The Dilemma of Retention in the Context of Rapidly Growing Economies Based on the Effectiveness of HRM Policies: A Case Study of Qatar
In 2009, the new HRM policy was implemented in
Qatar for public sector organisations. The purpose of this research is
to examine how Qatar’s 2009 HRM policy was significant in
influencing employee retention in public organisations. The
conducted study utilised quantitative methodology to analyse the data
on employees’ perceptions of such HRM practices as Performance
Management, Rewards and Promotion, Training and Development
associated with the HRM policy in public organisations in
comparison to semi-private organisations. Employees of seven public
and semi-private organisations filled in the questionnaire based on
the 5-point Likert scale to present quantitative results. The data was
analysed with the correlation and multiple regression statistical
analyses. It was found that Performance Management had the
relationship with Employee Retention, and Rewards and Promotion
influenced Job Satisfaction in public organisations. Relationship
between Job Satisfaction and Employee Retention was also observed.
However, no significant differences were observed in the role of
HRM practices in public and semi-private organisations.
[1] Chuang, SF 2013, ‘Evaluating training and development practices in
Taiwan: Challenges and opportunities’, Human Resource Development
International, vol. 16, no. 2, pp. 203-237.
[2] Truss, C 2008, ‘Continuity and change: The role of the HR function in
the modern public sector’, Public Administration, vol. 86, no. 4, pp.
1071-1088.
[3] Berrebi, C, Mortofrell, F & Tanner, JC 2009, ‘Qatar’s labour markets at
a crucial crossroad’, Middle East Journal, vol. 63, no. 3, pp. 421-442.
[4] Weber, A 2011, ‘What is a knowledge economy? Oil-rich nations postoil’,
International Journal of Science in Society, vol. 2, no. 2, pp. 161-
169.
[5] Afiouni, F, Ruel, H & Schuler, R 2014, ‘HRM in the Middle East:
Toward a greater understanding’, The International Journal of Human
Resource Management, vol. 25, no. 2, pp. 133-143.
[6] Forstenlechner, I & Rutledge, E 2010, ‘Unemployment in the Gulf:
Time to update the social context’, Middle East policy, vol. 17, no. 2,
pp. 38-51.
[7] Council of Ministers Secretariat General 2009, Law no (8) of year 2009
on the promulgation of the human resources management laws, CMSG,
Qatar.
[8] General Secretariat for Development Planning 2011, Qatar national
development strategy 2011-2016, GSDP, Qatar.
[9] Bakshi, S, Mathur, N, Bhagat, G & Kalyankar, D 2014, ‘Strategic
human resource management approaches and practices and
organizational performance’, Abhinav International Monthly Refereed
Journal of Research in Management & Technology, vol. 3, no. 5, pp. 86-
95.
[10] Collins, CJ & Clark, KD 2003, ‘Strategic human resource practices, top
management team social networks, and firm performance: The role of
human resource practices in creating organizational competitive
advantage’, Academy of Management Journal, vol. 46, no. 6, pp. 740-
751.
[11] Giauque, D, Anderfuhren-Biget, S & Varone, F 2013, ‘HRM practices,
intrinsic motivators, and organisational performance in the public
sector’, Public Personnel Management, vol. 42, no. 2, pp. 123-150.
[12] Yamamoto, H 2013, ‘The relationship between employees’ perceptions
of human resource management and their retention: from the viewpoint
of attitudes toward job-specialties’, The International Journal of Human
Resource Management, vol. 23, no. 4, pp. 747-767.
[13] Kehoe, R & Wright, P 2013, ‘The impact of high-performance human
resource practices on employees’ attitudes and behaviors’, Journal of
Management, vol. 39, no. 2, pp. 366-391.
[14] Majumder, M 2012, ‘Human resource management practices and
employees’ satisfaction towards private banking sector in Bangladesh’,
International Review of Management and Marketing, vol. 2, no. 1,
pp.52-58.
[15] Paille, P, Bourdeau, L & Galois, I 2010, ‘Support, trust, satisfaction,
intent to leave and citizenship at organizational level: A social exchange
approach’, International Journal of Organizational Analysis, vol. 18, no.
1, pp. 41-58.
[16] Payne, GT 2006, ‘Examining configurations and firm performance in a
suboptimal equifinality context’, Organization Science, vol. 17, no. 6,
pp. 756–770.
[17] Arshad, A, Azhar, S & Khawaja, K 2014, ‘Dynamics of HRM practices
and organizational performance: quest for strategic effectiveness in
Pakistani organizations’, International Journal of Business and Social
Science, vol. 5, no. 9, pp. 93-101.
[18] Delery, JE & Doty, DH 1996, ‘Modes of theorizing in strategic human
resource management: tests of universalistic, contingency and
configurational performance predictions’, Academy of Management
Journal, vol. 39, no. 4, pp. 802-835.
[19] Waiganjo, E & Awino, Z 2012, ‘Strategic human resource management
and corporate performance: a critical review of literature’, DBA Africa
Management Review, vol. 2, no. 2, pp. 78-93.
[20] Maryam, M & Sina, Z 2013, ‘Survey human resource management in
Iranian small enterprises’, Interdisciplinary Journal of Contemporary
Research in Business, vol. 5, no. 3, pp. 698-712.
[21] Michie, J & Sheehan, M 2005, ‘Business strategy, human resources,
labour market flexibility and competitive advantage’, International
Journal of Human Resource Management, vol. 16, no. 3, pp. 445-464.
[22] Choi, J & Lee, K2013, ‘Effects of employees' perceptions on the
relationship between HR practices and firm performance for Korean
firms’, Personnel Review, vol. 42, no. 5, pp. 573-594.
[23] Trehan, S & Setia, K 2014, ‘Human resource management practices and
organizational performance: an Indian perspective’, Global Journal of
Finance and Management, vol. 6, no. 8, pp. 789-796.
[24] Pourkiani, M, Salajeghe, S & Ranjbar, M 2011, ‘Strategic human
resource management and organizational knowledge creation
capability’, International Journal of e-Education, e-Business, e-
Management and e-Learning, vol. 1, no. 5, pp. 416-425.
[25] Onyemah, V, Rouzies, D & Panagopoulos, NG, 2010, ‘How HRM
control affects boundary-spanning employees’ behavioural strategies
and satisfaction: The moderating impact of cultural performance
orientation’, International Journal of Human Resource Management, vol.
21, no. 11, pp. 1951-1975.
[26] Shih, H, Chiang, Y & Hsu, C 2006, ‘Can high performance work
systems really lead to better performance?’ International Journal of
Manpower, vol. 27, no. 8, pp. 741-763.
[27] Martin-Alcazar, F, Romero-Fernandez, P & Sanchez-Gardey, G 2005,
‘Strategic human resource management: integrating the universalistic,
contingent, configurational and contextual perspectives’, Journal of
Human Resource Management, vol. 16, no. 5, pp. 633-659.
[28] Alusa, K & Kariuki, A 2015, ‘Human resource management practices,
employee outcome and performance of Coffee Research Foundation,
Kenya’, European Journal of Business and Management, vol. 7, no.3,
pp. 72-80.
[29] Innes, P & Wiesner, R 2012, ‘Beyond HRM intensity: Exploring intrafunction
HRM clusters in SMEs’, Small Enterprise Research, vol. 19,
no. 1, pp. 32-51. [30] Meyers, M & Woerkom, M 2014, ‘The influence of underlying
philosophies on talent management: theory, implications for practice,
and research agenda’, Journal of World Business, vol. 49, no. 2, pp. 192-
203.
[31] Abdullah, Z, Ahsan, N & Alam, S 2009, ‘The effect of human resource
management practices on business performance among private
companies in Malaysia’, International Journal of Business and
Management, vol. 4, no. 6, pp. 65-72.
[32] Carraher, SM 2011, ‘Turnover prediction using attitudes towards
benefits, pay, and pay satisfaction among employees and entrepreneurs
in Estonia, Latvia, and Lithuania’, Baltic Journal of Management, vol. 6,
no. 1, pp. 25-52.
[33] Hong, E, Hao, L, Kumar, R, Ramendran, C & Kadiresan, V 2012, ‘An
effectiveness of human resource management practices on employee
retention in institute of higher learning: a regression analysis’,
International Journal of Business Research and Management, vol. 3, no.
2, pp. 60-79.
[34] Edgar, F & Geare, A 2005, ‘HRM practice and employee attitudes:
different measures - different results’, Personnel Review, vol. 34, no. 5,
pp. 534-622.
[35] Tsai, C, Edwards, P & Sengupta, S 2010, ‘The associations between
organisational performance, employee attitudes and human resource
management practices’, Journal of General Management, vol. 36, no. 1,
pp. 1-20.
[36] Yamamoto, H 2011, ‘The relationship between employee benefit
management and employee retention’, International Journal of Human
Resource Management, vol. 22 no. 17, pp. 3550-3564.
[37] ALDamoe, F, Yazam, M & Bin Ahmid, K 2011, ‘The mediating effect
of HRM outcomes (employee retention) on the relationship between
HRM practices and organisational performance’, International Journal of
Human Resource Studies, vol. 2, no. 1, pp. 75-88.
[38] Den Hartog, D, Boon, C, Verburg, R & Croon, M 2013, ‘HRM,
communication, satisfaction, and perceived performance: a cross-level
test’, Journal of Management, vol. 39, no. 6, pp. 1637-1665.
[39] Hasin, HH & Omar, NH 2007, ‘An empirical study on job satisfaction,
job-related stress and intention to leave among adult staff in public
accounting firms in Melaka’, Journal of Financial Reporting and
Accounting, vol. 5, no. 1, pp. 21-39.
[40] Bockerman, P & Ilmakunnas, P 2012, ‘The job satisfaction-productivity
nexus: A study using matched survey and register data’, Industrial &
Labour Relations Review, vol. 65, no. 2, pp. 244-262.
[41] Rehman, S 2012, ‘A study of public sector organisations with respect to
recruitment, job satisfaction and retention’, Global Business &
Management Research: An International Journal, vol. 4, no. 1, pp. 76-
88.
[42] Sarker, M & Afroze, R 2014, ‘Can HRM practices improve job
satisfaction of Ready Made Garment (RMG) workers in Bangladesh? An
alternative solution to recent unrest’, International Journal of Business
and Management, vol. 9, no. 10, pp. 185-194.
[43] Okpara, JO & Wynn, P 2008, ‘Human resource management practices in
a transition economy: Challenges and prospects’, Management Research
News, vol. 31 no. 1, pp. 57-76.
[44] Reiche, BS 2009, ‘To quit or not to quit: Organisational determinants of
voluntary turnover in MNC subsidiaries in Singapore’, International
Journal of Human Resource Management, vol. 20, no. 6, pp. 1362-1380.
[45] Nishii, L, Lepak, D & Schneider, B 2008, ‘Employee attributions of the
“why” of HR practices: Their effects on employee attitudes and
behaviors, and customer satisfaction’, Personnel Psychology, vol. 61,
no. 1, pp. 503-545.
[46] Rasouli, R, Mooghali, A, Mousavi, M & Rashidi, M 2013, ‘Designing
and explaining the model of knowledge workers’ retention with
emphasis on HRM practices’, Management Science Letters, vol. 3, no.
1, pp. 1145–1154.
[47] Doherty, R 2010, ‘Making employee engagement an end-to-end
practice’, Strategic HR Review, vol. 9, no. 3, pp. 32-37.
[48] Kim, S 2012, ‘The impact of human resource management on state
government IT employee turnover intentions’, Public Personnel
Management, vol. 41, no. 2, pp. 257-279.
[49] Tabiu, A & Nura, A 2013, ‘Assessing the effects of human resource
management (HRM) practices on employee job performance: a study of
Usmanu Danfodiyo University Sokoto’, Journal of Business Studies
Quarterly, vol. 5, no. 2, pp. 247-259.
[50] Chapman, C 2009, ‘Retention begins before day one: Orientation and
socialisation in libraries’, New Library World, vol. 10, no. 3/4, pp. 122-
135.
[51] Ghosh, P, Satyawadi, R, Joshi, JP & Shodman, M 2013, ‘Who stays with
you? Factors predicting employees’ intention to stay’, International
Journal of Organizational Analysis, vol. 21, no. 3, pp. 288-312.
[52] Ananthan, BR & Sudheendra, RLN 2011, ‘Dynamics of retention:
Practices and strategies’, SCMS Journal of Indian Management, vol. 8,
no. 4, pp. 120-125.
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individual and shared employee perceptions of HRM on affective
commitment: considering climate strength’, Personnel Review, vol. 37,
no. 4, pp. 412-425.
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intention: Theory validation’, European Journal of Training and
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public and private sector employees’ psychological empowerment: A
comparative approach’, International Journal of Human Resource
Management, vol. 23, no. 17, pp. 3596-3612. [71] Ansari, N 2011, ‘Employee perception of HRM practices: impact on
commitment to the organisation’, South Asian Journal of Management,
vol. 18, no. 3, pp. 122-149.
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and turnover intent: an empirical study in Indian oil and gas exploration
and production sector’, South Asian Journal of Management, vol. 17, no.
4, pp. 74-104.
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examination of the HRM system’, Management Research Review, vol.
36, no. 7, pp. 674-699.
[74] Rahman, M, Akhter, R, Chowdhury, S, Islam, S & Haque, M 2013,
‘HRM practices and its impact on employee satisfaction: a case of
pharmaceutical companies in Bangladesh’, International Journal of
Research in Business and Social Science, vol. 2, no. 3, pp. 62-67.
[1] Chuang, SF 2013, ‘Evaluating training and development practices in
Taiwan: Challenges and opportunities’, Human Resource Development
International, vol. 16, no. 2, pp. 203-237.
[2] Truss, C 2008, ‘Continuity and change: The role of the HR function in
the modern public sector’, Public Administration, vol. 86, no. 4, pp.
1071-1088.
[3] Berrebi, C, Mortofrell, F & Tanner, JC 2009, ‘Qatar’s labour markets at
a crucial crossroad’, Middle East Journal, vol. 63, no. 3, pp. 421-442.
[4] Weber, A 2011, ‘What is a knowledge economy? Oil-rich nations postoil’,
International Journal of Science in Society, vol. 2, no. 2, pp. 161-
169.
[5] Afiouni, F, Ruel, H & Schuler, R 2014, ‘HRM in the Middle East:
Toward a greater understanding’, The International Journal of Human
Resource Management, vol. 25, no. 2, pp. 133-143.
[6] Forstenlechner, I & Rutledge, E 2010, ‘Unemployment in the Gulf:
Time to update the social context’, Middle East policy, vol. 17, no. 2,
pp. 38-51.
[7] Council of Ministers Secretariat General 2009, Law no (8) of year 2009
on the promulgation of the human resources management laws, CMSG,
Qatar.
[8] General Secretariat for Development Planning 2011, Qatar national
development strategy 2011-2016, GSDP, Qatar.
[9] Bakshi, S, Mathur, N, Bhagat, G & Kalyankar, D 2014, ‘Strategic
human resource management approaches and practices and
organizational performance’, Abhinav International Monthly Refereed
Journal of Research in Management & Technology, vol. 3, no. 5, pp. 86-
95.
[10] Collins, CJ & Clark, KD 2003, ‘Strategic human resource practices, top
management team social networks, and firm performance: The role of
human resource practices in creating organizational competitive
advantage’, Academy of Management Journal, vol. 46, no. 6, pp. 740-
751.
[11] Giauque, D, Anderfuhren-Biget, S & Varone, F 2013, ‘HRM practices,
intrinsic motivators, and organisational performance in the public
sector’, Public Personnel Management, vol. 42, no. 2, pp. 123-150.
[12] Yamamoto, H 2013, ‘The relationship between employees’ perceptions
of human resource management and their retention: from the viewpoint
of attitudes toward job-specialties’, The International Journal of Human
Resource Management, vol. 23, no. 4, pp. 747-767.
[13] Kehoe, R & Wright, P 2013, ‘The impact of high-performance human
resource practices on employees’ attitudes and behaviors’, Journal of
Management, vol. 39, no. 2, pp. 366-391.
[14] Majumder, M 2012, ‘Human resource management practices and
employees’ satisfaction towards private banking sector in Bangladesh’,
International Review of Management and Marketing, vol. 2, no. 1,
pp.52-58.
[15] Paille, P, Bourdeau, L & Galois, I 2010, ‘Support, trust, satisfaction,
intent to leave and citizenship at organizational level: A social exchange
approach’, International Journal of Organizational Analysis, vol. 18, no.
1, pp. 41-58.
[16] Payne, GT 2006, ‘Examining configurations and firm performance in a
suboptimal equifinality context’, Organization Science, vol. 17, no. 6,
pp. 756–770.
[17] Arshad, A, Azhar, S & Khawaja, K 2014, ‘Dynamics of HRM practices
and organizational performance: quest for strategic effectiveness in
Pakistani organizations’, International Journal of Business and Social
Science, vol. 5, no. 9, pp. 93-101.
[18] Delery, JE & Doty, DH 1996, ‘Modes of theorizing in strategic human
resource management: tests of universalistic, contingency and
configurational performance predictions’, Academy of Management
Journal, vol. 39, no. 4, pp. 802-835.
[19] Waiganjo, E & Awino, Z 2012, ‘Strategic human resource management
and corporate performance: a critical review of literature’, DBA Africa
Management Review, vol. 2, no. 2, pp. 78-93.
[20] Maryam, M & Sina, Z 2013, ‘Survey human resource management in
Iranian small enterprises’, Interdisciplinary Journal of Contemporary
Research in Business, vol. 5, no. 3, pp. 698-712.
[21] Michie, J & Sheehan, M 2005, ‘Business strategy, human resources,
labour market flexibility and competitive advantage’, International
Journal of Human Resource Management, vol. 16, no. 3, pp. 445-464.
[22] Choi, J & Lee, K2013, ‘Effects of employees' perceptions on the
relationship between HR practices and firm performance for Korean
firms’, Personnel Review, vol. 42, no. 5, pp. 573-594.
[23] Trehan, S & Setia, K 2014, ‘Human resource management practices and
organizational performance: an Indian perspective’, Global Journal of
Finance and Management, vol. 6, no. 8, pp. 789-796.
[24] Pourkiani, M, Salajeghe, S & Ranjbar, M 2011, ‘Strategic human
resource management and organizational knowledge creation
capability’, International Journal of e-Education, e-Business, e-
Management and e-Learning, vol. 1, no. 5, pp. 416-425.
[25] Onyemah, V, Rouzies, D & Panagopoulos, NG, 2010, ‘How HRM
control affects boundary-spanning employees’ behavioural strategies
and satisfaction: The moderating impact of cultural performance
orientation’, International Journal of Human Resource Management, vol.
21, no. 11, pp. 1951-1975.
[26] Shih, H, Chiang, Y & Hsu, C 2006, ‘Can high performance work
systems really lead to better performance?’ International Journal of
Manpower, vol. 27, no. 8, pp. 741-763.
[27] Martin-Alcazar, F, Romero-Fernandez, P & Sanchez-Gardey, G 2005,
‘Strategic human resource management: integrating the universalistic,
contingent, configurational and contextual perspectives’, Journal of
Human Resource Management, vol. 16, no. 5, pp. 633-659.
[28] Alusa, K & Kariuki, A 2015, ‘Human resource management practices,
employee outcome and performance of Coffee Research Foundation,
Kenya’, European Journal of Business and Management, vol. 7, no.3,
pp. 72-80.
[29] Innes, P & Wiesner, R 2012, ‘Beyond HRM intensity: Exploring intrafunction
HRM clusters in SMEs’, Small Enterprise Research, vol. 19,
no. 1, pp. 32-51. [30] Meyers, M & Woerkom, M 2014, ‘The influence of underlying
philosophies on talent management: theory, implications for practice,
and research agenda’, Journal of World Business, vol. 49, no. 2, pp. 192-
203.
[31] Abdullah, Z, Ahsan, N & Alam, S 2009, ‘The effect of human resource
management practices on business performance among private
companies in Malaysia’, International Journal of Business and
Management, vol. 4, no. 6, pp. 65-72.
[32] Carraher, SM 2011, ‘Turnover prediction using attitudes towards
benefits, pay, and pay satisfaction among employees and entrepreneurs
in Estonia, Latvia, and Lithuania’, Baltic Journal of Management, vol. 6,
no. 1, pp. 25-52.
[33] Hong, E, Hao, L, Kumar, R, Ramendran, C & Kadiresan, V 2012, ‘An
effectiveness of human resource management practices on employee
retention in institute of higher learning: a regression analysis’,
International Journal of Business Research and Management, vol. 3, no.
2, pp. 60-79.
[34] Edgar, F & Geare, A 2005, ‘HRM practice and employee attitudes:
different measures - different results’, Personnel Review, vol. 34, no. 5,
pp. 534-622.
[35] Tsai, C, Edwards, P & Sengupta, S 2010, ‘The associations between
organisational performance, employee attitudes and human resource
management practices’, Journal of General Management, vol. 36, no. 1,
pp. 1-20.
[36] Yamamoto, H 2011, ‘The relationship between employee benefit
management and employee retention’, International Journal of Human
Resource Management, vol. 22 no. 17, pp. 3550-3564.
[37] ALDamoe, F, Yazam, M & Bin Ahmid, K 2011, ‘The mediating effect
of HRM outcomes (employee retention) on the relationship between
HRM practices and organisational performance’, International Journal of
Human Resource Studies, vol. 2, no. 1, pp. 75-88.
[38] Den Hartog, D, Boon, C, Verburg, R & Croon, M 2013, ‘HRM,
communication, satisfaction, and perceived performance: a cross-level
test’, Journal of Management, vol. 39, no. 6, pp. 1637-1665.
[39] Hasin, HH & Omar, NH 2007, ‘An empirical study on job satisfaction,
job-related stress and intention to leave among adult staff in public
accounting firms in Melaka’, Journal of Financial Reporting and
Accounting, vol. 5, no. 1, pp. 21-39.
[40] Bockerman, P & Ilmakunnas, P 2012, ‘The job satisfaction-productivity
nexus: A study using matched survey and register data’, Industrial &
Labour Relations Review, vol. 65, no. 2, pp. 244-262.
[41] Rehman, S 2012, ‘A study of public sector organisations with respect to
recruitment, job satisfaction and retention’, Global Business &
Management Research: An International Journal, vol. 4, no. 1, pp. 76-
88.
[42] Sarker, M & Afroze, R 2014, ‘Can HRM practices improve job
satisfaction of Ready Made Garment (RMG) workers in Bangladesh? An
alternative solution to recent unrest’, International Journal of Business
and Management, vol. 9, no. 10, pp. 185-194.
[43] Okpara, JO & Wynn, P 2008, ‘Human resource management practices in
a transition economy: Challenges and prospects’, Management Research
News, vol. 31 no. 1, pp. 57-76.
[44] Reiche, BS 2009, ‘To quit or not to quit: Organisational determinants of
voluntary turnover in MNC subsidiaries in Singapore’, International
Journal of Human Resource Management, vol. 20, no. 6, pp. 1362-1380.
[45] Nishii, L, Lepak, D & Schneider, B 2008, ‘Employee attributions of the
“why” of HR practices: Their effects on employee attitudes and
behaviors, and customer satisfaction’, Personnel Psychology, vol. 61,
no. 1, pp. 503-545.
[46] Rasouli, R, Mooghali, A, Mousavi, M & Rashidi, M 2013, ‘Designing
and explaining the model of knowledge workers’ retention with
emphasis on HRM practices’, Management Science Letters, vol. 3, no.
1, pp. 1145–1154.
[47] Doherty, R 2010, ‘Making employee engagement an end-to-end
practice’, Strategic HR Review, vol. 9, no. 3, pp. 32-37.
[48] Kim, S 2012, ‘The impact of human resource management on state
government IT employee turnover intentions’, Public Personnel
Management, vol. 41, no. 2, pp. 257-279.
[49] Tabiu, A & Nura, A 2013, ‘Assessing the effects of human resource
management (HRM) practices on employee job performance: a study of
Usmanu Danfodiyo University Sokoto’, Journal of Business Studies
Quarterly, vol. 5, no. 2, pp. 247-259.
[50] Chapman, C 2009, ‘Retention begins before day one: Orientation and
socialisation in libraries’, New Library World, vol. 10, no. 3/4, pp. 122-
135.
[51] Ghosh, P, Satyawadi, R, Joshi, JP & Shodman, M 2013, ‘Who stays with
you? Factors predicting employees’ intention to stay’, International
Journal of Organizational Analysis, vol. 21, no. 3, pp. 288-312.
[52] Ananthan, BR & Sudheendra, RLN 2011, ‘Dynamics of retention:
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@article{"International Journal of Business, Human and Social Sciences:71599", author = "A. Qayed Al-Emadi and C. Schwabenland and B. Czarnecka", title = "The Dilemma of Retention in the Context of Rapidly Growing Economies Based on the Effectiveness of HRM Policies: A Case Study of Qatar", abstract = "In 2009, the new HRM policy was implemented in
Qatar for public sector organisations. The purpose of this research is
to examine how Qatar’s 2009 HRM policy was significant in
influencing employee retention in public organisations. The
conducted study utilised quantitative methodology to analyse the data
on employees’ perceptions of such HRM practices as Performance
Management, Rewards and Promotion, Training and Development
associated with the HRM policy in public organisations in
comparison to semi-private organisations. Employees of seven public
and semi-private organisations filled in the questionnaire based on
the 5-point Likert scale to present quantitative results. The data was
analysed with the correlation and multiple regression statistical
analyses. It was found that Performance Management had the
relationship with Employee Retention, and Rewards and Promotion
influenced Job Satisfaction in public organisations. Relationship
between Job Satisfaction and Employee Retention was also observed.
However, no significant differences were observed in the role of
HRM practices in public and semi-private organisations.", keywords = "Performance management, rewards, promotion,
training and development, job satisfaction, employee retention,
SHRM, configurationally perspective.", volume = "10", number = "1", pages = "1-8", }
