Exploring HR Strategies To Reduce Voluntary Turnover In SMEs: A Study of Dubai, UAE
DOI:
https://doi.org/10.70301/Keywords:
Career growth, Cultural Diversity, Economic Aspects, Employment Options, Fair Recruitment, Health and Social, Organizational Culture, Performance Appraisal, Remuneration, Small and Medium Enterprises, Training and Development, United Arab EmiratesAbstract
The study analyzes the factors contributing to voluntary employee turnover in small and medium-sized enterprises (SMEs) in Dubai, UAE, and develops strategic intervention measures to address voluntary employee turnover. The mixed-methods design has been used, which combines both quantitative research methodology and the mixed research approach to data collection and analysis. Purposive sampling was used to gather and record the responses of 378 SME workers (responding to an online questionnaire); five key informants were selected, namely owners, managers, and older employees (from 11 different SMEs), to attend semi-structured interviews. Quantitative data were measured with the help of SPSS version 26; data in the form of qualitative interviews were coded and analyzed with NVivo version 14 Premium. The findings named a range of internal strategic factors, such as performance appraisal (B = 0.114, p = 0.024), career growth (B = 0.123, p = 0.020), and fair recruitment (B = 0.142, p = 0.005), to play a significant role in the voluntary turnover. Health and social conditions (B = -0.193, p = -0.000), employment alternatives (B = -0.125, p = -0.013), and economic conditions (B = -0.169, p = -0.001) were also positively associated with turnover. The research has also found that internal strategies and organizational culture do not affect turnover unless they are strengthened by external strategies, except in health and social aspects (p = 0.027). Overall, this research highlights the importance of implementing strategic human resource practices in accordance with external environmental problems to reduce voluntary turnover in small and medium-sized firms, while also identifying the moderating role of organizational culture.
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