Journal articles: 'Retain staff'

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Waters, Adele. "Support programme aims to retain staff." Nursing Standard 12, no. 18 (January 21, 1998): 8. http://dx.doi.org/10.7748/ns.12.18.8.s14.

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Beal, Brian. "Authentic way to retain hospitality staff." Human Resource Management International Digest 24, no. 5 (July 11, 2016): 13–15. http://dx.doi.org/10.1108/hrmid-04-2016-0051.

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Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

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Pride, James. "How to Retain Competent, Loyal Staff Members." Journal of the American Dental Association 122, no. 5 (May 1991): 113–14. http://dx.doi.org/10.14219/jada.archive.1991.0029.

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Leftridge, Deloris W., and Darlene Jordan. "???Soften??? your environment to retain seasoned staff." Nursing Management (Springhouse) 36, no. 7 (July 2005): 14. http://dx.doi.org/10.1097/00006247-200507000-00004.

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STONER, MARILYN SMITH. "Ten Ways to Retain Per Diem Staff." Home Healthcare Nurse: The Journal for the Home Care and Hospice Professional 21, no. 9 (September 2003): 579–82. http://dx.doi.org/10.1097/00004045-200309000-00003.

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Meyer, Philip, and Minjeong Kim. "Above-Average Staff Size Helps Newspapers Retain Circulation." Newspaper Research Journal 24, no. 3 (June 2003): 76–82. http://dx.doi.org/10.1177/073953290302400306.

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Bethune, Golden, Dennis Sherrod, and Linda Youngblood. "101 TIPS TO RETAIN A HAPPY, HEALTHY STAFF." Nursing Management (Springhouse) 36, no. 4 (April 2005): 24–29. http://dx.doi.org/10.1097/00006247-200504000-00009.

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Peate, Ian. "The NHS must do more to retain staff." Journal of Paramedic Practice 9, no. 12 (December 2, 2017): 511. http://dx.doi.org/10.12968/jpar.2017.9.12.511.

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Hauff, Helen M. "Where Has all the Staff Gone? Strategies to Recruit and Retain Quality Staff." Progress in Transplantation 17, no. 2 (June 2007): 89–93. http://dx.doi.org/10.1177/152692480701700203.

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Hauff, Helen. "Where has all the staff gone? Strategies to recruit and retain quality staff." Progress in Transplantation 17, no. 2 (June 2007): 89–93. http://dx.doi.org/10.7182/prtr.17.2.c48q35152q8k81pk.

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Snow, Tamsin. "Regulator advises staff to retain evidence of continued learning." Nursing Standard 25, no. 43 (June 29, 2011): 5. http://dx.doi.org/10.7748/ns2011.06.25.43.5.p5731.

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Smirnova, Marina Е. "Gamification as a way to motivate and retain staff." Theoretical and practical aspects of Management, no. 7 (July 2020): 127–35. http://dx.doi.org/10.46486/0234-4505-2020-7-127-135.

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Snow, Tamsin. "Regulator advises staff to retain evidence of continued learning." Nursing Standard 25, no. 43 (June 29, 2011): 5. http://dx.doi.org/10.7748/ns.25.43.5.s2.

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Pritchard, Kate. "Using employee surveys to attract and retain the best talent." Strategic HR Review 13, no. 2 (February 4, 2014): 59–62. http://dx.doi.org/10.1108/shr-10-2013-0100.

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Purpose – This feature seeks to demonstrate the importance of organizations understanding how they are perceived externally as an employer, and how regularly tracking the opinions of staff can ensure the best talent are engaged and stay with an organization. Design/methodology/approach – ORC International is an expert in employee engagement research. This article incorporates findings from its global HR survey “HR Reflections”, and includes two case studies that demonstrate how regular tracking and deep analysis of staff opinions can help organizations to boost their employer brand and retain their best talent. Findings – Advanced analysis of employee surveys can predict how employees are feeling to help organizations retain their most valuable staff. Practical implications – This is a practical paper designed to give ideas and good practice to readers facing similar situations. Originality/value – The paper combines findings from a global survey with case study content to help employers to understand how to improve engagement and retention of staff through effective use of regular employee surveys.

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&NA;. "CE Test: 101 tips to retain a happy, healthy staff." Nursing Management (Springhouse) 36, no. 4 (April 2005): 29–30. http://dx.doi.org/10.1097/00006247-200504000-00010.

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Reed, Douglas. "Leveraging Your Employees' Values to Retain Staff and Develop Leaders." Proceedings of the Water Environment Federation 2012, no. 1 (January 1, 2012): 544–48. http://dx.doi.org/10.2175/193864712811694541.

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Too, Edwin K., Micah C. Chepchieng, and John Ochola. "EFFECT OF ACADEMIC STAFF RETENTION ON QUALITY EDUCATION IN PRIVATE UNIVERSITIES IN KENYA." Problems of Education in the 21st Century 64, no. 1 (April 25, 2015): 86–94. http://dx.doi.org/10.33225/pec/15.64.86.

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In recent years, there has been an increase of students’ enrollment in private universities in Kenya. In effect, there has been a great need to recruit and retain quality academic staff. Studies reveal that it has been difficult to retain academic staff especially in private universities in specialized areas and required experience. A literature gap exists in Kenya on the effect of academic staff retention on the quality of education in private universities. The aim of the study was to determine the effect of academic staff retention on quality education in private universities in Kenya. A survey design was considered appropriate for this study. A sample of 336 respondents was used to collect data which included the Human resource managers, academic staff, and students of the selected universities. The sample was selected using purposive stratified and simple random sampling techniques. Questionnaires were used to collect the data which was analyzed by use of frequencies and percentages. The study established that academic staff retention affects quality of education in private universities in Kenya. It was concluded that academic staff retention has a significant effect on quality education without which quality would be compromised. The study recommended that private universities should formulate and implement retention policies and allocate adequate resources to curb high academic staff turnover. Key words: academic staff retention, private universities, quality of academic staff, quality education, university education.

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Ibrahim, Ibrahim Yimer, Rahel Nega Kassa, and Gemechu Ganfure Tasisa. "Academic Staff Turnover Intention in Madda Walabu University, Bale Zone, South-east Ethiopia." International Journal of Higher Education 6, no. 3 (May 9, 2017): 21. http://dx.doi.org/10.5430/ijhe.v6n3p21.

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AbstractIntroduction: Employee retention is one of the challenges facing several organizations in both the developed and developing countries of the world. Higher education institutions serve as storehouses of knowledge for nurturing the manpower needs of the nation. Higher education institutions are therefore more dependent on the intellectual and creative abilities and commitment of the academic staff than most other organizations. This therefore makes it critically important to retain this cadre of staff. This research was carried out to determine the prevalence of academic staff turnover intention and the factors contributing for it among Madda Walabu University academic staff.Methods: An institution based cross sectional study design was employed. Two hundred and seventeen academic staff were selected randomly and interviewed using a structured self-administered questionnaire. An in-depth interview was carried out on six academic staff. Binary and multiple logistic regression analysis was used using SPSS version 16. To have a more accurate result, triangulation of quantitative findings and an in-depth interview was used. Results: A total of 217 academicians responded to the questionnaire. One hundred sixty four, (75.6%) respondents intended to leave Madda Walabu University and 24.4% of academic staff intended to retain their position or post. A bad work environment (lack of facilities like offices, chairs, internet and toilets) was the most frequently cited reason for leaving (71.3%) followed by 63.4% due to poor management and leadership and 63.4% due to inadequate salary. Academic staff who had worked five or more years in Madda Walabu University were 4.5 times more likely to leave their institution [AOR = 4.5, 95% CI: 1.37, 14.9]. Conclusion: The prevalence of academic staff intending to leave was found to be very high and as a result, Madda Walabu University will be in an alarming state of staff turnover. Before this happens, there should be staff retention mechanisms in place to improve the work environment, management and leadership and remuneration methods to retain senior and skilled academicians.

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McKenzie, Fiona Haslam. "Attracting and retaining skilled and professional staff in remote locations of Australia." Rangeland Journal 33, no. 4 (2011): 353. http://dx.doi.org/10.1071/rj11024.

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Remote Australia constitutes ~75% of the continent and is a dry, often harsh environment in which to live; consequently less than 3% of Australia’s population reside there but it is also where a substantial proportion of Australia’s export wealth is derived. It is therefore important that attention is paid to ensuring that remote locations in Australia are liveable and that innovative strategies are pursued to attract and retain a productive workforce in these places. Attracting and retaining skilled and professional staff is a problem not limited to remote, or even rural and regional locations in Australia. There is strong evidence to suggest that it is increasingly a global problem and organisations throughout the world are seeking innovative strategies to attract and develop new talent and developing other strategies to retain that talent. This paper examines population and labour mobility trends in remote Australia and the issues that have been influential on rates of staff attraction and retention, most particularly adequate housing, services and infrastructure. The second half of the paper examines a variety of recommendations and strategies developed by the public and private sectors to more effectively attract and retain skilled and professional staff to remote locations. This paper does not claim to be a rigorous analysis of all remote areas of Australia nor a comprehensive study of attraction and retention strategies. Rather, it aims to highlight the complexity, depth and interconnectedness of the issues for communities, public and private sectors and how they apply in remote locations in Australia.

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Holmes, Barbara, DeJuanna Parker, and Jamel Gibson. "Rethinking Teacher Retention In Hard-To-Staff Schools." Contemporary Issues in Education Research (CIER) 12, no. 1 (January 18, 2019): 27–32. http://dx.doi.org/10.19030/cier.v12i1.10260.

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National, state, and local educational agencies identify teacher retention as an issue of continuous importance and concern. This report addresses the issue of teacher retention through the lens of administrative effectiveness and involvement, as well as teachers’ intrinsic motivations. Relevant findings include structural framing of the educational environment, student behaviors, school district demands for improvement, and teacher perspectives on administrative support. The report iterates that teacher retention does not have a one-size-fits-all solution, and that each school division and individual school must work purposefully to devise plans to retain its most effective teachers.

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Foster, Sam. "Retaining nurses past retirement." British Journal of Nursing 28, no. 10 (May 23, 2019): 658. http://dx.doi.org/10.12968/bjon.2019.28.10.658.

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Sam Foster, Chief Nurse, Oxford University Hospitals, reflects on the opportunities to retain experienced staff and the importance of well-thought-out organisational approaches and clear communication around this issue

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Kyaligonza, Robert, and Edson Kamagara. "Staff Turnover in Public Universities in Uganda." Makerere Journal of Higher Education 9, no. 2 (August 30, 2017): 59–72. http://dx.doi.org/10.4314/majohe.v9i2.5.

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In this study, we examined three sets of antecedents of staff turnover in public universities in Uganda: demographic, controllable and uncontrollable. Data were collected from lecturers and administrators at the universities. Our findings suggest that the extent of controllable turnover is greater than uncontrollable turnover and that poor management practices are the major cause of employee turnover. Poor motivation was reported to be a major problem. In particular, economic incentives were found to be grossly inadequate to retain lecturers in the university system. Therefore, it is recommended that the universities upgrade their incentive systems, especially the economic motivators. The study also revealed that there is a pressing need to make the lecturers working environment conducive for the universities core functions of teaching, research and community engagement.

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Allen, Charlene. "Using the Power Of Diversity To Retain Staff: Developing Tools to Ensure Success." Leadership and Management in Engineering 1, no. 1 (January 2001): 22–25. http://dx.doi.org/10.1061/(asce)1532-6748(2001)1:1(22).

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Кряжова and S. Kryazhova. "Errors of Russian Entrepreneurs in Staff Incentive." Management of the Personnel and Intellectual Resources in Russia 3, no. 5 (October 10, 2014): 48–52. http://dx.doi.org/10.12737/5794.

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This article discusses the problem of motivating staff in Russia. Many entrepreneurs make mistakes in staff incentive: one does not understand the importance of human resource, another pays attention only to external motivation, someone forgets about the importance of non-monetary factors. Nevertheless, all these errors signifi cantly reduce effi ciency and increase staff turnover, which leads to lower profi ts of the business and increase of costs. This article highlights the major errors of modern Russian entrepreneurs in the fi eld of staff incentive, and proposes measures to improve the incentive system to retain and increase the effi ciency of the staff . Focusing on the Western experience the article also provides new and innovative forms of stimulation, which can be implemented by any company; little cost is associated with implementation of recommendations proposed. Social basis within Russian organizations forms simultaneously with the introduction of new forms of motivation.

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Mitrofanova, Aleksandra, and G. Manvelyan. "Motivation and Incentives As the Main Tool for Retention of Personnel in the Organization." Management of the Personnel and Intellectual Resources in Russia 10, no. 1 (March 29, 2021): 24–29. http://dx.doi.org/10.12737/2305-7807-2021-10-1-24-29.

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The article examines the use of various motivation factors in order to retain personnel in the organization. The relevance of the research topic is due to the fact that the complexity of today's business environment is constantly changing the settings in which organizations compete for survival, with the result that special attention is paid to the acquisition and retention of quality employees, as this is seen as a key factor underlying organizational success. While many other resources are required to run a business, people are the most valuable resource that determines the success of every organization. The article considers rewards and compensation, career management, work-life balance, staff engagement, and job satisfaction as the main factors affecting staff retention. The practical significance of the study lies in the fact that its results will help organizations use both modern and traditional methods of human resource management in order to retain employees.

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Humphrey, Carolyn J. "Now That We Know How to Retain Nursing Staff—Are We Really Doing It?" Home Healthcare Nurse: The Journal for the Home Care and Hospice Professional 22, no. 8 (August 2004): 516. http://dx.doi.org/10.1097/00004045-200408000-00001.

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Feng, Li, and Tim R. Sass. "The Impact of Incentives to Recruit and Retain Teachers in “Hard-to-Staff” Subjects." Journal of Policy Analysis and Management 37, no. 1 (October 30, 2017): 112–35. http://dx.doi.org/10.1002/pam.22037.

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Huynh, Trang Thi. "Library staff recruitment and retention for managerial positions in Vietnam." Information and Learning Science 118, no. 7/8 (July 10, 2017): 354–63. http://dx.doi.org/10.1108/ils-05-2017-0048.

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Purpose This paper aims to conduct an exploratory research of recruitment source and professional staff retention for succession planning, as well as suggests some experiences of keeping qualified staff in Vietnamese libraries. It stems from the context of academic and public libraries in the Mekong Delta region, Vietnam. Design/methodology/approach This research draws on transformational leadership theory initiated by Burns (1978) and expanded by Bass (1985). It was conducted through a multi-method case study approach at 13 public and 4 academic libraries in the Mekong Delta, Vietnam. Data collection consisted of an online survey with 162 responses and 23 in-depth semi-structured interviews. Findings Research result indicates that staff recruitment for managerial positions in Vietnamese libraries is mainly from within the organisation. Staff retention relies on differing factors, of which salary was considered the most important by several participants. However, succession planning itself may be a good way to keep qualified employees who would like to be promoted. For those employees attracted by high salaries rather than future managerial positions, supplemental income is believed to be a possible solution. Research limitations/implications A larger research coverage will be suggested to further research, so as to get further information about staff recruitment and how to retain qualified staff in Vietnamese library settings. Practical implications This study aims to benefit library leaders by providing good insights into which recruitment source is suitable to look for qualified staff for managerial positions in Vietnam. Most importantly, the research would inform library leaders and the local government in the Mekong Delta of the possible reasons for staff turnover. This study also helps to raise library leaders’ awareness of how to retain their qualified professional employees within a highly dynamic environment. Originality/value This research contributes to literature about qualified staff recruitment and retention in an Asian country context, which has not been discussed so far. It also helps to raise awareness of library leaders about applying some practical strategies, including succession planning, into retaining managing employees in their organisations.

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Strydom, Nadia, Cecile Schultz, and Adele Bezuidenhout. "Staff perceptions on talent management and retention: A case of a labour organisation in Gauteng." African Journal of Employee Relations (Formerly South African Journal of Labour Relations) 38, no. 2 (February 20, 2019): 27–47. http://dx.doi.org/10.25159/2520-3223/5890.

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As high turnover is costly and disruptive, all organisations aim to retain talented employees. Talented employees give organisations a competitive advantage in the complex business environment of today. The aim of this article is to report on the employeesâ€™ perceptions of talent management retention at a labour organisation in Gauteng. The population comprised 317 permanent staff members, and a convenience sample of 162 was used. A principal factor analysis was employed to determine the main factors, namely, dedication to staff and dedication of staff. Descriptive statistics were used to determine the perceptions of staff members on these two factors. In conclusion, recommendations are offered to labour relations practitioners on how human resource practices can contribute to the fair treatment and retention of talented employees in an organisation.

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Manogharan, Melissa Wane, and Thinagaran Thivaharan. "Academic Staff Retention in Private Higher Education Institute - Case Study of Private Colleges in Kuala Lumpur." International Journal of Higher Education 7, no. 3 (May 7, 2018): 52. http://dx.doi.org/10.5430/ijhe.v7n3p52.

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This case study attempts to identify the reasons for high turnover of academic staff in private higher institutions especially in small colleges. Three small colleges that shared almost the same type of background were being selected to participate in this study. The academic coordinator from these three institutions was interviewed. This case study has been adapted into qualitative method in order to discover any new elements that are able to explain the lower retention rate among academic staff in private college. The findings indicate that there are several factors that spearhead to failure in retaining academic staff in private higher institution including task and work load, conflict of role, underpaid, and other intrinsic factors. In addition, this study has drawn some suggestions to small colleges to retain academic staff and to Malaysian Quality Accreditation to monitor and regulate turnover rate of academic staff in small colleges.

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Tladinyane, Rebecca. "The psychological career resources and organizational commitment foci of South African workforce." Problems and Perspectives in Management 14, no. 1 (April 11, 2016): 168–75. http://dx.doi.org/10.21511/ppm.14(1-1).2016.04.

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One of most critical issues facing organizations today is how to retain employees they want to keep. The study examines the relationship dynamics between employees’ psychological career resources (measured by the Psychological Career Resources Inventory) and their organizational commitment foci (measured by the Organization-Related Commitment Scale). A quantitative survey is conducted involving a non-probability purposive sample of predominantly black females employed at managerial and staff levels (N = 318) in the field of industrial and organizational psychology. The findings provide valuable indicators for the design of career development practices aimed at retaining valuable staff

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Liu, Matthew, IpKin Anthony Wong, Rongwei Chu, Guicheng James Shi, James L. Brock, and Ting-Hsiang Tseng. "Can a socially responsible casino better retain its management staff? From an internal customer perspective." Asia Pacific Journal of Marketing and Logistics 26, no. 4 (September 2, 2014): 520–39. http://dx.doi.org/10.1108/apjml-08-2013-0093.

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Purpose – The purpose of this paper is to investigate how perceived corporate social responsibility (CSR) initiatives influence internal customers’ preference and turnover intention. The mediating effect of brand preference on the relationship between CSR initiatives and turnover intention has also been studied. Design/methodology/approach – A survey was conducted and questionnaires were distributed to a sample in Macau in 2012. Out of these, 138 valid samples were collected among casinos’ mid- and senior-level employees having managerial positions (hereafter “managers”). Regression tests were performed in order to validate the hypotheses. Findings – Managers’ preference for the casino brand of their employer can be enhanced by perceptions associated with CSR initiatives. Two CSR initiatives (CSR to stakeholders and to society) significantly decrease managers’ turnover intentions, with the impact of CSR directed at stakeholders exerting a stronger influence. Brand preference is a significant mediator of perceptions associated with CSR initiatives and turnover intention. Originality/value – The current study tries to not only investigate how perceptions associated with CSR initiatives influence an internal customer's turnover intention but is also aimed at understanding how brand preference as a mediator influences turnover intention. Extending the realm of study is important because multiple theories predict different benefits, and assessing the value of CSR therefore requires multiple approaches.

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Sullivan, Jr., William Danny. "A Case Study Exploring International Student Engagement at Three Small, Private Colleges." Journal of International Students 8, no. 2 (April 1, 2018): 977–1001. http://dx.doi.org/10.32674/jis.v8i2.123.

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Higher education institutions continue to face increased scrutiny to better monitor student persistence rates and develop better strategies to retain more students through the attainment of a degree. Retention studies on international students are limited and often focused on large public universities. The researcher interviewed students and the international student officers at three small, private four-year colleges in the Southeast United States. The international students were found to be formally and informally engaged in academic and social activities on campus, and engagement was promoted by formal campus sponsored activities, international staff members’ personal involvement, and through faculty and staff interaction. The students became aware of campus resources through college programming, faculty and staff interaction, and peer interaction with other students.

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Howlett, Catherine, Jo-Anne Ferreira, Monica Seini, and Christopher Matthews. "Indigenising the Griffith School of Environment Curriculum: Where to From Here?" Australian Journal of Indigenous Education 42, no. 1 (August 2013): 68–74. http://dx.doi.org/10.1017/jie.2013.7.

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This article presents a discussion on a study undertaken by academics within the Griffith School of Environment, Brisbane, Australia that sought to explore the potential of an Indigenised curriculum to attract and retain Indigenous students, and thereby facilitate greater participation of Indigenous students in science. The article highlights the need for staff to be both reflective and reflexive about the limitations their particular knowledge systems may impose on Indigenous ways of knowing and knowledge systems. The article also acknowledges the need for professional development opportunities for staff prior to any attempts towards Indigenisation of the curriculum.

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Madhekeni, Alois, and Hope Taderera. "Medical Staff Attrition in Local Authorities: Experiences from Harare City Council Maternity Clinics (2007-2008)." Journal of Public Administration and Governance 2, no. 2 (June 23, 2012): 46. http://dx.doi.org/10.5296/jpag.v2i2.1614.

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The years 2007 and 2008 are of special reckoned in the history of Zimbabwe as the economy plunged into a meltdown and professionalism suddenly became an irrelevant status. Institutions in the public sector struggled for relevance as they frantically sought to retain skilled and qualified medical personnel. The maternity service delivery system in local authorities could not escape from the crisis hence the study sought to explore the degree of staff attrition in the sector, major causes, effects and measures of reducing staff attrition. The study involved the collection and analysis of data from 12 council clinics providing maternity services for the period 2007 – 2008. The authors argue that, the state of the economy has got a strong bearing on the level of staff attrition in organisations. Since medical staff are skilled professionals they can easily leave for greener “pastures” hence the need for Councils to improve working conditions.

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Gautam, Abhinanda, and Ikhona Tuswa. "Factors Affecting Voluntary Staff Turnover: A Case Study Of Springs Parklands Hospital, South Africa." European Scientific Journal, ESJ 12, no. 10 (April 29, 2016): 197. http://dx.doi.org/10.19044/esj.2016.v12n10p197.

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The aim of this study is to examine the relationship between perceived availability of opportunities for promotion, training, career progression, existing management style and voluntary staff turnover intention among the nurses working at Springs Parklands Hospital. A quantitative, descriptive correlational design is used. Full time staff nurses (N= 200) were surveyed. The findings revealed that all the four variables were significantly and negatively correlated to the intention to quit and predicted (16.8%) of the variance in intention to leave scores. Management style is the strongest predictor of intent to leave (14.5%). Nurses perceiving their managers as participatory had lower intention to leave. To retain qualified personnel, hospital administrators should focus on participative management style and career development programs that address the needs of the staff and the hospital.

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Choong, Yuen-Onn, Thiam-Yong Kuek ., and Eng-Keong Lee . "Job Satisfaction of Malaysian Nurses: A Causal Model." Journal of Economics and Behavioral Studies 4, no. 12 (December 15, 2012): 723–29. http://dx.doi.org/10.22610/jebs.v4i12.372.

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Turnover intention is a challenging issue for most of the developed and developing countries. Past studies revealed that there were two common approaches to enhance nursesâ€™ retention. The first approach is focus on recruitment and selection activities as well as establishes more schools and colleges of nursing that will produce more nursing graduate. The second approach is to attract and retain more dedicated and quality professional nursing staff. Substantial studies have confirmed that job satisfaction as a major predictor of turnover intention. Therefore, this paper is mainly focus on identifying significant predictors of job satisfaction which will subsequently reduce turnover intention among staff nurses in Malaysia healthcare industry.

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Demlie, Wagaw, and Habtamu Endris. "The Effect of Work-Related Attitudes on Turnover Intention in Public Higher Education Institution: The Case of Arba Minch University, Ethiopia." Advanced Journal of Social Science 8, no. 1 (August 21, 2021): 231–45. http://dx.doi.org/10.21467/ajss.8.1.231-245.

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For any organization, the most important challenge is to retain a talented workforce. In order to retain a talented workforce, it is very important to identify factors that affect the intention of employees to leave. Thus, this study examines the effect of work-related attitudes on turnover intention in terms of academic staff context. 334 academic staff were selected as a sample using a stratified random sampling technique. The study was an explanatory design and the required data was collected through adopted questionnaires from prior studies. The obtained data were analyzed using descriptive and inferential statistics. To do so the statistical packaging for social science (SPSS) version 20 was utilized. The descriptive result indicates that the participant’s level of work-related attitudes was low whereas their level of turnover intention was high. Moreover, the results obtained through T-test and ANOVA showed that there were significant differences in the level of turnover intention based on selected demographics and thus have a varying effect on turnover intention. According to the multiple regression results, the best predictor of turnover intention was affective commitment and the insignificant predictor was continuance commitment.

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Coetzee, M., and I. L. Potgieter. "Mediating effect of self-esteem on the career self-management and career resilience of early-career staff in the business management field." Southern African Business Review 18, no. 2 (January 29, 2019): 65–82. http://dx.doi.org/10.25159/1998-8125/5678.

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Companies striving to retain their competitive edge in a highly turbulent business environment are redirecting their performance and career management systems to develop and retain their talent pipeline. The study examines the mediating effect of general self-esteem on the link between the career self-management and career resilience of a non-probability sample of 304 early-career employees in the business management field. A cross-sectional quantitative survey design was followed, collecting primary data. Data analyses consisted of an analysis of correlations and a simple mediation model. The results revealed significant direct and indirect effects between the variables. General self-esteem partially mediated the relationship between career self-management and career resilience. These fi ndings contribute new knowledge that informs organisational performance and career management practices for the retention of talented staff members.

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Ngibe, Musawenkosi, and Lawrence Mpele Lekhanya. "Perceptions of research structures and service quality within various faculties at Durban University of Technology: staff and students perspective." Problems and Perspectives in Management 14, no. 1 (April 11, 2016): 192–200. http://dx.doi.org/10.21511/ppm.14(1-1).2016.07.

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In order to compete, retain and attract postgraduate students, and overcome the lack of postgraduate throughput, universities of technology need to be more customer orientated. Therefore, to gain competitive advantage, university management needs to identify and assess the service quality gaps in research support structures and analyze the impact they have on students and staff within the university. The purpose of the study is to investigate the perceptions of staff and postgraduate students with regard to research structures and service quality support by relevant offices with specific reference to Durban University of Technology. Data were collected from academic staff and students across six faculties at the Durban University of Technology. The sample consisted of 278 academic staff and 260 postgraduate students, using a simple random sampling. A mixed method approach of qualitative and quantitative techniques was used, with a closed and open-ended questionnaire developed, by adapting the SERVQUAL instrument developed by Parasuraman et al. (1985), to evaluate and assess the quality dimensions (gap) for reliability, responsiveness, assurance and empathy. The findings of the study indicated that staff and students were dissatisfied with the research support structures across six faculties. Further research should aim at assessing performance management of research support structures and service within the relevant research offices

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Amin, Mujid Farihul. "Pemilihan Bahasa dalam Ranah Publik Kaum Migran di Kota Semarang." Nusa: Jurnal Ilmu Bahasa dan Sastra 14, no. 4 (November 11, 2019): 441. http://dx.doi.org/10.14710/nusa.14.4.441-453.

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Based on the results of this study it is known that in the public sphere most migrants in the city of Semarang use Indonesian more often than their mother tongue. However, it turns out that there are some migrants who still retain their native language, namely the traditional migrants who live in the villages. In the public sphere for migrants who are married and already working, in communicating with colleagues, superiors and subordinates more often use Indonesian in both official and informal situations. In the public sphere (such as schools and workplaces) for migrants with child status, most choose to use Indonesian to communicate well with peers, teachers, administrative staff, library staff, as well as gardeners and janitors.

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Syed, Aneela, Muhammad Danish, and Nagina Gul. "The Mediating Role of Knowledge Sharing Attitude among Academic Staff at Higher Education Institutions in the Relationship between Organizational Learning Environment and Teacher Knowledge Sharing Int." Global Management Sciences Review VI, no. I (March 30, 2021): 12–25. http://dx.doi.org/10.31703/gmsr.2021(vi-i).02.

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This study aims to explore the attitude of faculty members in the universities towards knowledge sharing (KS). The study also analyzed the impact of the organizational learning environment (OLE) on the knowledge-sharing attitude among the university is teaching staff. An empirical model is developed while an integrated theory of Planned Behavior (PB) to conceptualize the Knowledge Sharing Behavior among the employees of Higher Education Institutions (HEI). Moreover, the study recognizes the levels of Knowledge Sharing between the staff members within the organization. Out of 407 respondents, 300 responses were collected through self-administer a survey. The results provide empirical evidence that OLE and Intention to Sharing knowledge (ISK) are significantly related among academic Staff at HEI. The results of the study may help the institution level of intention in sharing knowledge and attitude toward perceived behavior subjective norms to retain core employees within the organization.

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Parker, Amanda. "An Exploration of the Value of Education in Recruiting and Retaining Staff." British Journal of Anaesthetic and Recovery Nursing 4, no. 2 (May 2003): 8–15. http://dx.doi.org/10.1017/s1742645600001844.

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AbstractRecruitment and retention within specialist areas of nursing has been consistently difficult to achieve. This research explores the value of providing education and how this may enhance the ability to recruit and retain staff within the perioperative environment. This an area where nurses are perceived as not essential to the provision of quality care due to the technical nature of the nurses′ role detracting from the patient centred care delivered.A multiple strategy approach was used with data collected via two questionnaires from ten Trusts within the South East of England. Findings demonstrated that while the provision of education may enhance the recruitment and retention of staff, prior to this occurring operating theatres needed to address the issues of motivation and morale within their departments. Many staff were found to be demotivated their views and opinions supporting the work of Herzberg (1959) on job satisfaction. Conclusions were that only once ‘satisfiers’ were increased and ‘dissatisfiers’ addressed could the provision of education supported by an educationalist benefit recruitment and retention of staff.

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Johnson, C. W. "Why did that happen? Exploring the proliferation of barely usable software in healthcare systems." Quality in Health Care 15, suppl 1 (December 2006): i76—i81. http://dx.doi.org/10.1136/qshc.2005.016105.

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Clinicians and support staff are faced with increasingly complex computer applications. This complexity stems partly from the integration of heterogeneous systems ranging from computerized patient records to theatre management and dosage planning applications, and also from the increased functionality offered by the new generation of IT systems. Many members of clinical staff are bewildered by the vast array of configuration options and operating modes supported by computer based systems, while manufacturers often feel compelled to offer more and more software features to retain market position. These factors combine to create “usability” problems that have had a direct impact on patient outcomes as well as a number of indirect effects—for example, the costs of replacing and upgrading inadequate computer systems carry significant opportunity costs in terms of services that might otherwise have been funded. In the future we need to educate staff to reject substandard computer interfaces early in the acquisition process; encourage the use of human computer interaction techniques in health care; and train staff to recognize the dangers of “working around” poor interface design.

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Oducado, Ryan Michael Flores. "Leader Empowering Behaviors and Psychological Empowerment as Perceived by Young Hospital Staff Nurses: A Pilot Study." Jurnal Ners 14, no. 1 (April 1, 2019): 47. http://dx.doi.org/10.20473/jn.v13i2.15056.

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Introduction: Empowerment has become an important concept in nursing that has gained acknowledgment in theories and practice of leadership and management. A positive organization espouses empowerment to attract and retain employees. While it is not new to nursing, there is little published research on empowerment among nurses in the Philippines. This study aimed to measure young staff nurses’ perception of leader empowering behaviors and psychological empowerment.Methods: This study used a cross-sectional survey design participated by 44 conveniently chosen staff nurses in a private teaching and training hospital in Iloilo City, Philippines. The participants were asked to answer 5-point Likert scale questions utilizing adopted instruments. Descriptive and non-parametric statistical stools were used with Mann-Whitney U test to determine differences and Spearman’s rank correlation to establish relationship between variables.Results: Overall, young staff nurses perceived their leaders’ behaviors to be highly empowering (M=3.89). Staff nurses also had a high level of psychological empowerment (M=4.07). Leader empowering behaviors was significantly related to staff nurses’ perception of psychological empowerment (p=.001). Staff nurses’ level of psychological empowerment were significantly different in terms of employment status (p=.020) and years of work experience (p=.014).Conclusion: This study highlights the positive influence of the empowering behaviors of leaders in enhancing staff nurses’ level of psychological empowerment. It is vital for nurse managers to continually demonstrate leadership behaviors that empower staff nurses at the unit level.

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Oducado, Ryan Michael Flores. "Leader Empowering Behaviors and Psychological Empowerment as Perceived by Young Hospital Staff Nurses: A Pilot Study." Jurnal Ners 14, no. 1 (April 1, 2019): 47. http://dx.doi.org/10.20473/jn.v14i1.15056.

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Introduction: Empowerment has become an important concept in nursing that has gained acknowledgment in theories and practice of leadership and management. A positive organization espouses empowerment to attract and retain employees. While it is not new to nursing, there is little published research on empowerment among nurses in the Philippines. This study aimed to measure young staff nurses’ perception of leader empowering behaviors and psychological empowerment.Methods: This study used a cross-sectional survey design participated by 44 conveniently chosen staff nurses in a private teaching and training hospital in Iloilo City, Philippines. The participants were asked to answer 5-point Likert scale questions utilizing adopted instruments. Descriptive and non-parametric statistical stools were used with Mann-Whitney U test to determine differences and Spearman’s rank correlation to establish relationship between variables.Results: Overall, young staff nurses perceived their leaders’ behaviors to be highly empowering (M=3.89). Staff nurses also had a high level of psychological empowerment (M=4.07). Leader empowering behaviors was significantly related to staff nurses’ perception of psychological empowerment (p=.001). Staff nurses’ level of psychological empowerment were significantly different in terms of employment status (p=.020) and years of work experience (p=.014).Conclusion: This study highlights the positive influence of the empowering behaviors of leaders in enhancing staff nurses’ level of psychological empowerment. It is vital for nurse managers to continually demonstrate leadership behaviors that empower staff nurses at the unit level.

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Ngcobo, Sandiso, and Vannie Naidoo. "Effectiveness of non-monetary factors on staff retention within the South African banking sector." Journal of Governance and Regulation 4, no. 1 (2015): 19–26. http://dx.doi.org/10.22495/jgr_v4_i4_p2.

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The recent global recession resulted in many job losses across the world with the financial industry being most severely impacted. Today the focus for many banks is to do more with less employees and to reduce the cost to income ratio on their balance sheets. It is therefore pertinent that they devise strategies that will enable them to retain talented employees. This paper mainly employed a quantitative approach in which a questionnaire was utilised as the instrument for data collection with a focus on non-monetary incentives and turnover intentions. Small scale interviews were used to supplement the collected quantitative data. The findings revealed that non-financial rewards are an important factor in employee retention that cannot be ignored.

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Surr, Claire A., Alys W. Griffiths, Rachael Kelley, Ivana Holloway, Rebecca E. A. Walwyn, Adam Martin, Joanne McDermid, Lynn Chenoweth, and Amanda J. Farrin. "The Implementation of Dementia Care Mapping in a Randomized Controlled Trial in Long-Term Care: Results of a Process Evaluation." American Journal of Alzheimer's Disease & Other Dementias® 34, no. 6 (May 5, 2019): 390–98. http://dx.doi.org/10.1177/1533317519845725.

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This study explored intervention implementation within a pragmatic, cluster randomized controlled trial of Dementia Care Mapping™ (DCM) in UK care homes. DCM is a practice development tool comprised of a 5 component cycle (staff briefing, mapping observations, data analysis and reporting, staff feedback, and action planning) that supports delivery of person-centered care. Two staff from the 31 intervention care homes were trained in DCM and asked to deliver 3 cycles over a 15-month period, supported by a DCM expert during cycle 1. Implementation data were collected after each mapping cycle. There was considerable variability in DCM implementation fidelity, dose, and reach. Not all homes trained 2 mappers on schedule, and some found it difficult to retain mappers. Only 26% of homes completed more than 1 cycle. Future DCM trials in care home settings should consider additional methods to support intervention completion including intervention delivery being conducted with ongoing external support.

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Yang, Chunjiang, Nan Guo, Yuting Wang, and Chunling Li. "The effects of mentoring on hotel staff turnover." International Journal of Contemporary Hospitality Management 31, no. 10 (October 14, 2019): 4086–104. http://dx.doi.org/10.1108/ijchm-07-2017-0398.

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Purpose Mentoring was considered as an efficient way to facilitate staff attachment with hotels. Such a strong attachment has been demonstrated to reduce employees’ intention to quit. This study aims to investigate the mediating roles of organizational and occupational embeddedness in the relationships between mentoring functions and turnover intention. Design/methodology/approach The responses were collected from a sample of 354 employees in four hotels group across three Chinese provinces. A structural equation model (SEM) was applied to test the model and mediating roles of organizational and occupational embeddedness. Findings The results of SEM suggest that both organizational and occupational embeddedness mediated the relationships between mentoring functions (career and psychosocial support) and turnover intention. Specifically, employees who are able to receive successful mentoring can easily embed in their organization and occupation. Thus, these employees are reluctant to leave. Research limitations/implications Although this study reveals the important role of mediation, it has several limitations. First, the data drawn from Hebei, Beijing and Zhejiang provinces may lack geography representativeness. Second, this paper neglects potential moderating role of certain personal or context factors. Third, the time lag between the three data collections are not the same. Practical implications Managers should retain proper employees by introducing mentoring programs. Furthermore, to increase organizational and occupational embeddedness, managers should also consider the person-organization/occupation attachments of this industry. Originality/value This study tests organizational and occupational embeddedness simultaneously as mediators between mentoring and turnover intention through data obtained from the Chinese hotels.

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Ahmed Bin Donkor, Ghulam, Godfrey Adda, and Mohammed Kweku Baidoo. "Leveraging on Motivation to Retain Employees: The Role of Psychological Contract." International Journal of Business and Management 16, no. 10 (August 25, 2021): 40. http://dx.doi.org/10.5539/ijbm.v16n10p40.

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The migration of nurses in pursuit of ‘greener pastures’ has been an issue of great concern and a threat to the health sector across the globe, especially the developing nations. Interventions by successive Ghanaian governments to stem the tide have failed because issues surrounding transfer policies, family reunion and career choice trajectories have not been satisfactorily addressed. This empirical study was aimed at identifying the missing links in the motivational interventions in order to proffer suggestions on specific support systems to retain nurses. The study adopted a cross-sectional design under the quantitative methodology to achieve the objective of the study. A questionnaire was used as an instrument to collect primary data from a sample size (n) of 350 nurses from five Mission Hospitals in Bono East Region of Ghana. The data was analyzed using SmartPLS3 structural equation modeling (SEM). The findings revealed that psychological contract plays an important role in stay-or-quit decision of nurses because management’s effort at motivating staff is still at odds with the critical elements of nurses’ motivational content.

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Journal articles on the topic 'Retain staff'

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