Article Review - Achieving Organisational Prosperity Through Employee Motivation and Retention: a Comparative Study of Strategic Hrm Practices in Malaysian Institutions

This special behavior has become a lively research field investigated by organizational sociologists, psychologists, and management researchers. However, whereas most of the studies appear to deal with the phenomenon from a behavioral/functional perspective the natural orientation of citizenship to the political science arena is overlooked. Whereas altruism appears representing the help to specific persons. Generalized compliance is a factor defined by a more impersonal sort of conscientiousness. It implies more of a "good soldier" or "good citizen" syndrome of doing things that are "right and proper", but doing them for the sake of the system rather than for specific persons. In the view of Smith et al. (1983), the two elements represent distinct classes of citizenship. The political aspect of citizenship consists of three elements:

Relevancy: Procedural justice also contributes to the determinants of organizational citizenship behaviour, which is one of the objectives of this paper. Thus, it can be taken from this study that increase in perception of

There are five components of organizational citizenship behavior; conscientiousness, altruism, civic virtue, courtesy and sportsmanship. On reflecting on these components both of the managers highlighted in this essay conveyed conscientiousness behavior. Overall, each focused

Organizational Citizenship Behavior and Social Loafing: The Role of Personality, Motives, and Contextual Factors by Tan and Tan (2008) focuses on the relationship between organizational citizenship behavior, OCB, and social loafing. OCB is chosen because it contributes to productivity and effectiveness. Conscientiousness is identified as a predictor of OCB (Tan and Tan, 90). They suggest that a person lacking conscientiousness would be prone to social loafing. The lack of conscientiousness leads to undependable, less motivated behaviors. These are associated with social loafing.

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

The corporations, which serve their employees, enjoy high degree of employee loyalty that goes beyond the employee-employer relationship. Employees are obviously most productive when they do the work in a clean & safe environment, are respected for their work, are suitable rewarded and the remuneration are fulfilling, are empowered

Organizational Citizenship Behavior: employees are conscience of customers needs and go above and beyond the call of duty to satisfy a customer's needs

The rapid growth in globalization and technology results in employees having to adapt at an ever-increasing rate to the dynamics of the organization. Likewise, leadership must be able to handle the increased speed in dealing with employees and what Neubert, Wu, and Roberts (2013) explained as the increased complexities and dynamics that effects leader’s ability to identify and fix problems by themselves. Discretionary behavior outside of the formal job requirements that influences the psychological and social environment is what Robbins and Judge (2013) referred to as “Citizenship Behavior” (p. 27). Instilling a strong sense of citizenship behavior within the organization may assist leadership in addressing potential problems. The focus of this paper is to discuss the role of leadership, benefits, and impacts on organizational effectiveness by modifying the citizenship behavior in the workplace. To implement a positive citizenship behavior model, leadership must fully understand what themselves and the employees expect and need.

In the current age of globalization that is characterized by the intense competition among world corporations, strategic Human Resource Management (HRM) has become vital for the success of organizations. As a growing number of corporations around the world are turning into being multinational in nature, the workforce in such multinational corporations (MNCs) are increasingly becoming diverse, in regard to its cultural, economic, social, and personal attributes. As such, implementing a strategic approach in managing such diverse workforce is one of the pivotal roles of managers and administrators, in an attempt to put the interests of both employees and employers in the same direction (Kuo,

The relationship between satisfaction with Human resources practices, organizational career and job commitment and turnover intention must be analyzed by an organization. As the chief executive officer of the company, the search for highly skilled and qualified employees is scarce therefore there is need to be able to sustain existing employees and getting an affective commitment from that work force. In achieving this objective the company addressed four (4) Human resource policy areas which are employee influence, human resource flow, reward system and work

In this changing world, our global business theories and literature have implications toward the future. The future of this growth and success depends largely on the key component which is Human Resource Management. So, we as researchers hope to enlighten and inform you as employers the significance of an effective solution that both understands your employees and is beneficial to your company. That is why we offer our recommendations in the end of this article based on our findings.

This sculpts a better understanding of organizational citizenship behavior among them. Organizing citizenship behavior is the realization of becoming more productive and worthwhile for an organization’s success.

The HRM activities includes recruiting candidates, selection, orientation, managing their behavior, performance appraisal, compensation, training and development, handling legal issues of employees, and safety (Suttle, 2016). These activities help the company to gain sustainable competitive advantage. From recruitment to safety of employees, HRM department is responsible to handling and managing employees activities. Moreover, the department also provide various career development opportunities to employees for engaging them as longer perspective (habeeb, 2009). Within the Enterprise, the HRM activities presented and focused to attract existing employees and retain them for longer duration. They provide opportunities for career development so in this way they are retaining them respectively. Their goals are achieved in competitive manner by the help of HRM activities because of managing activities in proactive

In any organisation, its members could display varied behaviour where minimalists would contribute inadequately just enough to maintain affiliation while others may exhibit overt and discretionary behaviour which is beyond their stipulated job description and likely to benefit the organisation (Turnipseed and Rassuli: 2005). Such latter behaviour where the employee proactively goes the extra mile engaging in extra role activities amounts to Organisational citizenship behaviour (OCB).

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative