EMPLOYEES RETENTION IN MICROFINANCE AFTER MERGER AND ACQUISITION
Date
2024
Authors
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Publisher
Shanker Dev Campus
Abstract
The main objectives of this research is to identify the relationship between different influencing variables and employee’s retention in Nepalese microfinance after merger and acquisition. It can be concluded that there is a positive relationship between influencing variables and employee’s retention in Nepalese microfinance after merger and acquisition, which is revealed through correlation. In the Kathmandu valley, employees are highly concern about the training opportunities and human resource policies as shown by the regression analysis. Conclusions can also be drawn that the training opportunities and human resource policies are the two most important factor compared to other factors in explaining the employee’s retention in Nepalese microfinance after merger and acquisition, and with this second objectives also have been achieved.
The four independent variables (work environment, reward and recognition, training opportunities and human resource policies) are positively associated with employees transfer, and significant association as their p-values are 0.000, 0.000, 0.000 and 0.002 respectively, being less than 0.05 for work environment, reward and recognition, training opportunities and human resource policies, but work life balance is insignificant with p-value greater than 0.05. The four independent variables are positively associated with dependent variable (employee’s retention), but their degree of association varies accordingly, while the career development and work life balance variables are observed negative. Independent sample t-tests reveals that significant difference does not exist due to gender, age, education and occupation of employees for employee’s retention in Nepalese microfinance after merger and acquisition.