Enhancing employee retention in banks: Analyzing the role of talent management, career development, and bank culture

The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.

The crisis caused by COVID-19 has increased interest to the subject of integrity in organizations. The purpose of this study is to conduct a comparative analysis of the opinions on the value of honesty, broken down by the group of supervisors and subordinates during the crisis caused by COVID-19. The analysis was carried out in Poland among undergraduate students pursuing a bachelor’s degree in fields representing disciplines other than management. The paper used a survey method; 102 respondents took part in the survey. 9.52% of men and 5.00% of women in the group of subordinates did not have opinions on this subject. In the group of supervisors, the situation was completely opposite: 6.25% of women and 4.76% of men showed such a result. Significant discrepancies were noticed in the assessment of the importance of honesty depending on the education field of the respondents. The difference between the highest assessments of the importance of this value was 33.70 percentage points in the supervisors’ group, and 38.64 percentage points in the subordinates group. Drawing attention to this problem, which affects all participants of an organization to a different extent, may help to shape the ethical attitudes of future managers and, in consequence, manage their organizations better.

Optimized corporate performance assumes that financial and non-financial performance can be achieved through effective collaboration between leaders and employees. This study analyzes the mediation of employee engagement on the connection between dark side leadership and leader-member exchange on corporate performance in Indonesia. This study used a mixed methods approach by distributing questionnaires to 1,013 respondents consisting of supervisors and managers and conducting intensive interviews with 20 respondents with more than 25 years of work experience to strengthen the perception of answers. The paper uses multiple linear regression analysis. The regression results show that dark side leadership (β = –0.228, ρ = 0.000) and leader-member exchange (β = 0.424, ρ = 0.000) affect employee engagement. Next, leader-member exchange (β = 0.176, ρ = 0.008) and employee engagement (β = 0.391, ρ = 0.000) affect corporate performance, while dark side leadership has no effect (β = 0.020, ρ = 0.400). Finally, employee engagement mediates the effect of dark side leadership and leader-member exchange on corporate performance. This finding indicates that the comfort level of employees at work will decrease if a leader demonstrates a dark side behavior that can affect his/her performance, which later impacts corporate performance. Furthermore, the novelty contribution of dark side leadership measurements on the cultural and emotional dimensions can impact employee turnover intention. This study offers implications for practitioners to conduct selective assessments at the beginning of leader recruitment and control internal leader assessments to create effective organizational behavior.

Acknowledgment
This paper is not supported by grants or scholarship and is free from conflict of interest.