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The effect of human resource management practices on the job retention of former welfare clients
Author(s) -
Deckop John R.,
Konrad Alison M.,
Perlmutter Felice Davidson,
Freely Joshua L.
Publication year - 2006
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20131
Subject(s) - welfare , retention management , legislation , human resource management , business , employee retention , resource (disambiguation) , human resources , work (physics) , empirical research , public relations , marketing , labour economics , management , economics , political science , engineering , mechanical engineering , computer network , philosophy , epistemology , computer science , law , market economy
Why should an employer hire a former welfare client?What human resource management practices can help employers retain former welfare clients? This study addresses these questions against the backdrop of changes in welfare legislation in the United States that have lessened support to welfare clients and their families and emphasized movement into the workplace. We conducted a large‐scale empirical study of the effectiveness of a wide range of HRM practices and found that higher wages, better financial and health benefits, and development opportunities were positively associated with job retention. Unexpectedly, supervisory training had no relationship to retention, and appraising supervisors on providing a supportive and inclusive work environment showed a negative relationship. We provide suggestions to employers for improving the job retention of former welfare recipients along with directions for additional research. © 2006 Wiley Periodicals, Inc.