Abstract

The study aimed to assess job retention strategies implemented by manufacturing companies that managed to retain their employees at a time when companies faced declining demand, disrupted supply chains, and issues related to employee well being amid the COVID-19 pandemic. Using the qualitative methodology, the study analysed the operationalisation of these retention strategies and examined the opportunities and challenges encountered by these companies throughout the period. Face-to-face interviews with human resource managers from the companies revealed that managers used a variety of strategies, including offering motivational incentives and implementing cost-cutting strategies such as limiting risk allowances and promoting leave-over payments, with a focus on meeting wage obligations. Effective communication, addressing misinformation, complying with government regulations, and prioritizing employee well-being were all critical factors in employee retention. Further, Managers ensured worker safety and productivity by modifying operations to avoid contagion. These findings indicated that HR managers within the manufacturing sector transcended conventional HRM practices, demonstratingoptimal efficiency in resource utilisation. However, the study exposed challenges like employee demotivation due to bonus suspensions and reward eliminations, wage gaps, and reduced risk allowances, all contributing to lowered morale and productivity. The research recommended that HR managers should prioritise employee well-being and explore alternative methods to motivate staff during crises to achieve long-term job retention and high productivity levels.

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School	: School of Law, Economics and Government
Issued Date	: 2023

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