Relevant bibliographies by topics / Employee turnover

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee turnover'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 September 2023

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Journal articles on the topic "Employee turnover"

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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T. S. PRASANNA. "Employee Engagement and Employee Turnover." Indian Journal of Applied Research 4, no. 5 (October 1, 2011): 328–29. http://dx.doi.org/10.15373/2249555x/may2014/97.

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Lee, Shinwoo. "Employee Turnover and Organizational Performance in U.S. Federal Agencies." American Review of Public Administration 48, no. 6 (June 28, 2017): 522–34. http://dx.doi.org/10.1177/0275074017715322.

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Contrary to received wisdom, could turnover actually be good for an organization? Traditional research on turnover in the public management field treats turnover as a dependent variable, emphasizing its negative role on organizational performance without sufficient theoretical or empirical support. With an emphasis on the type of employee turnover as a situational factor, this research establishes the hypothesized relationships between different employee turnovers—employee transfers, quits, and involuntary turnover—and organizational performance, and tests them using panel data from 2010 to 2014 in agencies of the U.S. federal government. Empirical results challenge the accepted belief about the harmful effects of turnover on organizational performance: Turnover can be beneficial for an organization. The results confirm the relationship differs across the type of turnover involved: Employee transfers have an inverted U-shaped relationship with organizational performance, and involuntary turnovers have a linear and positive relationship with organizational performance. Given the use of a perceptual measure of organizational performance by remaining employees, these results imply that a low-to-moderate level of employee transfers is likely to increase organizational performance and that involuntary turnovers—an elimination of employees who presented poor performance or were involved in misconducts—contribute to improving organizational performance.
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Sahu, Sangeeta, Avinash Pathardikar, and Anupam Kumar. "Transformational leadership and turnover." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 82–99. http://dx.doi.org/10.1108/lodj-12-2014-0243.

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Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.
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Ahn, Ji-Young, and Shilu Huang. "Types of employee training, organizational identification, and turnover intention: evidence from Korean employees." Problems and Perspectives in Management 18, no. 4 (December 28, 2020): 517–26. http://dx.doi.org/10.21511/ppm.18(4).2020.41.

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Many organizations are willing to increase human capital investment through various employee training programs. This study empirically examines a proposed model that explains the relationship between the different types of employee training, including general and firm-specific training and employee turnover in Korean firms. This study used a survey sample of 10,069 employees in 467 publicly traded firms in South Korea. 78% of participating companies provided training programs to the employees. This study conducted quantitative cross-sectional regression analyses to test the hypotheses. The study suggests empirical evidence that general training and firm-specific training reduce employee turnover intention. Moreover, the magnitude of firm-specific training on turnover intention is much higher than general training. Furthermore, employee organizational identification has a partial mediating effect on training and turnover intention. However, the study found no substantial evidence of the moderating effect of employees’ justice perception of receiving training opportunities. Based on the human capital theory and social exchange perspective, the results indicate that both types of training programs help employee retention, and cultivating employee organizational identification can be critical in the training-turnover process.
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Rather, Bilal Ahmad. "Employee Turnover: Where Do Employers Miss?" Asian Journal of Management 9, no. 1 (2018): 149. http://dx.doi.org/10.5958/2321-5763.2018.00023.9.

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Lin, Li, John Baur, John Joseph Ivers, and Michael R. Buckley. "Employee-Employer Turnover Voluntariness Typology and Third-Party Involvement in Turnover." Academy of Management Proceedings 2017, no. 1 (August 2017): 10431. http://dx.doi.org/10.5465/ambpp.2017.10431abstract.

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Fardilah, Heryadi, and Heryadi Fardilah. "ANTESEDEN EMPLOYEE TURNOVER." Jurnal Manajemen dan Pemasaran Jasa 10, no. 2 (March 27, 2018): 217. http://dx.doi.org/10.25105/jmpj.v10i2.1668.

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<p><em>This research is concerning the effect of workplace environment, job satisfaction, and job performance on employee turnover, and the background is to get the convenience of employees condition, the satisfaction of job results, maximum performance, and keep and reduce</em><em> in and out employees. The purpose of this research is to see</em><em> how far the influence of workplace environment, job satisfaction, and job performance on employee turnover</em><em>. Planning of this research uses primary</em><em> data that is got </em><em>by handing over questioners to 200 employees in Telecommunication company in East Jakarta. The analysis method</em><em> which is used is double regresi. Results of this research give</em><em> conclusion that there's a positive and significant influence of workplace</em><em> environment, job satisfaction, and job performance on employee turnover.</em></p>
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Митрофанова and Aleksandra Mitrofanova. "Managing Employee Turnover." Management of the Personnel and Intellectual Resources in Russia 4, no. 4 (August 17, 2015): 47–51. http://dx.doi.org/10.12737/13240.

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This article continues the abstract of lectures on “Economics of personnel management” for bachelor degree program. The article reveals the essence and content of employee turnover. It Presents stages of the cyclical nature of employee turnover. Content of the main negative and positive consequences of employee turnover in the organization is displayed. Main stages of the procedure of staff turnover management areshown in consecutive stages. The main indicators for measuring employee turnover are provided.
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Blachford, Pauline. "Reducing Employee Turnover." Canadian Journal of Optometry 76, no. 2 (December 10, 2014): 29. http://dx.doi.org/10.15353/cjo.76.528.

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Ramaseshan, B. "Retail employee turnover." Journal of Retailing and Consumer Services 4, no. 3 (July 1997): 193–99. http://dx.doi.org/10.1016/s0969-6989(96)00044-6.

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Dissertations / Theses on the topic "Employee turnover"

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Morrell, Kevin. "Modelling employee turnover." Thesis, Loughborough University, 2002. https://dspace.lboro.ac.uk/2134/6794.

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This thesis reports the first independent test of an influential model of employee turnover (Lee, Mitchell, Holtom, McDaniel and Hill 1999). The context for this test is the case of nurse turnover in the National Health Service (NHS). There have been many hundreds of turnover studies in the last fifty years, and many ways of understanding the turnover phenomenon. The thesis organises this literature, by selectively analysing and discussing the more influential of these studies. This selective, critical review allows for the model tested here to be placed in a theoretical and historical context. A critique of the model signalled the need for theoretical development prior to operationalisation. However, the relative paucity of empirical evidence in support of the model suggested that replicating the basic findings of the authors would also be desirable. Accordingly, the case for a critical test was clear, and an outline of the role of this type of replication facilitated this. The research involved eight NHS trusts, in three regions. In total, 352 full-time nurse leavers participated. Data relating to their decision to leave was collected via an eight page survey, which comprised both closed and open items. Analysis and interpretation of these data challenge the current formulation of the model tested, as well as contributing to the understanding of employee turnover and nursing turnover. Note: The term model is defined here as 'conceptual framework'.
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Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.

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Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.
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Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.

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Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.
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Beato, Alexandro. "Effective Strategies Employed by Retail Store Leaders to Reduce Employee Turnover." Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10278363.

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Employee turnover affects retail organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, organizations lost over $11 billion in tangible and intangible assets as the result of employee turnover. High employee turnover rates have an adverse effect on productivity, which lead to unsustainable business practices. The number of retail employees who quit their jobs each month increased from 432,000 in December 2016 to 464,000 in January 2017, which indicates that some managers lack strategies to reduce employee turnover. Using the transformational leadership theory, the purpose of this single case study was to explore effective strategies used by retail store managers from El Paso, Texas to decrease employee turnover. Participants were purposefully selected because of their experience implementing effective employee turnover reduction strategies; they reduced employee turnover from 24% in 2012 to 15% in 2016. Data were collected via face-to-face semistructured interviews with 10 managers and the review of organizational documents on employee turnover. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: supportive leadership reduced employee turnover, managing personnel scheduling decreased employee turnover, and competitive compensation reduced employee turnover. Reducing employee turnover contributes to social change by providing retail store managers with valuable insight that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.

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Hall, Marvin D. "Relationship between Employee Development, Employee Burnout, and Employee Turnover Intentions." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6571.

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Employee turnover is a concern for the highway maintenance leaders in the construction industry because employees with turnover intentions may exhibit decreased commitment and increased cynicism towards the organization, which may affect business profits. The purpose of this correlational study was to examine the relationship between employee development, employee burnout, and employee turnover intentions in highway maintenance organizations in the United States. Hobfoll's conservation of resources theory was the framework for this study. A convenience sampling of participants, which included a target audience who accessed the paper-based surveys from 6 field offices and the central office building within the northwestern region of Pennsylvania, returned 68 useable surveys for a response rate of approximately 33%. The data from the 68 participants were analyzed using multiple linear regression analysis. The population for the study consisted of supervisors, foremen, executive staff, and full-time management personnel. Results of the multiple linear regression analysis indicated a statistically significant relationship between employee development and employee turnover intentions (p < 0.05, β = 0.360) and between employee burnout and employee turnover intentions (p < 0.05, β = 0.512). The results of this study may contribute to positive social change by reducing employee turnover in the construction industry, keeping skilled employees within local communities, and helping employees accomplish career goals while increasing economic value. Highway maintenance leaders could use the money saved from turnover to invest in employee development and employee wellness programs.
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Johnson, Cheryl J. "Employee Turnover at Community Banks." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4795.

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Some community bank managers do not possess the skills needed to retain employees, which increases employee turnover and decreases their competitive advantage. The purpose of this explanatory case study was to explore strategies community bank managers use to minimize employee turnover for their organization. The population consisted of 4 community bank managers in the Central Florida area who had at least 1-year of managerial experience evaluating employee retention. The conceptual framework was the jobs characteristics theory of Hackman and Oldham. Data were collected from semistructured face-to-face interviews and business documentation. Methodological triangulation was appropriate to validate the creditability and interpretation of the data. Three themes derived from analysis of coded of words and phrases: (a) employee compensation, (b) open communication, and (c) opportunities for growth and development. The implication of social change includes the potential for business managers to improve employee motivation and job satisfaction by implementing strategies to retain employees and reduce employee turnover for their organization leading to better customer service. The results from this study may also strengthen community wealth and knowledge by improving the standard of living for returning customers because of quality customer satisfaction.
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Merla, Diane Krzan. "Strategies to Reduce Employee Turnover." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5575.

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Businesses that fail to retain knowledgeable employees risk remaining competitive in the marketplace. Approximately 25 million people quit their jobs in 2016, overall. This single case study explored strategies business managers use to reduce employee turnover. The population for this study was 5 business managers from a business and technical personnel support organization in the information and solutions industry in the state of New Jersey who had experience with strategies to improve employee retention. The conceptual framework used in this study was systems theory. Data were collected from company archival documents and semistructured face-to-face interviews with 5 business managers. Moustakas' modified van Kaam method was used for data analysis. Member checking helped to ensure credibility and trustworthiness in the interpretation of interviewee responses. Three major themes emerged: workplace environment, safety, and training. Strategies ascertained in this study may be helpful for business managers who develop ways to reduce employee turnover. The implications for positive social change include retaining valuable employees in critical positions, reducing unemployment rates and unemployment compensation, and the potential to disencumber funds to support additional social services.
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Hayes, Tracy Machelle. "Demographic Characteristics Predicting Employee Turnover Intentions." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1538.

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In 2012, more than 25 million U.S. employees voluntarily terminated their employment with their respective organizations. Demographic characteristics of age, education, gender, income, and length of tenure are significant factors in employee turnover intentions. The purpose of this study was to determine if a relationship existed between age, education, gender, income, length of tenure, and employee turnover intention among full-time employees in Texas. The population consisted of Survey Monkey-® Audience members who were full-time employees, residents of Texas, over the age of 18, not self-employed, and not limited to a specific employment industry. For this study, a sample of 187 Survey Monkey-® Audience members completed the electronic survey. Through the proximal similarity model, the results of this study are generalizable to the United States. The human capital theory was the theoretical framework. The results of the multiple regression analysis indicated a significant relationship between age, income, and turnover intentions; however, the relationship between education, gender, and length of tenure was not statistically significant. As the Baby Boomer cohort prepares to transition into retirement, organizational leaders must develop retention strategies to retain Millennial employees. To reduce turnover intentions, organizational leaders should use pay-for-performance initiatives to reward top performers with additional pay and incentives. The social implications of these findings may reduce turnover, which may reduce employee stress, encourage family well-being, and increase participation in civic and social events.
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Brown, Robert. "Relationship Between Employee Wages, Number of Employee Referrals, and Employee Turnover Intention." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6178.

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Employee turnover is a significant contributor to the overall loss of hundreds of billions of dollars in profitability for many business organizations in the United States and abroad combined. Grounded in Maslow's theory of human motivation, the purpose of this correlational study was to examine the relationship between employee wages, number of employee referrals, and employee turnover intentions. The population was composed of employees working in the Southeastern region of the United States. A convenience sample of 92 participants answered questions regarding their wages, number of employee referrals, and completed the Turnover Intention Scale. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict turnover intentions, F(2, 89) = 5.462, p = .006, R2 = .109. Within the final model, employee wages was a statistically significant predictor (t=-2.769, p=.007) and the number of employee referrals was not a statistically significant predictor (t=-1.712, p=.090). The knowledge gained from the findings in this study could have implications for social change among employees and consumers in society. Satisfied employees in low turnover work environments can provide the foundation for a more enjoyable customer experience. Both non-profit and for-profit organizations can implement business practices that will reduce turnover and increase job satisfaction among employees.
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Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.

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Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.
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Books on the topic "Employee turnover"

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1946-, Griffeth Rodger W., ed. Employee turnover. Cincinnati, Ohio: South-Western College Pub., 1994.

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Musell, R. Mark. Employee turnover in the federal government. Washington, D.C: The Congress of the U.S., Congressional Budget Office, 1986.

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Miller, Oscar. Employee turnover in the public sector. New York: Garland Publishing, 1996.

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United States. Congressional Budget Office., ed. Employee turnover in the federal government. Washington, D.C: The Congress of the U.S., Congressional Budget Office, 1986.

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Unit for Retail Planning Information. Turnover per employee of selected retail companies. Reading: URPI, 1985.

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1946-, Griffeth Rodger W., and Hom Peter W. 1951-, eds. Innovative theory and empirical research on employee turnover. Greenwich, Conn: Information Age Pub., 2004.

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Securities Industry Association. Research Dept., ed. Employee compensation and turnover: Selected trends for exempt and non-exempt employees. New York, NY: Securities Industry Association, Research Dept., 2002.

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Quintin, Erwan. Growing old together: Firm survival and employee turnover. Washington, D.C: Federal Reserve Board, 2005.

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United States. Bureau of Labor Statistics. Employee tenure and occupational mobility in the early 1990s. Washington, D.C: United States Dept. of Labor, Bureau of Labor Statistics, 1992.

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1957-, SnowAntle Sharon M., ed. Managing employee turnover: A guide for health care executives. Chicago, Ill: American Hospital Pub., 1992.

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Book chapters on the topic "Employee turnover"

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Darcy, Colette. "Employee Induction, Turnover and Retention." In Human Resource Management, 56–71. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-00938-8_4.

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Strouse, Michael C., and Florence D. DiGennaro Reed. "Employee Turnover and Workforce Stability." In Organizational Behavior Management Approaches for Intellectual and Developmental Disabilities, 210–34. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429324840-15.

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Chen, Xiao-Ping. "Leader Behaviors and Employee Turnover." In The Management of Enterprises in the People’s Republic of China, 325–45. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-1095-6_14.

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L’Esteve, Ron C. "Supporting Employee Health and Turnover." In The Cloud Leader’s Handbook, 45–53. Berkeley, CA: Apress, 2023. http://dx.doi.org/10.1007/978-1-4842-9526-7_4.

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Singh, Riann, and Shalini Ramdeo. "Alternative Perspectives in Employee Turnover." In Contemporary Perspectives in Human Resource Management and Organizational Behavior, 137–54. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-30225-1_8.

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Alaskar, Lama, Martin Crane, and Mai Alduailij. "Employee Turnover Prediction Using Machine Learning." In Communications in Computer and Information Science, 301–16. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36365-9_25.

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Lane, James M. "Maquiladora Employee Turnover and Job Training." In North American Free Trade Agreement, 188–95. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-22976-5_15.

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Darcy, Colette, Ashley O’Donoghue, and Yanqiao Liu. "Employee Engagement, Induction, Turnover and Retention." In Human Resource Management, 59–78. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-352-00403-8_4.

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Dhetarwal, Mukesh, Azhar Ashraf, Sahil Verma, Kavita, and Babita Rawat. "Employee Turnover Prediction Using Machine Learning." In International Conference on Innovative Computing and Communications, 693–702. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-3010-4_55.

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Karande, Shubham, and L. Shyamala. "Prediction of Employee Turnover Using Ensemble Learning." In Advances in Intelligent Systems and Computing, 319–27. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-5934-7_29.

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Conference papers on the topic "Employee turnover"

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Pavlović, Goran. "EMPLOYER ATTRACTIVENESS AND THE EMPLOYEE TURNOVER AND RETENTION." In 2nd International Scientific Conference. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2018. http://dx.doi.org/10.31410/itema.2018.806.

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Jhaver, Mehul, Yogesh Gupta, and Amit Kumar Mishra. "Employee Turnover Prediction System." In 2019 4th International Conference on Information Systems and Computer Networks (ISCON). IEEE, 2019. http://dx.doi.org/10.1109/iscon47742.2019.9036180.

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Wu, Zhigang, and Xiangmin Li. "Strategic Analysis of Employee Turnover." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998105.

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Koshetsyan, Lusine. "Research Issues of Exploring the Link Between Turnover Intention and Turnover Behavior with Organization’s Motivation Profile." In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.10.

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Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.
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Humayra, Ismya, and Nurintan Sri Utami. "Stay or Out: Commitment and Employee Turnover Intentions among Indonesian Employees." In Proceedings of the 4th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/acpch-18.2019.12.

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Hidayat, Agi Syarif, and Agustina Agustina. "Employee Burnout vs Employee Engagement and Its Impact on Turnover Intention." In 1st International Conference on Accounting, Management and Entrepreneurship (ICAMER 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200305.004.

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Liu, Jiamin, Yuxi Long, Ming Fang, Renjie He, Tao Wang, and Guosheng Chen. "Analyzing Employee Turnover Based on Job Skills." In the International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3224207.3224209.

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Liao, Chenyu. "Employee turnover prediction using machine learning models." In 2022 International Conference on Mechatronics Engineering and Artificial Intelligence (MEAI 2022), edited by Chuanjun Zhao. SPIE, 2023. http://dx.doi.org/10.1117/12.2672733.

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Raza, Dewan Mamun, and Firoz Hasan. "Employee Engagement and Turnover utilizing Logistic Regression." In 2021 IEEE 8th Uttar Pradesh Section International Conference on Electrical, Electronics and Computer Engineering (UPCON). IEEE, 2021. http://dx.doi.org/10.1109/upcon52273.2021.9667566.

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Stachova, Katarina, Alexandra Barokova, and Zdenko Stacho. "Optimization of employee turnover through predictive analysis." In Management Trends in the Context of Industry 4.0. EAI, 2021. http://dx.doi.org/10.4108/eai.4-12-2020.2303446.

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Reports on the topic "Employee turnover"

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Carter, Susan Payne, Whitney Dudley, David Lyle, and John Smith. Who's the Boss? The Effect of Strong Leadership on Employee Turnover. Cambridge, MA: National Bureau of Economic Research, July 2016. http://dx.doi.org/10.3386/w22383.

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Hoffman, Mitchell, and Stephen Burks. Training Contracts, Employee Turnover, and the Returns from Firm-sponsored General Training. Cambridge, MA: National Bureau of Economic Research, March 2017. http://dx.doi.org/10.3386/w23247.

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Hoffman, Mitchell, and Stephen Burks. Worker Overconfidence: Field Evidence and Implications for Employee Turnover and Returns from Training. Cambridge, MA: National Bureau of Economic Research, March 2017. http://dx.doi.org/10.3386/w23240.

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Lee, Stacy, and Jung Ha-Brookshire. How to Reduce Employee Turnover Intention in Retail Environment? Role of Off-the-Job Embeddedness. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-148.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Donnelly, David P., and Jeffrey J. Quirin. A Comprehensive Model of the Employee's Turnover Decision Process. Fort Belvoir, VA: Defense Technical Information Center, December 2002. http://dx.doi.org/10.21236/ada409443.

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Rockoff, Jonah. Does Mentoring Reduce Turnover and Improve Skills of New Employees? Evidence from Teachers in New York City. Cambridge, MA: National Bureau of Economic Research, March 2008. http://dx.doi.org/10.3386/w13868.

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Jeong, Stephen, Sarah Stawiski, Sol Bukin, and Heather Champion. Stemming the Great Resignation through Leadership Development. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2051.

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The recent rise in voluntary turnover has sparked a renewed focus on attracting and retaining talent. In their attempts to stem the tide of the Great Resignation, organizations are augmenting traditional retention strategies – e.g., higher pay, enhanced benefits, more opportunities for career advancement etc. – with remote and hybrid work schedules brought about by the COVID pandemic. Given its inherent appeal to both employees and organizations, leadership development (LD) opportunities have long been believed to play a crucial role in helping to attract and retain employees. While the body of existing correlational research does point to a positive relationship between LD opportunities and retention, there is scant research that elucidates the mechanism(s) that may help to bridge the two. Guided by existing research, this paper examined Center for Creative Leadership’s large database of program evaluation data to uncover those potential mechanisms. We found preliminary support for three specific outcomes of leadership development that may serve as potential mediators linking LD with retention; they include enhanced self-efficacy, meaningful connections, and capacity to engage followers. We conclude with implications of these findings for future research as well as some caveats related to our investigation.
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Hansen, Peter J., Zvi Roth, and Jeremy J. Block. Improving oocyte competence in dairy cows exposed to heat stress. United States Department of Agriculture, January 2014. http://dx.doi.org/10.32747/2014.7598163.bard.

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Original Objectives. The overall goal is to develop methods to increase pregnancy rate in lactating dairy cows exposed to heat stress through methods that minimize damage to the oocyte and embryo caused by heat stress. Objectives were as follows: (1) examine the protective effects of melatonin on developmental competence of oocytes exposed to elevated temperature in vitro; (2) test whether melatonin feeding can improve developmental competence of oocytes in vivo and, if so, whether effects are limited to the summer or also occur in the absence of heat stress; and (3) evaluate the effectiveness of improving fertility by facilitating follicular turnover in the summer and winter. Revised Objectives. (1) Examine protective effects of melatonin and follicular fluid on developmental competence of oocytes exposed to elevated temperature in vitro; (2) examine the protective effects of melatonin on developmental competence of embryos exposed to elevated temperature in vitro; (3) evaluate effectiveness of improving fertility by administering human chorionicgonadotropin (hCG) to increase circulating concentrations of progesterone and evaluate whether response to hCG depends upon genotype for four mutations reported to be related to cow fertility; and (4) identify genes with allelic variants that increase resistance of embryos to heat shock. Background. The overall hypothesis is that pregnancy success is reduced by heat stress because of damage to the oocyte and cleavage-stage embryo mediated by reactive oxygen species (ROS), and that fertility can be improved by provision of antioxidants or by removing follicles containing oocytes damaged by heat stress. During the study, additional evidence from the literature indicated the potential importance of treatment with chorionicgonadotropin to increase fertility of heat- stressed cows and results from other studies in our laboratories implicated genotype as an important determinant of cow fertility. Thus, the project was expanded to evaluate hCG treatment and to identify whether fertility response to hCG depended upon single nucleotide polymorphisms (SNP) in genes implicated as important for cow fertility. We also evaluated whether a SNP in a gene important for cellular resistance to heat stress (HSPA1L, a member of the heat shock protein 70 family) is important for embryonic resistance to elevated temperature. Major conclusions, solutions & achievements. Results confirmed that elevated temperature increases ROS production by the oocyte and embryo and that melatonin decreases ROS. Melatonin reduced, but did not completely block, damaging effects of heat shock on the oocyte and had no effect on development of the embryo. Melatonin was protective to the oocyte at 0.1-1 μM, a concentration too high to be achieved in cows. It was concluded that melatonin is unlikely to be a useful molecule for increasing fertility of heat-stressed cows. Treatment with hCG at day 5 after breeding increased first-service pregnancy rate for primiparous cows but not for multiparous cows. Thus, hCG could be useful for increasing fertility in first-parity cows. The effectiveness of hCG depended upon genotype for a SNP in COQ9, a gene encoding for a mitochondrial-function protein. This result points the way to future efforts to use genetic information to identify populations of cows for which hormone treatments will be effective or ineffective. The SNP in HSPA1L was related to embryonic survival after heat shock. Perhaps, genetic selection for mutations that increase cellular resistance to heat shock could be employed to reduce effects of heat stress on fertility. Implications, both scientific and agricultural. This project has resulted in abandonment of one possible approach to improve fertility of the heat-stressed cow (melatonin therapy) while also leading to a method for improving fertility of primiparous cows exposed to heat stress (hCG treatment) that can be implemented on farms today. Genetic studies have pointed the way to using genetic information to 1) tailor hormonal treatments to cow populations likely to respond favorably and 2) select animals whose embryos have superior resistance to elevated body temperatures.
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