive workers are considered the stars that drive the success of any organization and the failure to retain the same, in the smaller organizations even can collapse/run when losing thousands of dollars, a year within the form of knowledge and experience. United States Bureau of Labor Statistics, (2014) further explains that in the case of huge organizations, the price is even steeper costing millions

Human resource management always focus on key areas of human capital management, strategic management, knowledge management, corporate social responsibility, organizational resource development, training and development, performance and reward management and employee relations (Armstrong, &Taylor, 2014). Employees are a company’s biggest asset, and investing in talent is vital to sustainable business growth and success, but people in an organization is considered as a complex management competency (Armstrong, Taylor, 2014). As stated above in addition to being a core function of human resource management, training and development is also the subsystem of an organization and training and development is the most important for workplace effectiveness (Afsheen & Sidra, 2017). Training and development is the field that thinks about organizational activity geared toward bettering the performance of people and teams in an organizational setting (Graham, & Tierney, 2003).

While the terms “employee engagement” and “employee satisfaction” could sound style of just like the same factor, they are really quite completely different. Employers should try and ensure their staff are both engaged with their jobs and satisfied with their work. Any organization would like to build a powerful workforce inside the organization, they have to understand the differences between above two terms. worker engagement is something that happens once staff are committed to serving to their firms accomplish all of their goals. Engaged workers are motivated to indicate up to work every day and do everything within their power to assist their company to succeed (Justin, 2016). employee satisfaction is that the state of employee enjoying their job, during this case however not essentially being engaged with it. Imagine the employee who gets to show up to work early and leave late while not contributing a lot of or breaking a sweat (Justin, 2016). Labor productivity, quality an

In modern organizations, the human is an active labor force which can be affected by many factors, profound to all kinds of attitudes and behaviors. Therefore, it is absolutely necessary for the labor force to be externally motivated. External motivation is the motivation that represents the driving force in organizations (Anderson and Schalk,1998). The importance of which has been understood more with the human factor, motivation is a concept that has been known since ancient times but has begun to be studied in the period after the classical management approach (Yang, 2006). Motivation has tremendous value as a result of the advantages it provides. Therefore, it is extremely important for managers, teachers, religious leaders, coaches, health care suppliers and parents in putting individuals to action (ICASL, 2015). Individuals can be motivated either as a result of the value activity or as a result of strong external factors. The researchers who have come back to realize its im

In the first era the 1980’s calls as Analogue age, Organizations used Common recruitment methods such as put out advertisements in the newspaper, recruitment brochures, job boards, internal promotion or informal recruitments (Breaugh, 2008). Recruitment focused on utilizing primitive sourcing tools such as the phone call, fax and print media (Samantha, 2018). Essentially, by the time a candidate has been selected for an interview, their prospective employer or Human Resources (HR) without knowing any background of the candidate the selection process continued. It has been said that in a traditional recruitment process, HR professionals fail to acquire extensive information about candidates. Also, in a traditional recruitment process, the interviewer carries a crucial role. In addition, information that the candidate shares are often one-sided and at times even false, leading to biased results. (Bondarouk & Brewster, 2016). On the other hand, this has its own disadvantages sinc