The Impact of Human Resource Management Practices on Retention of Factory Officers: A Study on Tea Plantation Sector in Kegalle District in Sri Lanka
Area of the Study
This study attempts to identify the impact of Human Resource Management (HRM) practices on employee retention based on tea plantation sector in Kegalle district in Sri Lanka.
Problem of the Study
There is an empirical and knowledge gap in the Sri Lankan context on the relationship between HRM practices on employee retention of middle level managers (factory officers). The main objective of this research is to identify the impact of HRM practices on the retention of factory officers in the tea plantation sector in Kegalle district in Sri Lanka. The research problem of this study is: Do HRM practices of factory officers, welfare management, training, career development, compensation management and labour relations practices encourage to retention of factory officers in the tea plantations in Kegalle district?
Method of the study
This study was quantitative in nature and 77 factory officers were randomly selected for the study. Structured questionnaire, which was consisted of independents and dependent variables of the research model, was used to gather the primary data and SPSS (Version 16) was used to analysis the data. Univariate and bivariate analyses were used to analysis the primary data. Findings of the Study The findings of the study reveal that welfare management, training, career development, compensation management and labour relations practices of factory officers influence their retention in the tea plantation. Conclusion of the Study It is concluded that there were positive relationship between HRM practices (Employee Welfare Management, Training, Career Development, Compensation Management and Labour Relations) and retention of factory officers in tea plantation in Kegalle district. Hence, the management can introduce various strategies to retain their factory officers.
Keywords: HRM Practices, Employee Retention, Tea Plantation, Factory