Title: The role of HRM practices on employee performance, engagement and retention: a case study on public-oriented tourism start-ups

Authors: Hasan Boudlaie; Mohammad Hosein Kenarroodi; Hannan Amoozad Mahdiraji; Vahid Jafari-Sadeghi

Addresses: Faculty of Management, Kish International Campus, University of Tehran, Kish Island, Iran ' Faculty of Management, Kish International Campus, University of Tehran, Kish Island, Iran ' Leicester Castle Business School, De Montfort University, Leicester, UK ' School of Strategy and Leadership, Faculty of Business and Law, Coventry, UK

Abstract: Retaining employees is one of the challenges for start-ups, and employee engagement affects employee retention. The purpose of this study is to identify critical HRM practices of public-oriented start-ups in employee engagement that improve employee retention. Taking advantage of case study strategy, the data was obtained through interviews and analysed using thematic analysis. The result of using theme analysis method identified seven themes consisted of recruitment and selection practices in employee engagement, training and development practices in employee engagement, performance appraisal practices in employee engagement, compensation and reward practices in employee engagement, role description practices in employee engagement, working conditions practices in employee engagement, and employee relations practices in employee engagement. The results highlight the importance of HRM practices in employee engagement, which improves employee retention in public-oriented start-ups.

Keywords: performance; human resource management; employee engagement; employee retention; public oriented tourism start-ups.

DOI: 10.1504/IJPSPM.2024.138766

International Journal of Public Sector Performance Management, 2024 Vol.13 No.4, pp.504 - 528

Received: 22 Oct 2020
Accepted: 22 Oct 2020
Published online: 31 May 2024 *

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