Respond to your colleagues in one or more of the following ways: Make a suggesti

Respond to your colleagues in one or more of the following ways:
Make a suggestion or share an insight.
Ask a probing or clarifying question.
Share an insight or thought.
Offer and support an opinion, providing evidence to support your claim.
Validate a posting with scholarly sources.
Expand on your colleague’s posting.
LATOYA
Introduction
The following annotated bibliography explores various research studies on organizational practices and their impact on performance and employee management. The studies reviewed span various topics, including the correlation between annual revenue and green initiatives, effective talent management strategies in small and medium-sized businesses (SMBs), and retention strategies for millennial employees in full-service restaurants. By examining these different facets of organizational management, this bibliography aims to comprehensively understand how specific practices and strategies can influence organizational outcomes and employee satisfaction. Each study offers unique insights that contribute to a broader understanding of how organizations can optimize their practices to enhance performance and retain valuable employees.
Annotated Bibliography
Morgan, Y.-C., Fok, L. Y., & Zee, S. M. L. (2020). Relationships among annual revenue and green initiatives, quality management, and organizational performance. International Journal of Applied Management and Technology, 19(1). https://doi.org/10.5590/ijamt.2020.19.1.02Links to an external site.
a) Morgan et al. (2020)
b) examines how organizations’ annual revenue levels correlate with their green orientation, the impact of their environmental practices, the utilization of quality management programs, and employee perceptions of organizational culture and performance.
c) The findings revealed that high-revenue organizations employ quality management tools more extensively, leading to a more significant green impact than low-revenue organizations. Additionally, low-revenue organizations were found to have a more informal and decentralized organizational culture.
d) The study reflects the importance of considering organizational characteristics, such as revenue levels, in understanding and implementing sustainable practices.
Murphy, A., Dba, Gaytan, J., & Endres, A. (2023). Effective talent management practices of small-and medium-sized businesses. International Journal of Applied Management and Technology, 22(1), 1–18. https://doi.org/10.5590/IJAMT.2023.22.1.01
a) Murphy et al. (2023)
b) conducts a qualitative multiple case study to explore successful strategies used by leaders of small and medium-sized businesses (SMBs) to acquire, develop, and retain employees. The study was based on the people capability maturity model and transformational leadership theory.
c) The study involved interviews with five SMB leaders who had successfully implemented talent management strategies for over five years and focus group discussions with four employees who had worked with these SMBs for the same duration.
d) This research is relevant as it provides insights into effective talent management strategies in SMBs, which aligns with our goal of understanding human resources challenges in small enterprises.
Ruiz, C., & Davis, A. (2017). Strategies to retain millennial employees at full-service restaurants. International Journal of Applied Management and Technology, 16(1), 166–185. https://doi.org/10.5590/IJAMT.2017.16.1.11Links to an external site.
a) Ruiz and Davis (2017)
b) explores effective retention strategies for culinary-educated millennial employees working in full-service restaurants.
c) Through semi-structured interviews with Colorado, Ruiz, and Davis identified ten subcategories aligned with Herzberg’s motivation and hygiene factors and millennial values and attitudes. The most prominent subcategories included growth and advancement opportunities, favorable working conditions, and the quality and influence of the supervisor.
d) This study is important as it provides insights into effective retention strategies for a specific demographic group, which may affect our understanding of human resources challenges in small businesses.
Conclusion
In summary, the annotated bibliography highlights the significant role of tailored organizational practices in achieving superior performance and employee satisfaction. Morgan et al. (2020) demonstrate the impact of revenue levels on adopting green initiatives and quality management practices, revealing that high-revenue organizations are more effective in implementing these strategies. Murphy et al. (2023) provide valuable insights into talent management practices within SMBs, emphasizing the importance of transformational leadership and structured talent development. Lastly, Ruiz and Davis (2017) focus on retaining millennial employees in the hospitality industry, identifying key factors contributing to their job satisfaction and loyalty. These studies underscore the need for organizations to consider their unique characteristics and employee demographics when developing and implementing management strategies to foster a sustainable and productive work environment.
SAMUEL
Annotated Bibliography
Introduction
Employees are indispensable to a business, as they participate in the performance of daily operations throughout the business. By means of the execution of allotted tasks in accordance with instructions, workers contribute to the profitable realization of the organization’s objectives and goals. Similarly, employees are essential to the business’s efficacy by conducting daily analyses that facilitate the recognition of the organization’s strengths and weaknesses. The investigation plays a crucial role in developing advancements aimed at enhancing the efficiency and efficacy of organizations.
Ahmad, S., Shafique, O., & Jamal, W. N. (2020). Impact of Perceived employee retention on Banks’ Financial Performance and the Mediating Role of Employees’ Satisfaction and Loyalty in Pakistan. Journal of Accounting and Finance in Emerging Economies, 6(3), 765-774. DOI: https://doi.org/10.26710/jafee.v6i3.1361 Links to an external site. 
(a)Ahmad et al. (2020)
(b)The authors found that employee satisfaction and loyalty of employees, and hypothesis was that there is a significant difference in the perceptions among employees and the intensity of employee retention.
(c) The article examined key variables analysis to test the hypotheses of employee retention. The result showed that employee retention has got an affirmative effect on employee happiness and allegiance, as well as performance.
(d) This research is significant for my research because it indicates to managers that they should focus more on employee retention from the perspective of employees to contribute to employee satisfaction and loyalty, which will ultimately enhance their financial performance.
Ramkissoon, H., Mavondo, F., & Sowamber, V. (2020). Corporate social responsibility at LUX* resorts and hotels: Satisfaction and loyalty implications for employee retention. Sustainability, 12(22), 9745.   Doi: https://doi.org/10.3390/su12229745Links to an external site.
(a) Ramkissoon et al. (2020)
(b) The authors investigated that employee retention is an integral topic in organizations, yet little is known how managers, employees and customers respond to these activities.
(c) The article examined key variables to establish an integrated model with managers’, employees’, and customers’ approach to employee retention activities for Sustainable development.
(d) This research is significant for my research because study further discusses strategic employee retention initiatives with a multi-stakeholder engagement as areas of further research.
Asif, R., & Nisar, S. (2022). Policies, rewards, and opportunities: Antecedents of employee retention. Indian Journal of Commerce and Management Studies, 13(1), 18-26. https://doi.org/10.18843/ijcms/v13i1/03Links to an external site.
(a)Asif and Nisar (2022)
(b) The authors examined that the achievement of a business is correlated with the retention of skilled workers, this study aimed to identify the 4 elements that impact employee retention by carefully examining the effects of different HR practices like career development opportunities, work-life policies, effective supervision, and rewards.
(c) The article examined key variables to identify the factors that have a noteworthy influence on employee retention. The outcomes of the investigation show that awards and a healthy work-life balance have a beneficial impact on employee retention.
(d) This research is significant for my research because the study outlines good retention procedures, which will lead to or guarantee a safe working environment and improve workers’ performance.
Conclusion
Employee retention significantly impacts organizations, as it is essential for the ongoing growth and development of the business. However, a low level of employee retention adversely affects the company’s profitability and expansion. The analysis of employee retention underscored the necessity and significance of companies examining the factors that are critical to employees and determining their impact on the organization’s employee retention rate. The study encompassed an analysis of the determinants of employee retention, which included work-life balance, compensation, leadership, work structure, the work environment, and professional development opportunities. The study emphasized the importance of establishing an employee framework that addresses the issues in order to improve the organization’s employee retention rate.