International Journal of Nonlinear Analysis and Applications

Determination and ranking of organizational adherence factors in knowledge-based organizations using the multi-objective Gray Wolf Optimizer (MOGWO)

Document Type : Research Paper

Authors

1 Department of Public Administration, Shoushtar Branch, Islamic Azad University, Shoushtar, Iran

2 Department of Management, Semnan Branch, Islamic Azad University, Semnan, Iran

3 Department of Management, Kazerun Branch, Islamic Azad University, Kazerun, Iran

Abstract

Some of the important and effective issues of HRM and senior managers of knowledge-based organizations are maintaining and improving the commitment level of employees who are the most valuable resources of these organizations. So, this study was conducted to determine and rank organizational commitment factors in knowledge-based organizations using the multi-objective gray wolf optimizer (MOGWO). The study was conducted using a mixed method (qualitative and quantitative) and is applied in terms of objectives and descriptive. The statistical population was selected using exploratory factor analysis (EFA) and included 200 senior managers of knowledge-based companies in Tehran and Alborz provinces, and the sample size was calculated as 132 using Cochran's formula. The best employee commitment (optimal) factors, which were 42 factors, were determined using the MOGWO. Finally, the SWARA method was used to weigh and rank the principal and sub-components from the opinions of 16 experts who were selected by purposive sampling, and it was found that corporate culture is the most important aspect of optimizing employee commitment in knowledge-based organizations. In today's changing and highly competitive environment, organizations must focus more on employee commitment to survive. Besides, knowledge-based organizations should use process re-engineering in human resource processes and working conditions to improve employee commitment levels.

Keywords

[1] B. Aburub, Employee retention and engagement solution, Open J. Bus. Manag. 8 (2020), 2805–2837.
[2] A. Aman-Ullah, A. Aziz, and H.A. Ibrahim, Systematic review of employee retention: What’s next in Pakistan?, J. Contemp. Issues Thought 10 (2022), 36–45.
[3] P. Aranganathan, Green recruitment, A new-fangled approach to attract and retain talent, Int. J. Bus. Manag. Res. 8 (2018), 69–76.
[4] H. AZ, Relationship between organizational commitment and employee’s performance evidence from banking sector of Lahore, Arab. J. Bus. Manag. Rev. 7 (2017), no. 2, 117–139.
[5] P. Bhagia, Dealing with the turnover tsunami: Strategies for attracting and retaining the best talent, AJO-DO Clinical Compan. 2 (2022), no. 3, 209–212.
[6] K. Carleton and C. Edmonton, How to motivate and retain knowledge workers in organizations: A review of the literature, Int. J. Manag. 28 (2022), no. 2.
[7] D. Chatzoudes and P. Chatzoglou, Factors affecting employee retention: Proposing an original conceptual framework, Int. J. Econ. Bus. Admin. 10 (2022), 49–76.
[8] S. Chen and Y. Ji, Do corporate social responsibility categories distinctly influence innovation? A resource-based theory perspective, Sustainability 14 (2022), 3154.
[9] Y. Choi and Ch. Huynh, Corporate purpose and its impact on an organization’s ability to attract and retain talent, Acad. Manag. Proc. 2021 (2021), 12706.
[10] M. Davila and C. Andersen, Labor practices and organizational commitment, Ciencia Trabajo 20 (2022), 145–150.
[11] K. Deb, A. Pratap, S. Agarwal, and T. Meyarivan, A fast and elitist multi-objective genetic algorithm: NSGA-II, IEEE Trans. Evol. Comput. 6 (2002), no. 2, 182–197.
[12] E. Diana, M. Anis, and A. Anwar, Creating the path for quality of work life: A study on nurse performance, Heliyon 8 (2022), e08685.
[13] B. Ghani, K. Memon, M. Zada, A. Khattak, L. Araya-Castillo, and R. Ullah, Challenges and strategies for employee retention in the hospitality industry: A review, Sustainability 14 (2022).
[14] L. Hosseini Tabaghdehi, A qualitative study of factors affecting the retention of academic staff in the university, Human Res. Educ. Improv. Quart. 1 (2019), no. 1, 79–92.
[15] A. Ikram, M. Fiaz, A. Mahmood, A. Ahmad, and R. Ashfaq, Internal corporate responsibility as a legitimacy strategy for branding and employee retention: A perspective of higher education institutions, J. Open Innov.: Technol. Market Complexity 7 (2021), no. 1.
[16] A. Ilmia and M. Arquisola, Is the Indonesian millennial workforce attracted to companies with green HRM strategies?, Int. J. Appl. Bus. Res. 4 (2022), no. 2, 100–114.
[17] T. Islam, Z. Ahmer, and N. Mushtaq, Retaining talent: The role of the personal and contextual factors, Lahore J. Bus. 8 (2019), 33–53.
[18] R. Kaur, Employee retention models and factors affecting employees retention in IT companies, Int. J. Bus. Admin. Manag. 7 (2017), no. 1.
[19] U. Khan, Effect of employee retention on organizational performance, J. Entrepreneur. Manag. Innov. 2 (2021), 52–66.
[20] D. Kopp, Recruiting, selecting, and retaining talent, Human Resource Management in the Pornography Industry, Springer, 2020, pp. 15–25.
[21] N. Leite, A.C. Rodrigues, and L. Albuquerque, Organizational commitment and job satisfaction: What are the potential relationships?, BAR-Brazil. Admin. Rev. 11 (2014), no. 4, 476–495.
[22] L. Letchmiah and A. Thomas, Retention of high-potential employees in a development finance company, SA J. Human Resource Manag. 15 (2017), 1–9.
[23] A. Liu, N. Liu, and A. Wang, Why can’t rural schools retain young teachers? An analysis of the professional development of rural school teachers in China: Taking teachers in rural western China, Soc. Sci. Human. Open 5 (2022), 100238.
[24] A. Loomis, K. Dreifuerst, and C. Bradley, Acquiring, Applying and Retaining Knowledge Through Debriefing for Meaningful Learning, Clinic. Simul. Nurs. 68 (2022), 28–33.
[25] P. Lyons and R. Bandura, Turnover intention: management behaviors to help retain talented employees, Dev. Learn. Organ.: Int. J. 35 (2021), no. 5, 7–10.
[26] C. Mabaso, M. Maja, M. Kavir, L. Lekwape, Sh. Makhasane, and M. Khumalo, Talent retention strategies: An exploratory study within the consulting industry in Gauteng province, South Africa, Acta Commerc. 21 (2021).
[27] G. Magaisa and A. Musundire, Factors Affecting Employee Retention in Zimbabwean Companies, Int. J. Appl. Manag. Theory Res. 4 (2022), 1–20.
[28] B. Monteiro, V. Santos, I. Pinto dos Reis, M. Sampaio, B. Sousa, F. Martinho, M. Sousa, and M. Au-Yong Oliveira, Employer branding applied to SMEs: A pioneering model proposal for attracting and retaining talent, Information 11 (2020), 574.
[29] J. Onyeaku, How can organizations effectively use appraisal systems to retain knowledge workers? A systematic review of the literature, Muma Bus. Rev. 4 (2020), 157–168.
[30] A.H. Peikarnegar, Gh. Memarzadeh Tehran, and A. Peikarnegar, The relationship between employee commitment and organizational performance in Iranian organizations, Nat. Conf. Manag. Human Sci. Res. Iran, 2016.
[31] A. Qamari, R. Zainabadi Hasan, H.M. Arasteh, and M. H. Behrangi, Organizational productivity by retaining human resources talents: providing a model (case study: National Gas Company of Iran), Sci.-Res. Quart. Econ. Urban Manag. 6 (2017), no. 23, 67–80.
[32] M.A. Qureshi, J. Qureshi, J. Thebo, Gh. Shaikh, B. Ghulam Mustafa, and Sh. Qaiser, The nexus of employee’s commitment, job satisfaction, and job performance: An analysis of FMCG industries of Pakistan, Cogent Bus. Manag. 6 (2019).
[33] Z. Rawshdeh, Z. Zain, and I. Ismail, The influence of socially responsible-HRM practices on retaining talents, Int. J. Engin. Technol. 7 (2018), 384.
[34] J. L. Rodrıguez-Sanchez, T. Gonzalez-Torres, A. Montero-Navarro, and R. Gallego-Losada, R., Investing time and resources for work-life balance: The effect on talent retention, Int. J. Environ. Res. Public Health 17 (2020), no. 6, 2–14.
[35] B. Sanˇcanin, The impact of branding on the efficiency of the process of attracting and retaining talented employees, Trendovi Poslovanju 9 (2021), 107–115.
[36] B.E. Sarfrazi, N.M. Yagoubi, M. Mohammadi and J. Jarhiri, Presenting the model of effective factors on talent management in knowledge-based companies with an emphasis on the longevity of knowledge workers, Product. Manag. 16 (2022), no. 60, 77–107.
[37] A. Sendoghu, A. Kocaback, and S. Guven, The relationship between human resource management practices and organizational commitment: A field study, 9th Int. Strategic Manag. Conf., 2015.
[38] N. Wilson, M. Verma, and A. Nanda, Leadership in recruiting and retaining talent in academic dentistry, J. Dentistry 87 (2019).
[39] N. Yaghoubi, M. Dehghani, A. Derakhshan, N. Ghiyasi, and M. Omidvar, Success drivers of new product development in knowledge-based companies, J. Bus. Admin. Res. 14 (2022), no. 27, 27–45. [in Persian]
International Journal of Nonlinear Analysis and Applications
Volume 15, Issue 11
November 2024
Pages 109-120
  • Receive Date: 03 May 2023
  • Revise Date: 01 August 2023
  • Accept Date: 03 August 2023