Journal articles: '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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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 in and out employees. The purpose of this research is to see how far the influence of workplace environment, job satisfaction, and job performance on employee turnover. Planning of this research uses primary data that is got by handing over questioners to 200 employees in Telecommunication company in East Jakarta. The analysis method which is used is double regresi. Results of this research give conclusion that there's a positive and significant influence of workplace environment, job satisfaction, and job performance on employee turnover.

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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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Weisberg, Jacob, and Alan Kirschenbaum. "Employee turnover intentions." International Journal of Human Resource Management 2, no. 3 (December 1991): 359–75. http://dx.doi.org/10.1080/09585199100000073.

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Hussey, D. E. "Editorial. Employee turnover." Strategic Change 7, no. 6 (September 1998): 311–12. http://dx.doi.org/10.1002/(sici)1099-1697(199809/10)7:6<311::aid-jsc379>3.0.co;2-4.

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Teng, Mingfei, Hengshu Zhu, Chuanren Liu, Chen Zhu, and Hui Xiong. "Exploiting the Contagious Effect for Employee Turnover Prediction." Proceedings of the AAAI Conference on Artificial Intelligence 33 (July 17, 2019): 1166–73. http://dx.doi.org/10.1609/aaai.v33i01.33011166.

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Talent turnover often costs a large amount of business time, money and performance. Therefore, employee turnover prediction is critical for proactive talent management. Existing approaches on turnover prediction are mainly based on profiling of employees and their working environments, while the important contagious effect of employee turnovers has been largely ignored. To this end, in this paper, we propose a contagious effect heterogeneous neural network (CEHNN) for turnover prediction by integrating the employee profiles, the environmental factors, and more importantly, the influence of turnover behaviors of co-workers. Moreover, a global attention mechanism is designed to evaluate the heterogeneous impact on potential turnover behaviors. This attention mechanism can improve the interpretability of turnover prediction and provide actionable insights for talent retention. Finally, we conduct extensive experiments and case studies on a realworld dataset from a large company to validate the effectiveness of the contagious effect for turnover prediction.

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Dr. S. O. Junare, Dr S. O. Junare, and Dr Sweta Patel. "Studying Interrelation: Employee Turnover & Technology." Indian Journal of Applied Research 3, no. 8 (October 1, 2011): 445–46. http://dx.doi.org/10.15373/2249555x/aug2013/143.

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Pandey, Dhruba Lal. "Human Resource Practices and Employee Turnover." Journal of Advanced Research in Dynamical and Control Systems 12, SP8 (July 30, 2020): 572–81. http://dx.doi.org/10.5373/jardcs/v12sp8/20202557.

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Satpathy, Dr Ipseeta, and Debi Prasad Das. "Review of Literature on Employee Turnover." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 25–3. http://dx.doi.org/10.15373/2249555x/feb2014/94.

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Chairiza, Dinda, Zulkarnain Zulkarnain, and Siti Zahreni. "Pengaruh Burnout dan Employee Engagement terhadap Intensi Turnover Karyawan Hotel." ANALITIKA 10, no. 2 (December 31, 2018): 69. http://dx.doi.org/10.31289/analitika.v10i2.1791.

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<h1>Turnover as an actual form of turnover intention is a general phenomena in hospitality business. There are various factors that influence employee turnover intention, such as burnout experienced by employees and employee engagement that employees. The aim of this research is to determine the influence of burnout and employee engagement toward employee turnover intention at X Group Hotel. Multiple analysis result of this research showed that burnout and employee engagement influenced towards employee turnover intention at X Group Hotel. Burnout positively influenced to employee turnover intention and employee engagement negatively influenced to employee turnover intention at X Group Hotel. The implications of this research are expected the company can know that burnout can increase employee turnover intention, whereas employee engagement is needed to reduce employee turnover intention. However, many other things of the variables that can influence employee turnover intention on hospitality company, in particular if it is a family company.</h1>

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Booth LeDoux, Suzanne M., Louis Champagne, and Jared A. LeDoux. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.10026049.

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LeDoux, Suzanne M. Booth, Jared A. LeDoux, and Louis Champagne. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.104289.

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Yaseen, Al-Dubai Omar. "The influence of emotional intelligence and organizational politics on employee turnover and performance." Frontiers in Management and Business 1, no. 2 (2020): 51–62. http://dx.doi.org/10.25082/fmb.2020.02.003.

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Employees are viewed as the most valuable organizational assets especially in today’s competitive environment. Accordingly, it is essential to retain skilled employees and provide a supportive environment to improve their performance especially in service companies as their employees have direct communication and interaction with customers. The purpose of this research is to examine the influence of organizational politics and emotional intelligence on two fundamental employee outcomes: turnover intention and employee performance. In addition, the current study examined the moderating impact of emotional intelligence on the relationship between organizational politics and turnover intention, and on the relationship between organizational politics and employee performance. Further, the study examined the association between employee characteristics: gender, age and work experience, and their turnover intention and performance. This study employed a quantitative research method and used administered survey questionnaire to collect data from 400 employees working in four service industries in Kuala Lumpur and Selangor states, Malaysia: banking, telecommunication, insurance and tourism. Structural equation modelling using Smart-PLS was used to analyze collected data. The research findings revealed that organizational politics and emotional intelligence had a significant impact on turnover and employee performance. However, emotional intelligence had no significant moderating impact on the relationship between organizational politics and the two employee outcomes: turnover intention and employee performance. Moreover, employees’ age was found to be significantly related to their turnover intention as employees as older employees were found to have a low turnover intention. The findings of this research provide a significant managerial implications which revolve around the need for managers to ensure a fair and effective organizational politics and retain employees with good level of emotional intelligence.

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Herr, Raphael M., Luisa Leonie Brokmeier, Joachim E. Fischer, and Daniel Mauss. "The Benefits of an Employee-Friendly Company on Job Attitudes and Health of Employees: Findings from Matched Employer–Employee Data." International Journal of Environmental Research and Public Health 19, no. 15 (July 25, 2022): 9046. http://dx.doi.org/10.3390/ijerph19159046.

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Background: This study explored the association of an employee-friendly work environment with employees’ job attitudes (engagement, commitment, turnover intentions, and job satisfaction), and health (mental and general health), applying matched employer–employee data. Methods: The German Linked Personnel Panel (LPP; n = 14,182) survey simultaneously captures the data of employees and the human resources (HR) management of companies. A two-step cluster analysis of 16 items of the HR valuation identified relatively more- and less-employee-friendly companies (EFCs). Logistic regressions tested differences between these companies in the assessment of job attitudes and health of their employees. Results: Compared to less-EFCS, more-EFCS had a reduced risk of poorer job attitudes and substandard health of their employees. For example, the risk for higher turnover intentions was reduced by 33% in more-EFCS (OR = 0.683, 95% C.I. = 0.626–0.723), and more-EFCS had an 18% reduced chance of poor mental health reporting of their employees (OR = 0.822, 95% C.I. = 0.758–0.892). Conclusions: More-EFCS have more motivated and healthier employees. The most distinct factors for more-EFCS were: the existence of development plans for employees, opportunities for advancement and development, and personnel development measures.

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Sharma, Naman. "P-O Fit and Employee's Turnover Intentions." International Journal of Human Capital and Information Technology Professionals 10, no. 2 (April 2019): 51–60. http://dx.doi.org/10.4018/ijhcitp.2019040104.

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Extant studies have established the relationship between person-organization fit and turnover intentions of employees. However, this article aims further to establish the role of employee engagement as a mediator between these variables. The sample used in the study consists of employees from Indian IT sector and data is analyzed with the help of correlation and regression analysis to test both direct and mediating effects. Results obtained confirm the partial role of employee engagement in mediating the above variables in context of Indian IT sector. The study confirms that person-organization fit affects the decision of employees to stay/not to stay with their organization and also that employees with higher levels of employee engagement would be less likely to leave their employer.

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Oh, Jinuk, and Nita Chhinzer. "Is turnover contagious? The impact of transformational leadership and collective turnover on employee turnover decisions." Leadership & Organization Development Journal 42, no. 7 (July 29, 2021): 1089–103. http://dx.doi.org/10.1108/lodj-12-2020-0548.

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PurposeThis study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?Design/methodology/approachLatent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea.FindingsThe results indicate a negative relationship between transformational leadership and turnover intentions and a positive relationship between turnover intentions and turnover behavior. Furthermore, the results provide empirical support for turnover contagion as a mechanism triggering turnover intentions into turnover behavior in the workplace.Originality/valueThis study provides a timely and novel contribution to the areas of leadership and employee turnover due to the underexplored research area of transformational leadership, the growing body of literature that questions the fixed assumption in employee turnover studies and the increasing interest in collective turnover. Importantly, existing research has examined the concept of collective turnover from a quantity perspective, aggregating individual turnover to group levels. This study provides a more nuanced, comprehensive evaluation of the quality of turnover, by considering the impact of performance contribution aspects of turnover at the business unit level.

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Hannia, Hannia, Roswaty Roswaty, and Emilda Emilda. "Pengaruh Pemberian Insentif dan Lingkungan Kerja terhadap Tingkat Perputaran Karyawan Dealer Mobil DFSK Palembang." Jurnal Nasional Manajemen Pemasaran & SDM 4, no. 1 (April 6, 2023): 19–25. http://dx.doi.org/10.47747/jnmpsdm.v4i1.1134.

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This study deals with the effect of providing incentives and the work environment on the employee turnover rate of the DFSK Palembang Car Dealer simultaneously on the turnover rate. This type of research was quantitative research which employed the associative method. The data collection technique used is a questionnaire. The sample population used in this study was 40 employees of the DFSK Palembang Car Dealer. The data analysis technique in this study used multiple regression analysis. The results of this study using the t-test partially show that the Incentive Giving variable (X1) has a significant effect on the employee turnover rate. Then the Work Environment variable (X2) has a significant effect on the level of employee turnover. The results of testing the F test showed simultaneously that the Incentive Giving variable (X1) and Work Environment (X2) had a significant effect on the employee turnover rate. This research can be expected to conduct companies to evaluate the provision of employee incentives and work environment to reduce employee turnover

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Soelton, Mochamad, Tri Wahyono, Chairiel Oktaviar, Harefan Arief, Eko Tama Putra Saratian, Indah Cahyawati, and Tantri Yanuar Rahmat Syah. "Job Insecurity Anomaly on Turnover Intention and Employee Performance in The Organization Heavy Equipment Transportation Services." European Journal of Business and Management Research 6, no. 2 (April 30, 2021): 211–16. http://dx.doi.org/10.24018/ejbmr.2021.6.2.822.

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Human resources are important resources that support organizations in achieving competitive advantage. Therefore, it is important to involve employees to drive the strategic goals of the organization. Heavy equipment transportation services in the era of globalization are expected to face increasingly fierce competition. Therefore, the quality of the organization must be considered. This is inseparable from the role of human resources who will be required to carry out their duties and functions properly. The purpose of this research is to examine and analyze job insecurity, compensation, and work conflicts on the turnover intention and the employe performance. This study employs samples consisted of all employes who work at PT. Tangguh Jaya Bersama with a total population of 50 employees. The results indicate that variable job insecurity, and work conflicts have a positive and significant impact on turnover intention. Whereas the compensation has a negative and significant on turnover intention. The variable compensation and work conflicts have a significantly positive on employee performance, whereas the jobs insecurity have a significantly negative on employee performance. The variable turnover intention has a significantly negative on employee performance.

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V., Elton, Njabulo N., Chantelle M.N., Bukosi D.M., Selinah B.C., Noel M., Sikhangezile M., Melissa N., and Thamsanqa D. "Antecedents, Consequences and Managerial Retention Strategies of Employee Turnover: A Case of Zimbabwe State Universities." British Journal of Management and Marketing Studies 6, no. 2 (April 14, 2023): 16–35. http://dx.doi.org/10.52589/bjmms-axsjj9o9.

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This paper analyzes the antecedents, consequences and retention strategies on employee turnover in State Universities. The study purposely sampled 30 employees from five state universities in Zimbabwe. The data were collected through the use of focus group interviews and each group consisted of six employees. Thematic analysis was employed to generate recurring themes from the interviews. The findings of the study show that the causes of employee exit were necessitated by several issues, such as poor career progression, lack of promotion, poor leadership strategies, location and poor working conditions. It was also revealed that staff exit causes work overload and high costs necessitated by recruitment and selection, and training of new employees. However, it was revealed that to mitigate against high employee turnover, top management must consider employing local people first if they qualify for the position. The study significantly contributes to academic researchers, HR practitioners and management because it highlights strategies that mitigate high employee turnover. Further to that, there is a dearth of research that explores strategies that reduce employee turnover in higher learning institutions, particularly in developing countries.

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Dwivedi, Preeti, Vijit Chaturvedi, and J. K. Vashist. "Improving Dysfunctional Employee Turnover." Effulgence-A Management Journal 17, no. 1 (January 1, 2019): 1. http://dx.doi.org/10.33601/effulgence.rdias/v17/i1/2019/1-15.

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Cleveland, Jeanette N. "Employee Turnover: New Perspectives." Academy of Management Proceedings 2016, no. 1 (January 2016): 12373. http://dx.doi.org/10.5465/ambpp.2016.12373symposium.

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Husainah, Nazifah, and Azimah Hanifah. "REDUCING EMPLOYEE TURNOVER INTENTION." Sosiohumaniora 23, no. 2 (July 4, 2021): 234. http://dx.doi.org/10.24198/sosiohumaniora.v23i2.30998.

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5 in recent years, employees of company earnings in foodhall in Jakarta fluctuations have relatively high. This condition is caused by problems about the intention of earnings, The organization, and the company. The purpose of study is to examine the effect of employee organizations and culture in earnings intention, both directly and indirectly through the organization to an enterprise in foodhall in Jakarta. This method uses a method descriptive and explanations at least 200 samples from the survey respondents from 25 outlets in Jakarta that foodhall. Structural Equation Model data verified by lisrel 8.80 modeling methods of using. The results show that cultures of organization a lively and have high impact significant directly to organizations commitment but has a negative and significant effect directly in circulation intention, commitment organization negative and had an impact a significant impact on earnings intention, the culture of organization negative and had an impact a significant impact on earnings intention through commitment organization. Organization culture and organization commitment simultaneously affect earnings intention. The commitment the organization has more the role of dominant in reducing the level of dropping in and out of employees intention and other based on the survey results was the partial organization mediation about the effects of an organization’s culture in circulation intention.

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Duda, Jiří, and Lenka Žůrková. "Costs of employee turnover." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2071–75. http://dx.doi.org/10.11118/actaun201361072071.

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The aim of this paper is to establish a general methodology for calculating the costs incurred by employee turnover. This paper deals with identification of costs incurred by the departure of an employee, and does not deal with the cost of recruitment of a new employee. Economic calculations are adjusted to the tax policy in the Czech Republic. The costs of employee turnover (according to Bliss, 2012) include the costs of substitution of the unoccupied position, costs of conducting the exit interview and termination of the contract. The cost of an executive’s time to understand the causes of leaving and costs of the leaving employee’s training were also determined. Important factors in the costs of employee turnover also include the loss of knowledge and possibly also a loss of customers. Costs of lost employee and department productiveness represent an important part of the costs of employee turnover, as well. For all of these costs there have been proposed general calculations formulas.

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Chase, Patricia A. "Cost of employee turnover." American Journal of Health-System Pharmacy 49, no. 4 (April 1, 1992): 814–16. http://dx.doi.org/10.1093/ajhp/49.4.814.

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Husainah, Nazifah. "DETERMINANT EMPLOYEE TURNOVER INTENTION." Sosiohumaniora 25, no. 2 (July 10, 2023): 209. http://dx.doi.org/10.24198/sosiohumaniora.v25i2.45881.

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The purpose of this study is to find out and analyze the influence of leadership style on change intention, the influence of motivation on change intention, and the influence of recruitment process on PT change intention. Centana Group Inc. The research used in this study used a type of quantitative research. At the same time, the research method used in this study adopts association method. The data collection methods used in this study are literature research and field research. The sampling method used is non-probability sampling. Based on the results of this study, it is found that leadership style has no significant negative impact on turnover intention, motivation has a significant positive impact on turnover intention, and recruitment process has no significant negative impact on turnover intention. For this study, the authors made recommendations for different parties, including exogenous variables (leadership style, motivation, recruitment process). In this study, only 52.3% of the effect on the endogenous variable (sales intention) was explained, while 47.7% was influenced by other unexplored exogenous variables. This should enable future researchers to also use other exogenous variables such as organizational culture, compensation and career development

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Bammidi, Menaka, and K. Sri Divya K.Sri Divya. "Impact of Global Economy Growthover Employee Turnover." Indian Journal of Applied Research 3, no. 11 (October 1, 2011): 302–4. http://dx.doi.org/10.15373/2249555x/nov2013/98.

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Kanchana, Lakshmi, and Ruwan Jayathilaka. "Factors impacting employee turnover intentions among professionals in Sri Lankan startups." PLOS ONE 18, no. 2 (February 10, 2023): e0281729. http://dx.doi.org/10.1371/journal.pone.0281729.

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Employee turnover is one of the topical issues worldwide. The impact of factors affecting employee turnover varies occasionally and new factors are considered. Many countries have examined various factors that affect employee turnover. The main objective of this research is to consider psychographics and socio-demographic factors in one study and analyse the impact on employee turnover. A Probit regression model through the stepwise technique was used to analyse the collected data. Using ventures in Sri Lanka as a case study, this study demonstrates that employee turnover occurs in different stages and independent factors impact differently in each stage. The study population was professionals who have been a key part of Sri Lankan startups, which involved 230 respondents. Data analysis was performed through a forward stepwise technique through STATA. The results verified that job satisfaction and co-worker support negatively impact employee turnover, whereas leader member exchange positively impacts employee turnover. This study also proved a significant positive relationship between male employees in their thirties and high employee turnover. This study’s findings help to identify the areas management should focus on to minimise employee turnover to retain experienced and skilled employees.

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Asmara, Alfatania Pandu. "Pengaruh Turnover Intention terhadap Kinerja Karyawan di Rumah Sakit Bedah Surabaya." Jurnal Administrasi Kesehatan Indonesia 5, no. 2 (January 2, 2018): 123. http://dx.doi.org/10.20473/jaki.v5i2.2017.123-129.

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The turnover rate of employee in Surabaya Surgical Hospital increased over the last three years since 2014 to 2016 that was 13,67% in 2014, 13,69% in 2015 and 16,91% in 2016. The high employee turnover rate of Surabaya Surgical Hospital was probably due to high turnover intention of employees in some work-units at Surabaya Surgical Hospital on 2016 with the individual average value by 50.80%. The high value of turnover intention could give an impact in employee performance. Holzer, Stoll, and Wissoker (2004) stated that employees would reflect the high turnover intention by not fulfilling the tasks and responsibilities at work. Turnover intention did not only impact the final performance, but also affected employees' commitment to work. This research aimed to analyze the effect of turnover intention on employee performance. The sample of this research was Surabaya Surgical Hospital employees with minimum six months working period. The method of this research was analytical observational study with cross sectional design. The result showed that turnover intention affected the employee performance with the p value or significance was 0.03 and smaller than α = 5% (0.05). It can be concluded that turnover intention has an effect on employee performance.Keywords: turnover intention, work commitment, work performance

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Pereira, Vijay, Ashish Malik, and Kajal Sharma. "Colliding Employer-Employee Perspectives of Employee Turnover: Evidence from a Born-Global Industry." Thunderbird International Business Review 58, no. 6 (September 10, 2015): 601–15. http://dx.doi.org/10.1002/tie.21751.

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Sukmasari, Andyani. "Factor That Affect Turnover Intention in Millennial Employees." Indo-Fintech Intellectuals: Journal of Economics and Business 1, no. 1 (May 18, 2020): 1–10. http://dx.doi.org/10.54373/ifijeb.v1i1.8.

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The biggest challenge for companies today is thinking about various strategies in retaining millennial generation employees in order to reduce turnover intention, in which turnover intention is the reaction of employees to what is felt in the company. Factors such as strong organizational culture and employee motivation are expected to retain employees to reduce turnover intention. Therefore, the purpose of this study is to see whether organizational culture and motivation are factors that can affect turnover intention of millennial employees who are in Jabodetabek. This research is quantitative in nature, conducted by survey using a questionnaire. Data were analyzed using Structural Equation Model (SEM). The results of the first study indicate that there is an influence between organizational culture on employee motivation. Second, there is an influence between organizational culture on employee turnover intention. Third, there is an influence between motivation on employee turnover intention. Furthermore, the four motivations mediate between organizational culture and employee turnover intention in Jabodetabek

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Agustini, Ni Luh Putu Tita Yanthi, and Made Subudi. "PENGARUH KEPUASAN KERJA, KEADILAN ORGANISASIONAL DAN KOMITMEN ORGANISASIONAL TERHADAP TURNOVER INTENTION KARYAWAN." E-Jurnal Manajemen Universitas Udayana 7, no. 12 (August 8, 2018): 6703. http://dx.doi.org/10.24843/ejmunud.2018.v07.i12.p12.

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The purpose of this study is to determine the effect of job satisfaction, organizational justice, and organizational commitment to employee turnover intention. This research was conducted at PT. BPR Bali Dananiaga Denpasar. The total population in this study is 45 employees, and obtained the target population which is a sample of 34 employees with probability sampling method. Data collection was done through interviews and questionnaires. Data analysis technique used is multiple linear regression analysis. Based on the results of the analysis found that job satisfaction has a negative effect and significant employee turnover intention. These results prove that if the higher job satisfaction perceived by employees, the lower turnover intention employees. Organizational justice has a negative and significant effect on employee turnover intention. These results prove that the higher the employees feel the fairness of the organization the lower turnover intention employees. Organizational commitment has a negative and significant effect on employee turnover intention. These results prove that the higher the commitment in the company, it will be able to reduce employee turnover intention.

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Sakila, Kevin Luhika. "Pengaruh Kepuasan Kerja, Affective Commitment, Continuance Commitment, dan Normative Commitment terhadap Turnover Intention Karyawan Grand Palace Hotel Malang." Ekonomi Bisnis 24, no. 1 (May 20, 2019): 31. http://dx.doi.org/10.17977/um042v24i1p31-42.

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ABSTRACT Sakila, Kevin Luhika. 2018. The Influence of Job Satisfaction, Affective Commitment, Continuance Commitment, and Normative Commitment to Employee Intention Turnover Grand Palace Hotel Malang. Sarjana's Thesis, Department of Management, Faculty of Economics, Universits Negeri Malang. Advisor: Lohana Juariyah, S.E., M.Si KEY WORDS: Job Satisfaction, Affective Commitment, Continuance Commitment, Normative Commitment, Employee Turnover Intention The hospitality industry is one of the industries that often experience employee turnover problems. Basically, to know the factors causing someone out of the company is very difficult. Before the employee decides to leave the organization, it first appears the intention of the employee to leave the organization (turnover intention). Job satisfaction, affective commitment, continuance commitment, and normative commitment are the four factors that influence employee turnover intention. This study aims to (1) to describe descriptive job satisfaction, affective commitment, continuance commitment, normative commitment and turnover intention of Grand Palace Hotel employees (2) to find out whether job satisfaction, affective commitment, continuance commitment and normative commitment have negative and significant influence against employee turnover intention Grand Palace Hotel.This type of research uses a quantitative approach with multiple linear regression analysis. The population in this study are all employees of Grand Palace Hotel with contract status of 45 respondents. Sampling technique using total sampling technique. Methods of data collection using open and closed questionnaires.From the data analysis, the results obtained that, employee job satisfaction in the high category or satisfied; affective commitment of employees into high or good category; continuance commitment of employee into category enough or good enough; employee normative commitment is high or good category; and employee turnover intention included in the category enough. The result of analysis using SPSS shows that: (1) Job satisfaction has negative and significant effect to employee intention turnover, meaning H1 is accepted; (2) Affective commitment has a negative but insignificant effect on employee turnover intention, meaning H2 is rejected; (3) Continuance commitment has a negative and significant effect on employee intention turnover, meaning that H3 is accepted; (4) Normative commitment negatively and significantly affect employee intention turnover, meaning H4 accepted.The suggestion given by the researcher to the Grand Palace Hotel is as follows: (1) pay attention to employee's job satisfaction level, especially on the attitude that is not satisfied with salary, promotion, and coworkers relationship (2) emotional employees by providing motivation, understanding of the hotel's mission vision, ownership and sense of love towards the organization, increasing employees' self-confidence that they are right to lose if leaving the hotel because other organizations are no better, maintaining an already high normative commitment employee response to items that indicate a lack of sense of debt to the organization (3) and then for employee intent turnover, it is necessary to consider the direction and provision of self-confidence in employees is a business that can dampen the intentions of employees to find another job. In subsequent research to retest or re-examine whether it is true that affective commitment has an insignificant negative effect on the turnover intention of other hotel employees.

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Amirudin, Lukmansyah Rifai, R. Madhakomala R. Madhakomala, and Wibowo Wibowo. "DETERMINANTS OF EMPLOYEE TURNOVER INTENTION AT PT. FAJAR SURYA." Jurnal EBI 5, no. 1 (May 1, 2023): 21–37. http://dx.doi.org/10.52061/ebi.v5i1.88.

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This study aims to develop a strategic model of the influence of career development, employee involvement, and employee engagement on the turnover intention at Fajar Surya. Quantitative methods are used in this study. The sample consists of 150 employees at the managerial level. The sample criteria in this study were permanent employees who had worked for at least 1 year. Data collection techniques by distributing questionnaires directly to all samples. Analysis of the data used is SEM-PLS. Empirical results show that career development and employee engagement have a negative and significant effect on turnover intention; with the greatest influence on career development variables. However, employee involvement has no significant effect on turnover intention. While career development has a positive and significant effect on employee engagement. However, employee involvement has no significant effect on employee engagement. Other results show that career development mediated by employee engagement has a negative and significant effect on turnover intention; However, employee involvement mediated by employee engagement has no significant effect on turnover intention. These empirical results show that the mediating role of employee engagement in career development can reduce employee intention to change jobs. This research resulted in a novelty of the turnover intention strategy model at Fajar Surya. Keywords: Turnover Intention; Career Development; Employee Involvement; Employee Engagement.

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Gyensare, Michael Asiedu, Lucky Enyonam Kumedzro, Aminu Sanda, and Nathaniel Boso. "Linking transformational leadership to turnover intention in the public sector." African Journal of Economic and Management Studies 8, no. 3 (September 4, 2017): 314–37. http://dx.doi.org/10.1108/ajems-07-2016-0099.

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Purpose The purpose of this paper is to examine how employee engagement and affective commitment mediate the relationship between transformational leadership and voluntary turnover intention. The study also investigates the moderating role of psychological climate in the relationship between affective organisational commitment and voluntary turnover intention. Design/methodology/approach This study employed a cross-sectional design as its framework. In addition, hierarchical linear modelling with bootstrapping analysis was conducted using data from a sample of 336 employees in a large public sector organisation in Ghana. Findings The results showed that transformational leadership positively influenced engagement, which was then negatively related to employee turnover intention. Furthermore, employee engagement was found to mediate the link between transformational leadership and affective organisational commitment, whereas both employee engagement and affective organisational commitment were found to mediate the link between transformational leadership and voluntary turnover intention. Finally, psychological climate was found to moderate the link between affective commitment and voluntary turnover intention. Research limitations/implications Despite the practical significance of this study in lessening the turnover decision of employees, the study has some limitations. Most significantly, the sample size of this cross-sectional study was small and limited to employees from only one large public sector organisation in Ghana. Findings of this study could be generalised by using large samples from other sectors and geographical areas. Furthermore, future studies should consider positive outcomes such as OCB and innovative work behaviour to help extend our conceptual framework. Originality/value Overall, findings of this study provide tentative support to the proposition that employee engagement and affective commitment help to minimise the decision of employees to leave the organisation regardless of how they perceive the leadership style of their immediate supervisors. Most importantly, psychological climate which is referred to as individual employee perceptions of their work environment had a strong contingent effect on the negative relationship between affective commitment and turnover intention such that employees’ positive perception of the work environment weakens the link between commitment and turnover, whereas a negative perception of the working environment strengthens the relationship between commitment and turnover. As a result, employees’ positive perception of their work environment decreased their turnover intention decisions.

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Shaikh, Maria, Sumra Shaikh, Ghazala Benghal, Haseeb Haleem Shaikh, and Nadeem Juman Shah. "Impact of Turnover on Organizational Efficiency: A Case Study of Dawlance Company." Annals of Contemporary Developments in Management & HR 2, no. 2 (May 1, 2020): 20–28. http://dx.doi.org/10.33166/acdmhr.2020.02.003.

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The research is conducted to investigate and analyse the impact of employee turnover on organizational effectiveness and employee performance, this study also highlights those factors which makes the employees less comfortable in DS Motors (Unique) Hyderabad Pakistan and provide possible solutions to reduce employee turnover. In this study we examine the increasing ratio of employee’s turnover in DS Motors (Unique) that observed in the last couple of years. High rate of employee turnover negatively affects the organizational efficiency and decreases the productivity of the organization. The cooperative sampling strategy was used to select the participants/respondents. Self-administered survey questionnaires were distributed among 166 employees of DS Motors from which 135 were returned in a useful condition. SPSS (version 20.0) was utilized for statistical data analysis. The study findings suggest that salary is one of the reasons of employee turnover in DS Motors. The results of the study highlight that increasing rate of employee turnover increased workload to present employees of the organization. The evidences found in this study also highlights that high employee turnover reduce the productivity and quality of the product produced in the organization. The findings also highlight that employee turnover may cause customer dissatisfaction and disrupts the delivery of the products and reduce service provisions. Other findings suggested that poor and unhealthy working conditions and lack of advancement opportunities increase employee turnover in the organization. The recommendations highlighted in this study that top management must provide competitive remuneration to the employees of the organization and need to create career development opportunities and develop a communication network between employees and management of the organization. This study concludes with the future direction of the research.

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Shahab, Nur Dina. "Analisis Faktor yang Mempengaruhi Tingginya Turnover Karyawan pada Fuji Pre-School Jakarta." Journal of Economics and Business UBS 9, no. 2 (December 31, 2020): 155–65. http://dx.doi.org/10.52644/joeb.v9i2.8.

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This research aims to identify of factor that affecting the high employee turnover in Fuji Pre-School. This researched located in Fuji Pre-School at Antene 3 No. 10, Gandaria Utara, Jakarta Selatan. Respondent of the research is 48 respondent which is ex-employees and employees. The research used quantitatived explanation method using the multiple analysis of linear regression, analysis of correlation and using SPSS software. The high of employee turnover created a negative image on school. Negative image affected to reduction of the new students and reduce works spirits of employee. The high of employee turnover is also bothering some school activities become a trouble. The first hypothesis examines whether work satisfaction variable affecting to the high employee turnover. The second hypothesis examines whether organizational commitment affecting the high employee turnover. The third hypothesis examines whether work satisfaction and organizational commitment affecting simultaneously with the high employee turnover. The result is highlight significant relation between works satisfaction and organizational commitment with employee turnover. Both works satisfaction and organizational commitment has a negatively related to the employee turnover. Based on the results can simply that Fuji Pre-School must recovered the management and payroll system that will makes work condition more conducive and kinship. And finally can push the high employee turnover in Fuji Pre-School.

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Musfarat, Syeda Iqra, and Rehman Akhtar. "Employee Turnover Intention in Aviation Industry." Pakistan Journal of Engineering and Technology 5, no. 4 (December 29, 2022): 60–62. http://dx.doi.org/10.51846/vol5iss4pp60-62.

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This empirical study explores the mediation role of organizational embeddedness in the relationship between turnover and quality of work life. The current study investigates how employment variables, such as job satisfaction, organizational commitment, and employee turnover intentions, affect employee perceptions in light of the idea above. The study aims to provide insight into how employees respond to a sense of duty to their employer. The study also seeks to add to existing empirical data on the conflicting influences of intrinsic and extrinsic job-related elements on job satisfaction. The study also seeks to add to existing empirical data on the conflicting influences of intrinsic and extrinsic job-related elements on job satisfaction. Numerous studies have discovered a strong correlation between organizational commitment and job happiness, which has attracted much media attention. For management purposes, it is crucial to understand an employee's physiological and psychological demands to assess how they react to their environment and form attitudes toward their jobs and organizations. This study attempts to explain how the organization and its employees interact in this setting through the lens of reciprocity. This study aims to demonstrate how individuals have high levels of job satisfaction.

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Rizwan, Muhammad, and Ahsan Mukhtar. "Preceding to Employee Satisfaction and Turnover Intention." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 87. http://dx.doi.org/10.5296/ijhrs.v4i3.5876.

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As different research and studies have been conducted for the sake of understanding the concept of employee satisfaction but still organizations are incapable to find those factors that affect mostly on Satisfaction level of Employee. The main purpose of this research is to sort out those factors with intensity that mostly effect employee Satisfaction. Particularly, we took workplace environment, employee empowerment and pay & promotion as the main variables to check their impact on employee satisfaction and further the impact of employee satisfaction on employee turnover. A questionnaire was developed for the purpose of collecting data to understand the level of employee satisfaction in different organizations. Convenient sampling was used to collect the data and 150 questionnaires were filled from the employees of different sectors. Statistically, the relationship of employee empowerment and workplace environment with employee satisfaction has significant results, but the relationship between pay and promotion and employee satisfaction was somewhat insignificant. Moreover, there was a significant effect of employee satisfaction on turnover intention of employees. This study will help the organizations to understand completely about the satisfaction level of employees and how they can motivate their employees to perform their job efficiently and effectively.

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Lyons, Paul, and Randall Bandura. "Employee turnover: features and perspectives." Development and Learning in Organizations: An International Journal 34, no. 1 (September 11, 2019): 1–4. http://dx.doi.org/10.1108/dlo-02-2019-0048.

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Purpose This viewpoint provides the individual manager or supervisor with foundational information in order to better grasp the critical aspects of employee interest in leaving or staying on the job, and some suggestions for influencing talented employees to stay with the organization. Design/methodology/approach Design involves two distinct features. First, a comprehensive review of empirical research on the topics of turnover and turnover intention helps to identify and then summarize the most agreed-upon characteristics that define employee turnover. Second, relying upon published reports and empirical research the intention is to identify those interventions a manager or supervisor may undertake to counter turnover among valued employees. Findings The reviews undertaken led to several motivators or stimuli that encouraged an employee to leave or stay with an organization. It was discovered that turnover is much more complex than matters relating to job satisfaction, compensation, or an undesirable boss. The various motivators for leaving or staying present several opportunities for managerial intervention aimed at retaining talented employees. Originality/value The value of this viewpoint is the concise presentation of the critical aspects of a work environment that influence an employee to stay or leave an organization. These aspects are expressed such that a manager or supervisor is guided about actions to take to enhance the retention of desirable employees.

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Rifai Amirudin, Lukmansyah Rifai Amirudin, R. Madhakomala, and Wibowo. "Determinant of Employee Turnover Intention on Fajar Surya." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 5, no. 2 (November 17, 2022): 88–104. http://dx.doi.org/10.21009/jdmb.05.2.6.

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This study aims to develop a strategic model of the influence of career development, employee involvement, and employee engagement on the turnover intention at PT. Fajar Surya. Quantitative methods are used in this study. The sample consists of 150 employees at the managerial level. The sample criteria in this study were permanent employees who had worked for at least 1 year. Data collection techniques by distributing questionnaires directly to all samples. Analysis of the data used is SEM-PLS (Structural Equation Modeling - Partial Least Square). Empirical results show that career development and employee engagement have a negative and significant effect on turnover intention; with the greatest influence on career development variables. However, employee involvement has no significant effect on turnover intention. While career development has a positive and significant effect on employee engagement. However, employee involvement has no significant effect on employee engagement. Other results show that career development mediated by employee engagement has a negative and significant effect on turnover intention; However, employee involvement mediated by employee engagement has no significant effect on turnover intention. These empirical results show that the mediating role of employee engagement in career development can reduce employee intention to change jobs. This research resulted in a novelty of the turnover intention strategy model at PT. Fajar Surya Swadaya. Keywords: Turnover Intention, Career Development, Employee Involvement, Employee Engagement.

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Indriati, Inayat Hanum. "PENGARUH CAREER DEVELOPMENT, WORK-LIFE BALANCE, ORGANIZATION CLIMATE DAN KEPUASAN KERJA TERHADAP TURNOVER INTENTION PEGAWAI BPR BHAKTI DAYA EKONOMI YOGYAKARTA." Jembatan : Jurnal Ilmiah Manajemen 19, no. 2 (October 28, 2022): 197–212. http://dx.doi.org/10.29259/jmbt.v19i2.17760.

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The purpose of this study was to determine the effect of career development, work-life balance, organization climate and job satisfaction on employee turnover intention. The sample of this research is all employees of BPR Bhakti Daya Ekonomi Yogyakarta, totaling 50 people who were selected by population sampling technique. The method of collecting data is a questionnaire. The data analysis technique used multiple linear regression analysis. The results showed that (1) Career development had a negative effect on employee turnover intention; (2) Work-life balance has no significant effect on employee turnover intention; (3) Organizational climate has a negative effect on employees turnover intention; (4) Job satisfaction has a negative effect on employees turnover intention; (5) Career development, work-life balance, organizational climate and job satisfaction simultaneously have a significant effect on employee turnover intention.

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Authar, Ryan Aulia. "ANALISIS PENGARUH BEBAN KERJA DAN KOMITMEN ORGANISASI TERHADAP KINERJA KARYAWAN MELALUI TURNOVER INTENTION SEBAGAI VARIABEL INTERVENING." Business Management Analysis Journal (BMAJ) 2, no. 2 (October 31, 2019): 79–94. http://dx.doi.org/10.24176/bmaj.v2i2.4068.

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Company always expects its employees to have achievements, because having employees who excel will provide optimal contributions to the company. Good human resources management will lead to achieving goals. Therefore, it is important to analyze of the influence of workload and organizational commitment on employee performance through turnover intention. The purpose of this study was to analyze the effect of workload and organizational commitment on employee performance through turnover intention, the effect of workload and organizational commitment on turnover intention directly or indirectly as an intervening variable. The sample of this study were 140 people. The sampling technique used the proportional random sampling method. Data analysis method uses Structural Equation Modeling (SEM). The results of the study are that workload has a significant positive effect on turnover intention. Organizational commitment has a negative and significant effect on turnover intention. Workload has a significant positive effect on employee performance. Organizational commitment has a significant positive effect on employee performance. Turnover intention has a negative and significant effect on employee performance. Workload does not have a significant effect on employee performance through turnover intention. Organizational commitment has a significant effect on employee performance through turnover intention.

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Ahn, Ji-Young, and Wang Chaoyu. "Job stress and turnover intention revisited: evidence from Korean firms." Problems and Perspectives in Management 17, no. 4 (November 13, 2019): 52–61. http://dx.doi.org/10.21511/ppm.17(4).2019.05.

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This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.

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Journal articles on the topic 'Employee turnover'

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