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The Impact of High Involvement Management on Employee Retention

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  • Hassan Ismail
  • Ahmad Warrak

Abstract

The purpose of this study is to explore the impact of high involvement management (power, information, rewards, and knowledge) on employee retention in Syrian Private Financial Institutions. A sample of 238 employees participated in this study. The research concluded that there is a significant positive impact of rewards and knowledge practices on employee's retention, without any significant impact from power and information practices on employee's retention.

Suggested Citation

  • Hassan Ismail & Ahmad Warrak, 2020. "The Impact of High Involvement Management on Employee Retention," International Journal of Human Resource Studies, Macrothink Institute, vol. 10(1), pages 223233-2232, December.
    • Handle: RePEc:mth:ijhr88:v:10:y:2020:i:1:p:223-233
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    References listed on IDEAS

    as
    1. Petri Böckerman & Edvard Johansson & Antti Kauhanen, 2012. "Innovative work practices and sickness absence: what does a nationally representative employee survey tell?," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 21(3), pages 587-613, June.
    2. Oecd, 2002. "Access for Business," OECD Digital Economy Papers 67, OECD Publishing.
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    More about this item

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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