Impact of Job Design and Retention Practices on Employee Commitment in Commercial Banks of Nepal
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Department of Management
Abstract
The topic of the study was to assess that impact of job design and retention practices on
employee commitment in commercial banks of Nepal. The purpose of this research is to assess
major job design and retention practices in Nepalese commercial banks and to examine the
impact of job design and retention practices on employee commitment in commercial banks of
Nepal.
A mix of descriptive as well as causal comparative research design has been used to develop a
framework for this research. The different job design factors such as task variety, feedback, task
significance and task identify are analyzed to know the overall job design fitness of the sampled
organization. Furthermore, retention practices through compensation and employee commitment
is also measured of employees of the sampled commercial banks.
To test the hypothesis, data was collected from a sample of 114 respondents through a question
that was developed carefully by the researcher and administered to the employees of the sampled
banks through a purposive judgmental technique of sampling method. A multiple regression
analysis along with single regression analysis was run to fulfill the objectives of this research
while simultaneously testing for the hypotheses developed in the research. The regression results
revealed that when all of the variables were entered there was only a significant positive
relationship between job design and employee commitment. A significant relationship could not
be established between the independent variable retention through compensation and dependent
variable employee commitment. However, when only one variable was used to test for the
hypothesis there existed a relationship between all of the dependent variable and the independent
variable. The findings implied that whatever the banks were currently doing as a strategy to
increase employee commitment, it is in line with what the employees want. Furthermore, the age
group of 46+ needs to be targeted to develop tools and techniques so that such age groups feel
they are perceived to be important to the organization or to think they have great influence on the
lives of others as they have very low task significance scores. The managers needs to design their
jobs in such a way that they boost the task significance for such age groups.