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A multiple case study on employee engagement and retention at startup companies
| Content Provider | Semantic Scholar |
|---|---|
| Author | Hussien, Fairouz |
| Copyright Year | 2017 |
| Abstract | A company's ability to retain employees often relies on how well the founder can facilitate and motivate engagement. Retaining employees, however, is challenging at startups due to the often-uncertain organizational climate wherein they manifest and develop. The HRM practices that ought to be adapted in such environment are often unclear, and leave employees feeling stressed, burnt out, and increasingly disengaged. This study looks into the HRM practices of startup founders in 11 companies, and how they affect employee engagement and retention. The cases were selected based on criteria that kept the size and resources of companies comparably similar. Data, both qualitative and quantitative, was then collected from founders by way of interviews, and employees by way of surveys, in order to confirm the key HRM practices that affect engagement, and assess whether the conducted practices were perceived similarly by both respondent groups. Findings indicate that the perspectives of founders and employees were not aligned on what the company claimed to facilitate in terms of engagement and retention. Many of the identified HRM practices were either sparingly implemented, or not at all. This study contributes to the pool of applicable HRM knowledge in an entrepreneurial context; it provides insights on the impact of HRM practices on employee retention and engagement, maps out engagement components that founders should be aware of, and proposes counter measures for disengagement. |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://helda.helsinki.fi/dhanken/bitstream/handle/123456789/172434/hussien.pdf?isAllowed=y&sequence=1 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
