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Journal articles on the topic 'Staff turnover'

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Published: 4 June 2021
Last updated: 19 February 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Kluger, Malvina. "Staff Turnover in Nursing Homes." AJN, American Journal of Nursing 106, no. 10 (October 2006): 71. http://dx.doi.org/10.1097/00000446-200610000-00038.

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12

UTYASHEVA, O., and V. KOPOSOV. "THE IMPACT OF STAFF INVOLVEMENT LEVEL ON POTENTIAL STAFF TURNOVER." CULTURE AND SAFETY 4 (April 2021): 41–48. http://dx.doi.org/10.25257/kb.2021.4.41-48.

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The article analyzes the problem of potential staff turnover and identifies the factors affecting it. The results of the survey has been presented in the article. The relationship between the potential turnover of personnel and the level of staff involvement in the organization’s activities has been determined.
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13

Butali, Namasaka David, Poipoi Moses Wesang’ula, and Laura Catherine Mamuli. "Effects of Staff Turnover on the Employee Performance of Work at Masinde Muliro University of Science and Technology." International Journal of Human Resource Studies 3, no. 1 (January 23, 2013): 1. http://dx.doi.org/10.5296/ijhrs.v3i1.3111.

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High staff turnover affects the smooth running of institutions. This study established the effect of staff turnover on performance of work in Masinde Muliro University of Science and Technology (MMUST). Specific objectives of the study were: to identify effects of staff turnover on administrative work and to identify financial/economic effects of staff turnover. A conceptual framework formed the basis of this study. Correlational research design was used in this study. Cluster random sampling procedure was used to collect data. Questionnaires, interviews, document analysis and observation were blended to capture authentic and exhaustive data. A randomly selected sample of 25 departments was used in this study. A total of 152 respondents participated. Data were analyzed using inferential and descriptive statistics.. The study established that economically, staff turnover in increases work for the remaining staff, leads to customer dissatisfaction, brings about decreased income due to reduced productivity, and leads to increased liability to the practice. Socially, staff turnover lowers staff morale and creates gaps in the social groupings. The study recommends that MMUST should improve on mechanisms of getting feedback from its staff members regarding problems that are likely to cause staff turnover. In addition, staff taking over duties performed by those exiting be given proper orientation.Key Words; Non teaching departments, Non teaching staff, Performance of Work, Retention rate, Staff turnover and Teaching departments.
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14

Tret'yakova, L. A. "Assessing the staff turnover in agroholdings." Экономический анализ: теория и практика 16, no. 2 (February 27, 2017): 274–85. http://dx.doi.org/10.24891/ea.16.2.274.

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15

Wright, Colin. "Staff turnover saves money, says trust." Nursing Standard 10, no. 28 (April 3, 1996): 9. http://dx.doi.org/10.7748/ns.10.28.9.s18.

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16

Alharbi, Fawzeyah S. H. S., Zayan Mustafa, and Mercy Benoy. "Nurses Turnover: Retention of the Staff." Open Journal of Nursing 12, no. 03 (2022): 199–219. http://dx.doi.org/10.4236/ojn.2022.123013.

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17

Volkova, I. A., and A. A. Kondakova. "COMPANY’S STAFF TURNOVER MANAGEMENT PROCESS DEVELOPMENT." Herald of the Belgorod University of Cooperation, Economics and Law 5, no. 72 (2018): 141–52. http://dx.doi.org/10.21295/2223-5639-2018-5-141-152.

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18

Castle, N. G. "Measuring Staff Turnover in Nursing Homes." Gerontologist 46, no. 2 (April 1, 2006): 210–19. http://dx.doi.org/10.1093/geront/46.2.210.

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19

Gandy, Robert, Patricia Harrison, and Jeff Gold. "Criticality of detailed staff turnover measurement." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 2950–67. http://dx.doi.org/10.1108/bij-11-2017-0302.

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Purpose Scrutiny of staff turnover in large organisations is traditionally reactive, involving benchmarking against peers at institution level. Not being an outlier tempts the inference that turnover is “satisfactory”. However, individual departments exhibiting varied, counterbalancing patterns might be masked; meaning situations that present challenges and require action could be missed. The purpose of this paper is to investigate the degree to which headline staff turnover can mask internal variations in a large post-1992 English university with over 2,000 staff. Design/methodology/approach The methods scrutinised related mainstream benchmarking sources, and analysed turnover for both new recruits and staff leaving, as well as net turnover. The inverted Nomogramma di Gandy helped highlight overall patterns and identify outliers. Staff categories and characteristics examined included: age, gender, diversity, staff type and contractual status. Findings It was found that (wide) internal variations were masked between university departments and between different gender and age groups, with Generation Y presenting issues for future recruitment and retention. Localised high turnover rates were found, with particular issues involving research staff. A proactive approach is essential, analysing local data to reflect internal structures, and staff categories and characteristics. Understanding internal and external staff dynamics supports organisations to meet strategic aims and objectives, and target local action. Originality/value The approach and findings provided lessons for staff management relevant to universities, which are critical to many, if not most large organisations in the UK and internationally, particularly in times of uncertainty.
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20

Donoghue, Christopher. "Nursing Home Staff Turnover and Retention." Journal of Applied Gerontology 29, no. 1 (May 29, 2009): 89–106. http://dx.doi.org/10.1177/0733464809334899.

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21

Sellgren, Stina, Goran Ekvall, and Goran Tomson. "Nursing staff turnover: does leadership matter?" Leadership in Health Services 20, no. 3 (July 24, 2007): 169–83. http://dx.doi.org/10.1108/17511870710764023.

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22

Unruh, Lynn Y., and Myron D. Fottler. "Patient Turnover and Nursing Staff Adequacy." Health Services Research 41, no. 2 (April 2006): 599–612. http://dx.doi.org/10.1111/j.1475-6773.2005.00496.x.

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23

Bernstein, Adam. "Minimise turnover by keeping staff happy." Nursing and Residential Care 20, no. 1 (January 2, 2018): 48–50. http://dx.doi.org/10.12968/nrec.2018.20.1.48.

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24

Butali, Namasaka David, Poipoi Moses Wesang’ula, and Laura Catherine Mamuli. "Effects of Staff Turnover on the Employee Performance of Work at Masinde Muliro University of Science and Technology." International Journal of Human Resource Studies 4, no. 2 (June 8, 2014): 25. http://dx.doi.org/10.5296/ijhrs.v4i2.5787.

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High staff turnover affects the smooth running of institutions. This study established the effect of staff turnover on performance of work in Masinde Muliro University of Science and Technology (MMUST). Specific objectives of the study were: to identify effects of staff turnover on administrative work and to identify financial/economic effects of staff turnover. A conceptual framework formed the basis of this study. Correlational research design was used in this study. Cluster random sampling procedure was used to collect data. Questionnaires, interviews, document analysis and observation were blended to capture authentic and exhaustive data. A randomly selected sample of 25 departments was used in this study. A total of 152 respondents participated. Data were analyzed using inferential and descriptive statistics.. The study established that economically, staff turnover in increases work for the remaining staff, leads to customer dissatisfaction, brings about decreased income due to reduced productivity, and leads to increased liability to the practice. Socially, staff turnover lowers staff morale and creates gaps in the social groupings. The study recommends that MMUST should improve on mechanisms of getting feedback from its staff members regarding problems that are likely to cause staff turnover. In addition, staff taking over duties performed by those exiting be given proper orientation.
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25

Gandy, Rob, Patricia Harrison, and Jeff Gold. "Talent management in higher education: is turnover relevant?" European Journal of Training and Development 42, no. 9 (November 5, 2018): 597–610. http://dx.doi.org/10.1108/ejtd-11-2017-0099.

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Purpose Institution-wide staff turnover in universities might be considered “satisfactory”, but can mask wide counterbalancing patterns between departments and different staff. This paper aims to explore the benefits of detailed turnover analysis in managing talent in the complex changing landscape of Higher Education in the UK. Design/methodology/approach Staff turnover was analysed for both new recruits and staff leaving, as well as net turnover. The inverted Nomogramma di Gandy highlighted overall patterns and outliers. Staff characteristics examined included age, gender, staff type and contractual status. Findings There were (wide) variations in staff turnover for age, gender and type of contract, with particularly high turnover for research staff (influenced by the use of fixed-term contracts). This disproportionately affected younger staff, who are more likely than their elders to seek employment elsewhere, but might stay if there are career opportunities and development. Practical processes are suggested to improve intelligence that enables the best talent to be identified and retained, support a life-span perspective and inform emerging issues such as gender pay differentials. Originality/value Given the increasing complexity of managing talent in universities, with their predominantly knowledge-type employees, the research serves to highlight that high localized staff turnover can adversely impact on a university’s research capacity, which in turn presents risks to the achievement of its strategic aims and objectives. Therefore, detailed scrutiny of staff turnover dynamics can pinpoint where recruitment and retention policies and practice require focus.
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26

Novis, David A., Suzanne Nelson, Barbara J. Blond, Anthony J. Guidi, Michael L. Talbert, Pamela Mix, and Peter L. Perrotta. "Laboratory Staff Turnover: A College of American Pathologists Q-Probes Study of 23 Clinical Laboratories." Archives of Pathology & Laboratory Medicine 144, no. 3 (July 17, 2019): 350–55. http://dx.doi.org/10.5858/arpa.2019-0140-cp.

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Context.— Knowledge of laboratory staff turnover rates are important to laboratory medical directors and hospital administrators who are responsible for ensuring adequate staffing of their clinical laboratories. The current turnover rates for laboratory employees are unknown. Objective.— To determine the 3-year average employee turnover rates for clinical laboratory staff and to survey the types of institutional human resource practices that may be associated with lower turnover rates. Design.— We collected data from participating laboratories spanning a 3-year period of 2015–2017, which included the number of full-time equivalent (FTE) staff members that their laboratories employed in several personnel and departmental categories, and the number of laboratory staff FTEs who vacated each of those categories that institutions intended to refill. We calculated the 3-year average turnover rates for all laboratory employees, for several personnel categories, and for major laboratory departmental categories, and assessed the potential associations between 3-year average all laboratory staff turnover rates with institutional human resource practices. Results.— A total of 23 (20 US and 3 international) participating institutions were included in the analysis. Among the 21 participants providing adequate turnover data, the median of the 3-year average turnover rate for all laboratory staff was 16.2%. Among personnel categories, ancillary staff had the lowest median (11.1% among 21 institutions) and phlebotomist staff had the highest median (24.9% among 20 institutions) of the 3-year average turnover rates. Among laboratory departments, microbiology had the lowest median (7.8% among 18 institutions) and anatomic pathology had the highest median (14.3% among 14 institutions) of the 3-year average turnover rates. Laboratories that developed and communicated clear career paths to their employees and that funded external laboratory continuing education activities had significantly lower 3-year average turnover rates than laboratories that did not implement these strategies. Conclusions.— Laboratory staff turnover rates among institutions varied widely. Two human resource practices were associated with lower laboratory staff turnover rates.
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27

Muguna, Andrew T., Isaac N. Micheni, James M. Kilika, and Catherine Kaimenyi. "How Do Employee Attitude Surveys Contribute to Staff Turnover Intentions in a University Setting?" International Journal of Business Administration 13, no. 2 (February 27, 2022): 79. http://dx.doi.org/10.5430/ijba.v13n2p79.

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This study aimed to determine the effect of employee attitude surveys on academic staff turnover intentions in chartered universities in Kenya. The specific objectives were; to determine the extent of employee attitude surveys practices among universities in Kenya; assess the level of turnover intentions among academic staff in chartered universities in Kenya, and determine the effect of employee attitude surveys practices on turnover intentions among academic staff in chartered universities in Kenya. The study was anchored on the Universalistic theory and the Unfolding model of voluntary turnover. A positivism research philosophy guided the study, and a descriptive cross-sectional survey design was used. The study obtained primary data from a representative sample of 364 academic staff members drawn from 15 chartered universities in Kenya. The study found that employee attitude surveys have been practized to a low extent and produced correspondingly low staff turnover intentions. Two dimensions of employee attitude surveys significantly negatively affect staff turnover intentions. The study called on future research to apply more robust statistical techniques anchored on mixed methods design for a more comprehensive explanation of the direction of the causal effects of attitude surveys on staff turnover intentions.
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28

Baron, Andrea N., Jennifer R. Hemler, Shannon M. Sweeney, Tanisha Tate Woodson, Allison Cuthel, Benjamin F. Crabtree, and Deborah J. Cohen. "Effects of Practice Turnover on Primary Care Quality Improvement Implementation." American Journal of Medical Quality 35, no. 1 (April 29, 2019): 16–22. http://dx.doi.org/10.1177/1062860619844001.

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Primary care practices often engage in quality improvement (QI) in order to stay current and meet quality benchmarks, but the extent to which turnover affects practices’ QI ability is not well described. The authors examined qualitative data from practice staff and external facilitators participating in a large-scale QI initiative to understand the relationship between turnover and QI efforts. The examination found turnover can limit practices’ ability to engage in QI activities in various ways. When a staff member leaves, remaining staff often absorb additional responsibilities, and QI momentum slows as new staff are trained or existing staff are reengaged. Turnover alters staff dynamics and can create barriers to constructive working relationships and team building. When key practice members leave, they can take with them institutional memory about QI purpose, processes, and long-term vision. Understanding how turnover affects QI may help practices, and those helping them with QI, manage the disruptive effects of turnover.
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29

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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30

Zhu, Shengnan, Keyu Sun, Liping Ye, Fan Jiang, and Rui Wang. "Study on the Relationship and Correlation between Turnover Tendency of Emergency Nursing Staff and Social and Work Factors." Contrast Media & Molecular Imaging 2022 (September 28, 2022): 1–6. http://dx.doi.org/10.1155/2022/4183072.

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The relationship and correlation between emergency nursing staff turnover intention and social and work factors are explored. A total of 110 nurses in the emergency department of our hospital from February 2021 to October 2021 are selected as the research subjects. A questionnaire survey is conducted among all the nurses. By comparing with the general information of the emergency nurses, the scores of turnover tendency, social support, workplace violence, and job burnout scales of the emergency nurses are calculated. Multifactor logistic regression is used to analyze the influencing factors of turnover tendency of emergency nursing staff, and Spearman correlation coefficient is used to analyze the correlation between turnover tendency of emergency nursing staff and its influencing factors. The results of the survey show that age, education level, social support, workplace violence, and job burnout can all affect the turnover tendency of emergency nursing staff. Managers should pay more attention and take reasonable measures to avoid staff turnover.
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31

Poulston, Jill. "Staff shortages and turnover: Causes and solutions." Hospitality Insights 1, no. 1 (October 20, 2017): 7–8. http://dx.doi.org/10.24135/hi.v1i1.7.

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The New Zealand hospitality workforce is young; most are between 18 and 24 years old and attracted by the ease with which they can get work in a bar or restaurant. The work suits them; it is dynamic and easy to find, but many have no intention of staying in the industry. Hence, staff shortages and turnover are a constant problem for employers. However, the solution is not as difficult as one might imagine. This study identified why there are so few older workers in the New Zealand hotel industry after interviewing 44 managers and older workers in New Zealand hotels and looking at Human Resources (HR) policies, recruitment methods, and selection criteria. The hotel industry was found to be discriminatory towards older job seekers in both principle and practice, even though some companies’ policies appeared to address age discrimination. Interview data from the HR managers suggested older workers had the characteristics they were looking for, yet they were not specifically recruiting them. Recommendations arising from the study focus around changing attitudes at senior level so older workers are perceived as potential employees. Recruitment processes need to be checked to make sure they do not disadvantage older job seekers, and senior managers need to be objective and consider the skills, abilities, and attitudes of older job seekers. Either of these simple changes could be made through training or well-supported policy and would positively affect the age profile and turnover of the industry’s workforce. Practical suggestions also include using older workers to mentor younger workers to promote communication across an age diverse workforce and allowing older workers to demonstrate and share their knowledge and experience. Combining older and younger workers in work teams may also help remove barriers by allowing older workers to impart some of their values through frequent interactions and working towards a common work goal. In-house training programmes may also help educate staff at all levels about the benefits of diverse workgroups. Data from this and prior studies show that older people are ideal employees where good work attitudes [1] and well-developed soft skills [2] are important. Interestingly, prior research also shows that policy does not prevent discrimination, as it is too easily ignored. Recruitment methods such as ‘Seek’, Twitter, MyJobSpace.co.nz and word-of-mouth recruitment are discriminatory because they favour young people and act as barriers against the employment of older workers. Older recruits have much to offer, but in practice, their potential for employment is being restricted by recruiters’ attitudes, as managers’ views are more influential than policy. The challenge, therefore, is not so much in what needs to change, but how to make changes to reduce or eliminate discrimination in hotels against older job seekers. More information about this study is in the original article [3], which can be obtained from the authors. Corresponding author Jill is an Associate Professor at the Auckland University of Technology, where she studies a wide range of ethical issues in hospitality, such as sexual harassment, discrimination, and ethical food consumption. Prior to this, she worked in hospitality management, which included two roles as a General Manager. She currently teaches leadership to postgraduate students, and supervises student research projects. Jill Poulston can be contacted at: jill.poulston@aut.ac.nz References (1) Ng, T. W. H.; Feldman, D. C. The Relationships of Age with Job Attitudes: A Meta-analysis. Personnel Psychology 2010, 63(3), 677–718. https://doi.org/10.1111/j.1744-6570.2010.01184.x (2) Sissons, P.; Jones, K. Lost in Transition?; The Work Foundation: Lancaster, U.K., 2012. (3) Poulston, J.; Jenkins, A. Barriers to the Employment of Older Hotel Workers in New Zealand. Journal of Human Resources in Hospitality & Tourism 2016, 15(1), 45–68.
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Im, Youngje, and Joonsun Yang. "Audit Staff Turnover, Audit Effortand Audit Quality." Korean Accounting Review 45, no. 3 (June 30, 2020): 265–307. http://dx.doi.org/10.24056/kar.2020.03.002.

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33

程, 宏扬. "Psychological Factors Analysis of Hotel Staff Turnover." Vocational Education 10, no. 04 (2021): 222–27. http://dx.doi.org/10.12677/ve.2021.104037.

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34

Ferlise, Pamela, and Deirdre Baggot. "Improving Staff Nurse Satisfaction and Nurse Turnover." JONA: The Journal of Nursing Administration 39, no. 7/8 (July 2009): 318–20. http://dx.doi.org/10.1097/nna.0b013e3181ae967f.

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35

Печатникова and Anastasiya Pechatnikova. "Theory and practice of management staff turnover." Management of the Personnel and Intellectual Resources in Russia 1, no. 1 (April 25, 2012): 46–48. http://dx.doi.org/10.12737/1726.

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Dismissal of staff is a natural phenomenon, while staff turnover is not transformed into a chronic, and turns into a real threat to business. The author says how to identify and assess the problem and prevent its negative consequences.
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36

Banaszak-Holl, J., and M. A. Hines. "Factors Associated with Nursing Home Staff Turnover." Gerontologist 36, no. 4 (August 1, 1996): 512–17. http://dx.doi.org/10.1093/geront/36.4.512.

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37

Donoghue, Christopher, and Nicholas G. Castle. "Voluntary and Involuntary Nursing Home Staff Turnover." Research on Aging 28, no. 4 (July 2006): 454–72. http://dx.doi.org/10.1177/0164027505284164.

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38

Willis, David O., and Janice M. Butters. "Employee Benefits How They Affect Staff Turnover." Journal of the American Dental Association 123, no. 5 (May 1992): 114–20. http://dx.doi.org/10.14219/jada.archive.1992.0121.

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39

&NA;. "Retaining Staff- Using Turnover Indices and Surveys." JONA: The Journal of Nursing Administration 18, no. 7 (July 1988): 17???23. http://dx.doi.org/10.1097/00005110-198807010-00005.

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40

Benedict, M. Beth, Jay H. Glasser, and Eun Sul Lee. "Assessing Hospital Nursing Staff Retention and Turnover." Evaluation & the Health Professions 12, no. 1 (March 1989): 73–96. http://dx.doi.org/10.1177/016327878901200105.

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41

Avent, Susan, and B. Beggerly. "Head Nurse Education vs. Staff Nurse Turnover." Nursing Management (Springhouse) 19, no. 3 (March 1988): 116???117. http://dx.doi.org/10.1097/00006247-198803000-00025.

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42

Guilding, Chris, Dawne Lamminmaki, and Lisa McManus. "Staff turnover costs: In search of accountability." International Journal of Hospitality Management 36 (January 2014): 231–43. http://dx.doi.org/10.1016/j.ijhm.2013.10.001.

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43

Osborne, Katie. "High turnover of top-level staff revealed." Nursing Management 21, no. 5 (August 28, 2014): 6. http://dx.doi.org/10.7748/nm.21.5.6.s2.

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44

Chalkiti, Kalotina, and Marianna Sigala. "Staff turnover in the Greek tourism industry." International Journal of Contemporary Hospitality Management 22, no. 3 (April 20, 2010): 335–59. http://dx.doi.org/10.1108/09596111011035945.

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45

Lee, Joonghak. "Impact of Staff Localization on Turnover: The Role of a Foreign Subsidiary CEO." Behavioral Sciences 12, no. 10 (October 19, 2022): 402. http://dx.doi.org/10.3390/bs12100402.

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Great resignation has become a critical issue in management discipline and retaining talents is one of the most important properties across the globe. Among them, local staff have been regarded as an essential competitive advantage for multinational companies and their sustainability. In this sense, staff localization has received considerable attention from scholars and professionals; however, few studies have examined the mechanisms underlying the relationship between staff localization and turnover. This study examines the macro-level relationship between the ratio of local staff in a subsidiary and the actual turnover rate of 89 multinational companies in 25 countries through their headquarters and subsidiary staff. Additionally, the aim of this study was to identify the moderating impact of a CEO’s nationality. The results showed that local staff leave organizations in which there are more expatriates deployed from HQs. Furthermore, the CEO’s nationality buffered the relationship between staff localization and the local staff turnover. This study can contribute to the academia and practice by revealing the effect of staff localization on staff turnover. In addition, a CEO staffing strategy focusing on nationality can be considered an important factor in retaining competitive local staff during the COVID-19 pandemic for multinational companies.
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46

O'Sullivan, June. "Staff motivation and retention." Children and Young People Now 2016, no. 9 (April 26, 2016): 29. http://dx.doi.org/10.12968/cypn.2016.9.29.

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All children's services teams face the challenge of keeping staff turnover low against a landscape of tight budgets, so it is essential employers master the skills to retain, motivate and reward employees
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47

Zhou, Xiaomei, and Yan Li. "Analysis of influencing factors of hotel staff turnover." E3S Web of Conferences 253 (2021): 01071. http://dx.doi.org/10.1051/e3sconf/202125301071.

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Controlling the good staff turnover rate is helpful to improve the service quality of the hotel, reduce the labor cost and create economic benefits, so as to better adapt to the high speed of economic development. This paper takes the hotel staff as the research object and makes an in-depth study on the relevant factors affecting their turnover. On the basis of literature research, the research hypothesis is put forward, and the questionnaire is designed, and the multivariate statistical regression analysis is used to verify the hypothesis. The following conclusions are drawn:(1) the individual, organizational situation and the positive pressure of employee turnover; (2) the influence degree of each influencing factor on employee turnover behavior, from high to low, is the value, Leadership style, interpersonal environment, psychological contract.
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48

Garner, Bryan R., and Brooke D. Hunter. "Predictors of Staff Turnover and Turnover Intentions within Addiction Treatment Settings: Change over Time Matters." Substance Abuse: Research and Treatment 8 (January 2014): SART.S17133. http://dx.doi.org/10.4137/sart.s17133.

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This study examined the extent to which changes over time in clinicians’ responses to measures of work attitude (eg, job satisfaction) and psychological climate (eg, supervisor support) could predict actual turnover and turnover intentions above and beyond absolute levels of these respective measures. Longitudinal data for this study were collected from a sample of clinicians ( N = 96) being trained to implement an evidence-based treatment for adolescent substance use disorders. Supporting findings from a recent staff turnover study, we found job satisfaction change was able to predict actual turnover above and beyond average levels of job satisfaction. Representing new contributions to the staff turnover literature, we also found that change over time in several other key measures (eg, job satisfaction, role manageability, role clarity) explained a significant amount of variance in turnover intentions above and beyond the absolute level of each respective measure. A key implication of the current study is that organizations seeking to improve their ability to assess risk for staff turnover may want to consider assessing staff at multiple points in time in order to identify systematic changes in key employee attitudes like turnover intentions and job satisfaction.
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49

Ramos Eloy, Bruno, Cleide Ane Barbosa da Cruz, Laudiceia Normando de Souza, João Antonio Belmino dos Santos, and Ana Eleonora Almeida Paixão. "Innovation and Staff Turnover in the Food Industry in Sergipe." International Journal for Innovation Education and Research 8, no. 5 (May 1, 2020): 283–95. http://dx.doi.org/10.31686/ijier.vol8.iss5.2344.

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The high rate of staff turnover has caused concern in the industrial sector, not only for the loss of labor, but also because it directly implies the capacity for innovation, which is essential for the development of companies in a globalized market. Therefore, the objective of this work was to study the relationship between human resource turnover, known as Turnover, and innovation in the Sergipe food industry. A documentary search was carried out in the RAIS, CAGED databases to verify the turnover rate of the industries and a mapping of the patent deposits in the databases of the National Institute of Industrial Property, European Patent Office and World Intellectual Property Organization. When analyzing the average remuneration of the workers, it is noticed that the mineral extractive sector has the highest average remuneration of the state, so it was made the comparison with the food sector, when calculating the turnover rate of both sectors, it was verified that the food industry has a higher than extractive turnover rate. In addition, the Mineral Extractive Industry has a greater number of patent deposits compared to the Food Industry. In this way, it is understood that there is a relation between the turnover rate and the innovation of the sectors, since the Mining Extractive Industry, since it is a sector with higher qualified personnel and with a lower turnover rate, presented a larger quantity of patent deposits in comparison with the Food Industry which presented a higher rate of turnover.
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50

M. Abu Elanain, Hossam. "Leader-member exchange and intent to turnover." Management Research Review 37, no. 2 (January 14, 2014): 110–29. http://dx.doi.org/10.1108/mrr-09-2012-0197.

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Purpose – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. More empirical evidence is needed to understand the nature of the relationship between the quality of leadership and staff turnover in a non-Western context in general and in the Middle East in particular. Thus, this study has two objectives: to examine the impact of leader-member exchange (LMX) on staff turnover intentions in the United Arab Emirates (UAE) and to test the mediating impact of role conflict, job satisfaction, and organizational commitment on the LMX-turnover intentions relationship. The paper aims to discuss these issues. Design/methodology/approach – Data were collected from 241 employees working in 15 different service and industrial product organizations operating in Dubai. A structured questionnaire containing standard scales of LMX, role conflict, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing scales reliability and validity, the proposed hypotheses were tested using a series of separate hierarchical regression analyses. Findings – Consistent with Western studies, the study revealed that LMX played a functional impact on staff turnover intentions. Moreover, role conflict was found to play a partial role in mediating the influence of LMX on turnover intentions. Similarly, job satisfaction and organizational commitment were found to partially mediate the relationship between LMX and turnover intentions. Research limitations/implications – The limitations of common method variance and same source bias are discussed in light of implications for future research. Nevertheless, the results show that leaders need to monitor the quality of exchange between themselves and their followers to ensure high-quality relationships are maintained. Practical implications – The study has implications for reducing staff turnover. In general, enhancing LMX can result in lower level of employee turnover intentions. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of LMX on reducing turnover intention. In addition, UAE managers should reduce role conflict in order to improve the impact of LMX on turnover intention. Originality/value – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. This study is considered to be the first study to examine the mediating role of role conflict, job satisfaction, and organizational commitment on the relationship between LMX and turnover intentions in the Middle East.
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