Relevant bibliographies by topics / Staff turnover

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

Academic literature on the topic 'Staff turnover'

Author: Grafiati
Published: 4 June 2021
Last updated: 19 February 2023

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Journal articles on the topic "Staff turnover"

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Ashbrook, Peter C., and Todd A. Houts. "Staff turnover." Chemical Health & Safety 8, no. 1 (January 1, 2001): 28. http://dx.doi.org/10.1021/acs.chas.8b08111.

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Ashbrook, Peter C., and Todd A. Houts. "Staff turnover." Chemical Health and Safety 8, no. 1 (January 2001): 28. http://dx.doi.org/10.1016/s1074-9098(00)00197-0.

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McConnell, Charles R. "Staff Turnover." Health Care Manager 18, no. 1 (September 1999): 1–13. http://dx.doi.org/10.1097/00126450-199909000-00002.

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England, Cynthia G. "Aeromedical staff turnover." AeroMedical Journal 1, no. 3 (July 1986): 14–15. http://dx.doi.org/10.1016/s0894-8321(86)80007-9.

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Jones, Cheryl Bland. "Staff Nurse Turnover Costs." JONA: The Journal of Nursing Administration 20, no. 4 (April 1990): 18–23. http://dx.doi.org/10.1097/00005110-199004000-00005.

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Jones, Cheryl Bland. "Staff Nurse Turnover Costs." JONA: The Journal of Nursing Administration 20, no. 5 (May 1990): 27???32. http://dx.doi.org/10.1097/00005110-199005000-00008.

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Costello, Harry, Claudia Cooper, Louise Marston, and Gill Livingston. "Burnout in UK care home staff and its effect on staff turnover: MARQUE English national care home longitudinal survey." Age and Ageing 49, no. 1 (October 28, 2019): 74–81. http://dx.doi.org/10.1093/ageing/afz118.

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Abstract Background staff burnout and turnover lead to care home residents receiving poorer quality care. Burnout is thought to cause turnover, but this has never been investigated. We know little about which care home staffs are burnt out. Aims to explore burnout’s relationship with staff turnover and prevalence and predictors of burnout. Method we calculated the relationship between Maslach Burnout Inventory scores and future staff turnover (12-month number of staff leaving/number employed). We explored staff, resident and care home predictors of burnout, measured as emotional exhaustion (EE), depersonalisation (DP) and personal accomplishment (PA). Results two-thousand sixty-two care staff in 97 care home units participated. Median yearly staff turnover was 22.7%, interquartile range (IQR) 14.0–37.7%. Care staff recorded low median burnout (median EE: 14, IQR: 7–22; DP: 1, IQR: 0–5; PA 42, IQR: 36–45). We found no association between staff burnout and turnover rate. Younger staff age was associated with higher burnout (EE coefficient − 0.09; 95% confidence interval (CI): −0.13, −0.05; DP −0.02; 95% CI: −0.04, −0.01; PA 0.05; 95% CI: 0.02, 0.08). Speaking English as a second language predicted higher EE (1.59; 95% CI: 0.32, 2.85), males had higher DP (0.02; 95% CI: 0.01, 0.04) and staff working only night shifts lower PA (−2.08; 95% CI: −4.05, −1.30). Conclusions we found no association between care homes staff burnout level and staff turnover rates. It is a myth that burnout levels are high. Interventions for burnout could focus on at-risk groups. Future studies could consider turnover at an individual level.
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COHEN-MANSFIELD, JISKA. "Turnover Among Nursing Home Staff." Nursing Management (Springhouse) 28, no. 5 (May 1997): 59???64. http://dx.doi.org/10.1097/00006247-199705010-00015.

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Cavanagh, Stephen J. "Predictors of nursing staff turnover." Journal of Advanced Nursing 15, no. 3 (March 1990): 373–80. http://dx.doi.org/10.1111/j.1365-2648.1990.tb01825.x.

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Cavanagh, Stephen J., and Douglas A. Coffin. "Staff turnover among hospital nurses." Journal of Advanced Nursing 17, no. 11 (November 1992): 1369–76. http://dx.doi.org/10.1111/j.1365-2648.1992.tb01861.x.

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Dissertations / Theses on the topic "Staff turnover"

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Mdindela, Sindiswa Victoria. "Staff turnover at selected government hospitals." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1191.

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The purpose of this study was to identify factors that impact on staff turnover and strategies that organisations can use to curtail staff turnover. To achieve this goal the following procedure was followed.  An overview of theories related to staff turnover was conducted to identify what staff turnover is. Also the consequences of staff turnover, the classification and measurement of staff turnover and the broad theoretical explanation of staff turnover were investigated. The current brain drain experienced in the medical field was explored. A literature study was also conducted focusing on individual, job, organisational and environmental factors that influence staff turnover and strategies that managers can utilise to reduce staff turnover. Interviews were conducted with the chief executive officer and one doctor at Hewu hospital. Interviews were also conducted among senior nurses.  An empirical study was undertaken to determine individual, job, organisational and environmental factors that impacted on staff turnover among doctors and nurses at Bisho and Hewu Hospitals. The strategies that were utilised at these hospitals to retain doctors and nurses were also investigated. Suggestions were made for addressing factors that could impact on staff turnover among doctors and nurses and strategies that could be utilised to retain staff. These strategies include:  Getting people off to a good start,  Create a great environment with bosses whom people respect,  Share information,  Give people as much autonomy as they can handle and  Challenge people to stretch. iii Staff turnover is an issue that many South African organisations are currently facing and an issue that is especially affecting the medical field. Various factors, especially job and organisational factors, are not adequately addressed and these could lead to a high rate of staff turnover. It is clear that organisations should have a human resource strategic plan in order for them to effectively select, retain, train and develop employees. Health Care organisation could use the strategies identified in this study as a mechanism to benchmark how well they manage staff turnover. It is therefore important that the management of hospitals should strive to identify the underlying causes of labour turnover in their organisations and formulate strategies to address the problem.
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Wallace, Cristian Louise. "Turnover intentions of wilderness therapy staff." Thesis, University of Iowa, 2011. https://ir.uiowa.edu/etd/1274.

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Involuntary turnover among field staff at wilderness therapy programs can result in therapeutic and financial difficulties for the program. This study sought to examine what factors field staff attribute their intent to turnover to. The factors of organizational commitment, burnout, age, and length of days spent in the field were examined to identify if factors identified as predictors of turnover in previous literature were also true for field staff employed by wilderness therapy programs. Three programs agreed to participate by forwarding emails to their field staff containing a link to the survey, and were also emailed a program director survey that asked some basic demographic questions about their program. The field staff survey was comprised of the Maslach Burnout Inventory - General Survey, The TCM Employee Commitment Survey, the intent to leave scale, as well as general demographic questions. A total of 13 field staff participated in the study, and as a result the use of multiple regression models was not possible due to the sample size. Six simple linear regressions were conducted to test the predictive hypotheses, and findings suggest that none of the six factors predicted turnover intentions among field staff. Pearson's correlations were conducted to examine the relationship between factors, and suggested that age is negatively related to intent to turnover and that burnout was identified as a stronger contributing factor of intent to turnover than organizational commitment, and the sub factor of continuance commitment. Findings suggested that wilderness therapy programs may want to consider the costs and advantages associated with a workers age when hiring new staff, and to consider using burnout measurement tools to identify burnout in staff so they may employ preventative measures to reduce the number of voluntary turnover among field staff. Future researcher may want to explore additional predictors of turnover intentions not examined in previous literature to continue developing knowledge about programs and those who are employed by wilderness therapy programs.
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Wilson, Jeanne Lynn. "Employee Turnover in Frontline Hospital Staff." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3129.

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Employee turnover is costly in service-intensive organizations where employee-customer interactions directly affect the organization's success. The purpose of this multiple case study was to identify strategies community hospital leaders use to reduce frontline support employee turnover. The study population consisted of leaders of a community hospital in southeast Louisiana. The conceptual framework for this study is Kahn's model of employee engagement. Semistructured interviews were conducted with eight hospital leaders in southeast Louisiana who were selected through census sampling. Interview transcripts were analyzed and coded following Yin's case study analysis process. Methodological triangulation allowed for a comparison of the findings of the interviews with information derived from exit interviews and employee engagement survey results. Four themes emerged from the interviews and document review: leadership, hiring and onboarding strategies, pay and compensation, and organizational-related factors. Reducing turnover among frontline hospital support employees can positively affect the quality of care provided to patients, and improve the level of service provided by the hospital to the community it serves. Beyond increasing organizational efficiency, the findings of this study can contribute to social change benefits for employees as continued employment allows individuals to provide for themselves and their families.
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Han, Xiaotang. "Factors driving staff turnover within micro retail businesses." Thesis, Cape Peninsula University of Technology, 2013. http://hdl.handle.net/20.500.11838/1692.

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Dissertation submitted in fulfilment of the requirements for the degree Master of Technology: Office Management and Technology in the Faculty of Business at the Cape Peninsula University of Technology 2013
Employees are important to any business and without them businesses could be unsuccessful. This is particularly the case with micro retail businesses where employees are in direct contact with customers and more often than not, generate most of the revenue. Staff turnover on the other hand, may play a significant role and have an impact on business performance especially, in micro retail businesses. The success of micro retail businesses may be in understanding the possible causes of staff turnover and explored in this research. The aim of this research is to ascertain what causes staff turnover within micro retail businesses in Cape Town, South Africa, and how this can be reduced or prevented. To satisfy this goal, the research problem formulated as: It is unknown what interventions are needed for micro retail businesses to retain their staff The researcher conducted extensive literature analysis to understand the theoretical background and the possible factors that cause high staff turnover in micro retail businesses. Thereafter, the researcher uncovers the drivers causing staff turnover in micro retail businesses using a survey study. The research population is micro retail businesses in Cape Town, South Africa. Due to the nature of this research, a purposive sampling method is found to be the most appropriate. Questionnaires are used to collect primary data, whereas literature analysis assists with obtaining secondary data. The researcher found that remuneration, physical and employment working conditions and working hours are the top three most likely causes of staff turnover in micro retail businesses in Cape Town, South Africa. The researcher recommended that businesses should offer relevant and competitive remuneration packages, provide safe and secure working environments and arrange fair shift patterns. These would assist micro retail businesses to prevent or at least reduce high staff turnover.
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Slabbert, Marna. "An analysis of staff turnover in the optometric industry / by Marna Slabbert." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2331.

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Heymann, Marinus. "The impact of demographics on voluntary labour turnover in South Africa." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/23746.

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This paper will demonstrate the relevance of employee demographics as extended factors in the voluntary turnover process as these models currently do not sufficiently explain the factors impacting the turnover decision. Over 1000 managers and knowledge workers were surveyed by making use of a cross-sectional questionnaire to identify potential similarities in demographics when deciding on leaving the organization. Findings indicated that various demographic factors (age, race and gender) influence whether pull- or push factors are cited in the turnover process. In addition, it was also found that the level of education has a stronger relationship to employee mobility than race, which contradicts current sentiment of the labour market. Furthermore, it is concluded that demographic factors of employees should be considered in the extension of contemporary turnover models. The findings have implications for human resource management practices in organisations which are more dependent on knowledge workers. In addition the findings have implications on current prevailing theory on voluntary turnover research. Copyright
Dissertation (MBA)--University of Pretoria, 2011.
Gordon Institute of Business Science (GIBS)
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Ebrahim, Saima. "The causes of high staff turnover within selected hotels in Cape Town, South Africa." Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/1616.

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Thesis submitted in fulfilment of the requirements for the degree Master of Technology Tourism and Hospitality Management in the Faculty of Business and Management Sciences at the Cape Peninsula University of Technology
The human resource department in the hospitality industry has a reputation for high staff turnover and labour instability due to various reasons, such as staff members who are not motivated and are not recognised for hard work. Another problem is employing unskilled staff, low staff remuneration, staff members not being trained and long working hours. The main research problem was: What were the reasons for the high staff turnover in the selected hotels of this research study? From the main research problem three sub-problems emerged the first being, Why does the selected hotels not understand what actually motivates their employees to stay on in positions? The other two sub-problems are stated in chapter 1. The main objective was to research the reasons why the selected hotels were experiencing such high staff turnover. According to Amos, Ristow and Pearse (2008:172), staff turnover can be from a combination of factors such as what the organisation pays, the working conditions, opportunities for promotion, the quality of supervision, and poor group relations, which makes it more or less appealing as an employer. The research design utilised a multi-strategy approach whereby both quantitative and qualitative data were gathered. The questionnaires were a quantitative data-gathering tool that provided the researcher with information relating to why staff turnover is so high in the selected hotels. Questionnaires were completed by human resource managers, senior managers, managers, supervisors and staff members. The qualitative data were obtained from the interviews and the literature review. Interviews were conducted with human resource managers (HRM) in the selected hotels to find out what problems they face and to find solutions to reduce staff turnover. The main findings were that many of those associated with the selected hotels maintain that hotel positions do not offer creative and intellectual development. Once people have understood the needs and demands of their particular job, their cultural learning and intellectual stimulation comes to an end quickly, causing people to lose interest in their jobs and look elsewhere. The main recommendations were that management styles and human resource practices should be applied to stimulate, communicate with and recognise staff potential. Money was not the main reason why staff resigned from their positions; rather it was the fact that managers were not acknowledging them for their hard work and that there was no growth within the selected hotels.
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Thompson, Wendy Ann. "Staff Turnover in Juvenile Corrections: Predicting Intentions to Leave." Diss., Temple University Libraries, 2014. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/293945.

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Criminal Justice
Ph.D.
Hiring and maintaining quality staff members is crucial in juvenile correctional facilities. Unfortunately, staff turnover is much more common in correctional agencies than other areas of government work. Although several studies have looked at rates and predictors of employee turnover in adult correctional facilities, few have assessed the issue among juvenile correctional staff. Therefore, this study was guided by two main questions: (1) what are the current turnover rates among frontline staff members at Delaware's public juvenile correctional facilities, and (2) what are the main factors that lead to frontline staff leaving? To answer the above questions, this study used a mixed-methods approach consisting of three stages. In the first stage, total rates of voluntary turnover were provided by an administrator from Delaware State's Division of Youth Rehabilitative Services (DYRS) Personnel Department. The voluntary turnover rates for juvenile correctional officers in Delaware's public facilities for 2011 and 2012 were 7 percent and 13 percent, respectively. This is slightly less than voluntary turnover rates from previous studies on juvenile correctional staff. The next two stages of research were designed to assess the best predictors of intentions to leave for Delaware's frontline staff members. Specifically, the second stage consisted of interviews with 14 staff members from five residential facilities across Delaware. The interviews increased our understanding of how aspects of job satisfaction and organizational commitment apply to this particular sample of employees and provided greater insight into two recently developed aspects of employee turnover theory: Job Embeddedness and the Employment Opportunity Index (EOI). More importantly, three aspects of employee turnover for this sample were discovered: commitment to youth, career stepping stone and job expectations. The discovery of new variables supports the idea that it is important for researchers assessing employee turnover to conduct face-to-face interviews with employees prior to analyzing survey data. The final stage of research compared three models of employee turnover. The first was based on Lambert's 2001 model of correctional officer turnover which stemmed from employee turnover theory. The second model was designed to assess improvement in predicting intentions to leave by incorporating two concepts, Job Embeddedness and the Employment Opportunity Index (EOI), that have not been tested in many studies on employee turnover. The last model that was tested incorporated the three new variables that were created based on the interviews in stage two. Intentions to leave was used as the outcome variable in this study. It measures the extent to which a person desires to leave his or her job. It was chosen for two reasons: 1) Samples consisting of employees who have quit can take years to obtain and 2) Assessing employees intentions to leave could be more useful to administrators. The sample for the last stage of this study consisted of 102 frontline staff members from five of Delaware's six facilities. The data for the last portion of this study were analyzed using structural equation modeling (SEM). This method was appropriate because it could assess the impact of both direct and indirect measures. However, because the sample size for this study was not adequate to run any of the models in full, ordinary least squares (OLS) regression was also incorporated. Results from the quantitative portion of this study showed that there were several variables that predicted intentions to leave for this sample. Similar to most studies that look at intentions to leave, job satisfaction and organizational commitment were two of the strongest predictors of intentions to leave. In terms of individual characteristics, race/ethnicity was the only statistically significant predictor. What was especially interesting about this result was that when previous studies found a race effect, it was that African Americans had higher levels of intentions to leave. This was not the case for this sample. Along these lines, race/ethnicity was significantly associated with one of the factors from Job Embeddedness, organizational fit, which assesses if employees believe they are an appropriate match for their job. Interestingly, whites had lower levels of organizational fit which resulted in higher levels of intentions to leave. Findings from this study have implications for the correctional literature and employee turnover theory. This study supported a long history of employee turnover studies that have found job satisfaction and organizational commitment to be the best predictors of employee turnover. At the same time, this study also found a new predictor of employee turnover specific to juvenile correctional officers: commitment to youth. This stands to have a major impact on future research on employee turnover, not just for juvenile corrections but also studies in the larger body of employee turnover in that this study made it clear that one model does not fit all workers. The concept, commitment to youth, applies only to employees who work with youths. And, the particular way commitment to youth was measured in the present study would only apply to those who work with at-risk youths. Therefore, this study should be viewed as an important step towards understanding the relationship between commitment to youth and decisions made by juvenile correctional officers. This study also had important implications for administrators of juvenile correctional facilities. A major finding stemming from the interviews, which was subsequently confirmed by the quantitative analysis, was that support from coworkers is vital to the overall performance of staff. In fact, subjects reported that a lack of support from coworkers was the difference between a good day and a bad day, and that it was never the juveniles that created a bad day for staff; it was their coworkers. Based on this finding, it is vital that administrators stress the importance of not only working as a team, but also the importance of respecting fellow staff members, especially in front of youths. To do this, administrators should encourage supervisors to demonstrate this type of behavior every day and stress the importance of it during trainings, especially the impact it can have on the residents; several staff members discussed how the youthful offenders can easily detect bad feelings among staff.
Temple University--Theses
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Toni, Gladys Nosisana. "Accelerated staff turnover among professional nurses at a district hospital." Thesis, Nelson Mandela Metropolitan University, 2007. http://hdl.handle.net/10948/620.

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The study emanated from the researcher’s experience and involvement in clinical nursing and nursing management. The researcher noted how heavy losses of recruited professional nurses might have had an influence on the quality of service delivery. It is a costly and time-consuming task to recruit enough nurses into the profession and retention of staff is especially difficult. There had been a significant increase in the number of professional nurses leaving the district hospitals either to primary health care service, private hospitals or other countries. Before the commencement of the study the turnover rate at the district hospital where the study was conducted, almost doubled the accepted norm, which was ten percent of the staff. For those reasons the researcher decided to conduct a study named, “Accelerated staff turnover among professional nurses at a district hospital.” The constant heavy losses of qualified nurses from the profession constitute one of the serious challenges for nursing managers. The researcher wanted answers to the following question: “What were your experiences of your job as a professional nurse at the district hospital?” The objectives of the study were: · to explore and describe factors leading to high staff turnover of professional nurses at a district hospital · to develop guidelines to help retain professional nurses. The design of this study, which was conducted in one of the district hospitals in the Makana Local Service Area in the Eastern Cape, is qualitative, descriptive and contextual. Informed permission for conducting the research was obtained from relevant authorities and participants were asked to sign a consent form before the researcher proceeded with the study. Participants that met the selection criteria were selected by means of purposive sampling. Data was obtained by means of semi-structured telephonic interviews that were audio-taped and later transcribed verbatim. To ensure trustworthiness of the study, the researcher applied the four strategies as proposed by Lincoln and Guba (De Vos, 2002:351) namely, credibility, transferability, dependability and confirmability. Collected data was analysed according to the descriptive method proposed by Tesch (in Creswell, 1994:154). The services of an independent coder, who was provided with transcripts and a protocol to guide data analysis, were utilised. A consensus meeting was held between the researcher and the independent coder to discuss the identified themes and sub-themes. Following the data analysis, a literature control was undertaken to highlight the similarities to and differences in comparison between this and previous studies. Four major themes and sub-themes were identified through analysis.
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Lindholm, Emil. "Stanna eller gå? : En kvalitativ studie om vad som får ingenjörer att vilja stanna inom ett företag." Thesis, Umeå universitet, Pedagogiska institutionen, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-163176.

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Studien har haft som mål att undersöka och analysera vad som är viktigt för att en ingenjör ska vilja stanna inom ett företag. Datainsamlingen har skett via en kvalitativ ansats med semistrukturerade intervjuer som insamlingsmetod. Studien har tagit plats på ett anonymiserat företag i norra Sverige där sammanlagt nio intervjuer med ingenjörer från olika avdelningar hölls. I studien framkom det att ledarskap, psykisk arbetsmiljö, utvecklingsmöjligheter och en väl fungerande organisation var viktiga faktorer. Utifrån resultatet blev det också tydligt att kontexten företaget befann sig i starkt påverkade vad ingenjörerna uppfattade som viktigt då det var företagsspecifika problem som till stor del påverkade ingenjörernas vilja att stanna.
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Books on the topic "Staff turnover"

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Loquercio, David. Understanding and addressing staff turnover in humanitarian agencies. London: Overseas Development Institute, 2006.

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Ulus, Seyran. What strategy can Accessorise adopt to reduce staff turnover. London: LCP, 2001.

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Gray, Alastair McIntosh. Explaining NHS staff turnover: A local labour market approach. Oxford: Centre for Socio-Legal Studies, 1992.

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Gray, Alastair McIntosh. Staff turnover in the NHS: A preliminary economic analysis. York: Centre for Health Economics, University of York, 1988.

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Kahan, James P. Corps and division command staff turnover in the 1980's. Santa Monica, CA: Rand Corp, 1989.

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Jacobson, John W. The precursors and impact of staff turnover on group homes. [Albany, NY]: Planning Unit, New York State Office of Mental Retardation and Developmental Disabilities, 1990.

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L, Price James. Absenteeism and turnover of hospital employees. Greenwich, Conn: JAI Press, 1986.

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Grissmer, David W. Teacher attrition: The uphill climb to staff the Nations's schools. Santa Monica, CA: Rand, Center for the Study of the Teaching Profession, 1987.

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Gwavuya, Frank. High staff turnover in the Zimbabwe Republic Police: A case study. Harare, Zimbabwe: Southern Bureau of Strategic Studies Trust, 2009.

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Jacobson, John W. Factors associated with staff tenure in group homes. [Albany, NY]: Planning Unit, New York State Office of Mental Retardation and Developmental Disabilities, 1989.

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Book chapters on the topic "Staff turnover"

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Mitrofanova, E. A., A. E. Mitrofanova, and G. I. Margarov. "Organizational and Economic Mechanism of Staff Turnover Management." In Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies, 590–98. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60926-9_75.

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Orozco-Acosta, Erick, Milton De la Hoz-Toscano, Luis Ortiz-Ospino, Gustavo Gatica, Ximena Vargas, Jairo R. Coronado-Hernández, and Jesus Silva. "Factors of Staff Turnover in Textile Businesses in Colombia." In Computational Methods and Data Engineering, 479–87. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-6876-3_37.

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Lu, Xueying, Jiajue Wang, and Limin Zhao. "Relationship Between Emotional Intelligence, Job Burnout and Turnover Intention of Hotel Staff." In Tourism, Aviation and Hospitality Development During the COVID-19 Pandemic, 173–89. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-1661-8_11.

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Hilton, Claire. "Personnel: Staffing the Asylums and Serving the Colours." In Civilian Lunatic Asylums During the First World War, 117–46. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54871-1_4.

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Abstract A vast staff served the asylums: doctors, nurses, attendants, artisans, clergy, kitchen and laundry workers, and other who maintained buildings, farm, gardens and cemetery. Ward work was particularly demanding, with long hours, and poor conditions of employment. A regimented and punitive culture and distrust between management and lower ranks of staff, contributed to “a general feeling of insecurity” among them. They had high rates of sickness and a high turnover, sometimes over 75 per cent annually, resulting in an inexperienced workforce. The asylum leadership contributed to creating a dysfunctional system in which the patients, whom the asylum was meant to serve, were far from central to it.
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Du, Jiale, Zengpeng Liu, and Junhong He. "A Study on the Problem of Grassroots Staff Turnover in Property Companies and Countermeasures." In Proceedings of the 2022 2nd International Conference on Business Administration and Data Science (BADS 2022), 1018–29. Dordrecht: Atlantis Press International BV, 2023. http://dx.doi.org/10.2991/978-94-6463-102-9_106.

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Espinoza, Amy, Estefania Rojas, Jose Rojas, and Carlos Raymundo. "Methodology for Reducing Staff Turnover in Service Companies Based on Employer Branding and Talent Management." In Proceedings of the 4th Brazilian Technology Symposium (BTSym'18), 575–83. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16053-1_56.

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Healy, D. M., and P. O'Leary. "CHAPTER 5. Educate Don't Indoctrinate: Planning and Delivering Training and Support for Workplaces with High Staff Turnover." In Challenges for Health and Safety in Higher Education and Research Organisations, 87–110. Cambridge: Royal Society of Chemistry, 2020. http://dx.doi.org/10.1039/9781839162497-00087.

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Morales-Rojas, Grecia, Kaduo Uchida-Ore, Fernando Sotelo, and José Rojas. "System of Human Management Processes to Improve the Predictors of Staff Turnover in SMEs Dedicated to the Service Sector." In Human Interaction, Emerging Technologies and Future Systems V, 1227–34. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85540-6_157.

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"Staff turnover." In Managing Human Resources in Small and Medium-sized Enterprises, 95–107. Routledge, 2015. http://dx.doi.org/10.4324/9781315752471-7.

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Lashley, Conrad, and Michael N. Chibili. "Staff turnover and retention." In Pocket Guide for Hospitality Managers, 81–95. Routledge, 2019. http://dx.doi.org/10.4324/9781003022404-5.

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Conference papers on the topic "Staff turnover"

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Hall, Tracy, Sarah Beecham, June Verner, and David Wilson. "The impact of staff turnover on software projects." In the 2008 ACM SIGMIS CPR conference. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1355238.1355245.

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Kuntardina, Ari. "Nurses and Staff Turnover Intentions in Private Hospitals." In 2017 International Conference on Organizational Innovation (ICOI 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icoi-17.2017.17.

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"Knowledge Management and Staff Turnover in the Hospitality Industry." In 20th European Conference on Knowledge Management. ACPI, 2010. http://dx.doi.org/10.34190/km.19.053.

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Kolchenko, Maksym, Oleksandr Maistrenko, and Oleksandr Lykholot. "THE PROBLEM ANALYSIS OF SCIENTIFIC AND PEDAGOGICAL STAFF TURNOVER." In RICERCHE SCIENTIFICHE E METODI DELLA LORO REALIZZAZIONE: ESPERIENZA MONDIALE E REALTÀ DOMESTICHE. European Scientific Platform, 2021. http://dx.doi.org/10.36074/logos-12.11.2021.v1.23.

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Karunanayake, KPAN, MLSS Fernando, and U. Kulatunga. "Knowledge management practices to minimize the impact of staff turnover." In 10th World Construction Symposium. Building Economics and Management Research Unit (BEMRU), University of Moratuwa, 2022. http://dx.doi.org/10.31705/wcs.2022.49.

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Skilled staff turnover plays a wide role in continuous knowledge loss in manufacturing organizations. The result of staff turnover impacts organizational performance, productivity, effectiveness, employee performance and knowledge. The importance of managing an organization’s knowledge is a need in organizations. This research identified the importance of knowledge management in the trailer manufacturing sector with high staff turnover. This enables project managers to take project knowledge management into practice within the organization. This study uses a qualitative research approach. The aim of the study was achieved by a case study research strategy along with 16 semi-structured interviews, which were performed as a data collection technique. Data were collected from the case study organisation, focusing on knowledge management methodologies used during the project phases and identifying the impact of staff turnover on organizational knowledge. The knowledge management techniques vary from one project phase to another project phase. Based on the outcome of this research, project managers can identify the most effective knowledge management techniques to be used at each phase. According to the study, the most frequently used KM techniques in the planning stage were “Learning & Idea Capturing” and “Refer Knowledge Base”. The most prominently used KM techniques in the designing stage were “Brainstorming” and “Learning & Idea Capturing”. While the most frequently used KM technique in the building, testing, and launching stages was found to be “Refer Knowledge Base”. From this research study, project managers can identify the critical areas affected by skilled staff turnover, how to prepare in advance and minimize knowledge loss.
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Forrow, Helen. "P-90 Wellbeing@Work – reducing hospice staff sickness and turnover rates." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.113.

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Tarusov, Timofey, and Olga Mitrofanova. "Risk Assessment in Human Resource Management Using Predictive Staff Turnover Analysis." In 2019 1st International Conference on Control Systems, Mathematical Modelling, Automation and Energy Efficiency (SUMMA). IEEE, 2019. http://dx.doi.org/10.1109/summa48161.2019.8947527.

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Fang, Chung-Hsiung, Sue-Ting Chang, and Guan-Li Chen. "Establishment Decision Rules for Turnover of Nursing Staff - Applying Rough Set Theory." In 2009 International Conference on E-Business and Information System Security (EBISS). IEEE, 2009. http://dx.doi.org/10.1109/ebiss.2009.5137976.

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Xiang, Mingyin, and Li Li. "The Optimal Design of Hotel Staff Incentive Compensation Contract under Turnover Rate." In 2017 International Conference on Applied Mathematics, Modelling and Statistics Application (AMMSA 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ammsa-17.2017.51.

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Abramov, Valery L. "The Drivers Of Turnover And Government Employees Professional Staff Proportions In Russia." In 18th PCSF 2018 - Professional Сulture of the Specialist of the Future. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.12.02.38.

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Reports on the topic "Staff turnover"

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Hunt, Will, and Jacqueline O'Reilly. Rapid Recruitment in Retail: Leveraging AI in the hiring of hourly paid frontline associates during the Covid-19 Pandemic. Digital Futures at Work Research Centre, March 2022. http://dx.doi.org/10.20919/alnb9606.

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Increased demand due to the Coronavirus pandemic created the need for Walmart to onboard tens of thousands of workers in a short period. This acted as a catalyst for Walmart to bring forward existing plans to update the hiring system for store-level hourly paid associates in its US stores. The Rapid Recruitment project sought to make hiring safer, faster, fairer and more effective by removing in-person interviews and leveraging machine learning and predictive analytics. This working paper reports on a case study of the Rapid Recruitment project involving semi-structured qualitative interviews with members of the project team and hiring staff at five US stores. The research finds that while implementation of the changes had been successful and the changes were largely valued by hiring staff, lack of awareness and confidence in some changes threatened to undermine some of the objectives of the changes. Reservations about the pre-employment assessment and the algorithm’s ability to predict quality hires led someusers reviewing more applications than perhaps necessary and potentially undermining prediction of 90-day turnover. Concerns about the ability to assess candidates over the phone meant that some users had reverted to in-person interviews, raising the riskof Covid transmission and potentially undermining the objective of removing the influence of human bias linked to appearance and other factors unrelated to performance. The impact of awareness and confidence in the changes to the hiring system are discussed in relation to the project objectives
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