Bibliografie tematiche / Employee's Turnover

Letteratura scientifica selezionata sul tema "Employee's Turnover"

Autore: Grafiati

Pubblicato: 22 giugno 2024

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Articoli di riviste sul tema "Employee's Turnover":

Hee, Ong Choon, Chew Mei Lien, Sim Jun Liang, Ainatul Shahirah Mohamed Ali, Nazhatul Shima Abd Manap e Siti Naqiah Lailee. "Human Resource Management Practices and Employee’s Turnover Intention in the Manufacturing Industry in Malaysia". International Journal of Human Resource Studies 8, n. 2 (28 aprile 2018): 216. http://dx.doi.org/10.5296/ijhrs.v8i2.13008.

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The main objective of this study is to examine the influence of Human Resource Management (HRM) practices (compensation and benefits, recruitment and selection and work-life policies) on employee's turnover intention. A survey questionnaire was sent and collected from 60 respondents who worked in the Manufacturing Industry in Malaysia. The results showed that the main factor that influences turnover intention of the employees was compensation and benefits. Hence, manufacturing firms ought to put extra efforts in this aspect in order to retain talents and minimize turnover rate of its workforce. Recruitment and selection and work-life policies were found to be not significant in predicting employee’s turnover intention.

Burhanudin, Burhanudin, e Surya Wijanarko. "The Effect of Compensation, Performance Assessment, and Career Development on Employee's Turnover Intention". International Journal of Business, Technology and Organizational Behavior (IJBTOB) 2, n. 6 (9 dicembre 2022): 595–608. http://dx.doi.org/10.52218/ijbtob.v2i6.229.

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The purpose of the study was threefold: (1) to examine the effect of compensation on employees’ turnover intention; (2) to examine the effect of performance assessment on employee’s turnover intention; and (3) to examine the effect of career development on employees’ turnover intention. This study involved a hundred employees in PT. MAKP in Sleman, Daerah Istimewa Yogyakarta, Indonesia. The data were collected using a questionnaire and analyzed using the multiple linear regression techniques. This study found that compensation negatively and insignificantly affected employees’ turnover intention, while performance assessment positively and insignificantly affected employees’ turnover intention. Lastly, this study found that career development negatively and significantly affected employees’ turnover intention. Keywords : Compensation, performance assessment, career development, turnover intention

Slattery, Jeffrey P., e T. T. Rajan Selvarajan. "Antecedents to Temporary Employee's Turnover Intention". Journal of Leadership & Organizational Studies 12, n. 1 (settembre 2005): 53–66. http://dx.doi.org/10.1177/107179190501200106.

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Fitri Effendi, Sitti Raisya. "The Effect of Job Division, Promotion, Project, Salary, Length of Work With Employee Turnover Using Logistic Regression Analysis". Jurnal Indonesia Sosial Teknologi 5, n. 3 (27 marzo 2024): 1204–10. http://dx.doi.org/10.59141/jist.v5i3.972.

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This study aims to examine the effect of job division, employee promotion, projects, salary, and length of work on employee turnover rates in an organization. The use of logistic regression analysis is used to identify factors that contribute to employees' decision to leave their jobs. Data for this study was collected through surveys involving employees in various divisions within the selected organization. The dependent variable is the employee's turnover status (resigning or not resigning), while the independent variable includes job division, employee promotion, project, salary, and length of work. The results of logistic regression analysis show that Employee Salary has a significant influence on employee turnover rate. A competitive salary can be a determining factor in influencing an employee's decision to stay in the job. The results of this study have a sensitivity level of 45%, meaning the goodness of the model in predicting employees who do not leave the company. The results showed that the level of specificity is 82% predicting employees who leave the company so this model is very good in this case. The results of this study provide important insights for organizational management in managing employee turnover rates. By understanding the influence of these factors, organizations can take appropriate steps to increase employee satisfaction, retain valuable talent, and reduce costs and disruptions caused by employee turnover.

Sofyanty, Devy, Vera Agustina Yanti, Danny Ong, Suwantica Suwantica e Teni Agustina. "The effect of organizational commitment and personal organizational fit on turnover intention of contract employees at PT Asia Bandar Alam Jakarta". Enrichment : Journal of Management 13, n. 1 (30 aprile 2023): 559–67. http://dx.doi.org/10.35335/enrichment.v13i1.1282.

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Increasingly competitive business competition in the era of the industrial revolution 4.0 creates a competitive advantage. One of the company's efforts is to improve the quality of human resources, competing to provide good compensation for human resources. On the other hand, a number of things need to be of concern to companies related to HR. High turnover intention is a problem because they have to train new employees. Quantitative research method The sampling technique used is purposive sampling with 100 respondents. The sample is determined by considering certain characteristics the researcher has determined according to the research objectives. Characteristics of respondents in this study, namely: (1) status as contract employees; (2) Working period of fewer than 3 years; (3) Willing to be a respondent. The instrument used in this study was a questionnaire or questionnaire at PT Bandar Alam Jakarta. The study results show that organizational commitment negatively and significantly affects employee turnover intention. This means that the lower the employee's organizational commitment, the higher the employee turnover intention. Conversely, the higher the organizational commitment, the lower the employee turnover intention. The study results show that organizational commitment negatively and significantly affects employee turnover intention. This means that the lower the employee's organizational commitment, the higher the employee turnover intention. Conversely, the higher the organizational commitment, the lower the employee turnover intention.

Serin, Hamdi, Zaid Raid Qasim e Marven Majid Mansoor. "Impact of job satisfaction on turnover intention among academic personnel of private higher education sector in Iraq". International Journal of Research in Business and Social Science (2147- 4478) 11, n. 2 (22 marzo 2022): 402–13. http://dx.doi.org/10.20525/ijrbs.v11i2.1641.

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The aim of this research is to find, test, and explore the relationship between employee's job satisfaction and turnover intention among the academic personnel of Tishk International University in Erbil, to find whether there is a relationship between job satisfaction and turnover intention and whether job satisfaction predicts turnover intention or not. The study consisted of 98 samples chosen randomly from Tishk International University academic employees, and correlation and regression analysis were used to interpret the collected data. As a result, we have found a robust negative relationship between job satisfaction and turnover intention, and job satisfaction can significantly predict turnover intention.

Sharma, Naman. "P-O Fit and Employee's Turnover Intentions". International Journal of Human Capital and Information Technology Professionals 10, n. 2 (aprile 2019): 51–60. http://dx.doi.org/10.4018/ijhcitp.2019040104.

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

Kirschenbaum, Alan, e Jacob Weisberg. "Employee's turnover intentions and job destination choices". Journal of Organizational Behavior 23, n. 1 (2002): 109–25. http://dx.doi.org/10.1002/job.124.

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Pratiwi, Vera Ratna, e Bagus Riyono. "Peran Ketidakpuasan Kerja terhadap Intensi Turnover Karyawan dengan Stabilitas Anchor sebagai Moderator". Gadjah Mada Journal of Psychology (GamaJoP) 3, n. 1 (4 gennaio 2019): 45. http://dx.doi.org/10.22146/gamajop.42399.

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This study was designed to measure how big the role of job dissatisfaction (job dissatisfaction) to the employee's desire to leave his work (turnover intention) with moderated by stability of anchors. Method used in this present study is quantitative method by distributing questionnaire. The questionnaire consists of job dissatisfaction scale, turnover intention scale, and anchor scale to discover anchor stability. Subjects ofthe study are 267 permanent employees who work in banking sector. The results of the study indicate that anchor stabilization is not evidenced to influence relationship between job dissatisfaction and turnover intention. However, anchors such as materials, others and virtues are believed to influence relationship between job dissatisfaction and employees' turnover intention. Factor of job dissatisfaction which most influences turnover intention in this study is employee dissatisfaction with salary or rewards.

Pakpahan, Maleakhi, e Marlon Sihombing. "The Influence of Transformational Leadership and Compensation on Employee Turnover Intention (Study of Employees of the HR Department of PT Bank Rakyat Indonesia Medan Branch Office)". Formosa Journal of Applied Sciences 3, n. 2 (29 febbraio 2024): 699–712. http://dx.doi.org/10.55927/fjas.v3i2.8216.

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Turnover intention refers to an employee's desire to leave the company, and employee turnover in an organization can result in negative impacts. One important aspect in reducing the turnover rate is transformational leadership combined with fair compensation. This research aims to examine the impact of transformational leadership and compensation on turnover intention of HR employees at PT Bank Rakyat Indonesia Medan Branch Office. Using quantitative methods and an associative approach, this research involved a population of 40 employees in the human resources department at PT Bank Rakyat Indonesia Medan Branch Office, with a sample of 38 respondents selected through a purposive sampling technique. Data collection involved questionnaire distribution and literature review. Research findings show that while transformational leadership does not have a significant effect on turnover intention, compensation shows a significant effect.

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Tesi sul tema "Employee's Turnover":

Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.

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

Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.

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

McManus, Sylvia. "Using Transformational Leadership to Reduce Employee Turnover in Hospital Organizations". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7940.

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Employee turnovers have been challenging and costly for most organizations. Organization leaders are concerned with employee turnover due to the high cost of training replacements. Grounded in Burns's model of transformational leadership, the purpose of this qualitative multiple case study was to identify strategies hospital managers used to reduce Environmental Services (EVS) employee turnover. The participants consisted of 5 EVS managers with recruiting and hiring responsibilities from the Piedmont Triad and Research Triangle Park of North Carolina who experienced EVS turnover, yet implemented effective leadership strategies to retain workers. Yin's 5 stages of data analysis were used to analyze data collected through semistructured interviews, company documents, and note taking. Four themes emerged from the analysis: communication, leadership, training and development, and employee engagement and productivity. The implications for positive social change include the potential for stakeholders to effectively use strategies to improve retention and turnover, decrease the unemployment rate, increase the growth of the organization, and increase employee productivity and patient safety. Positive social change may lead to better opportunities for employees and provide prosperity for families and communities.

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

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

Bonds, Andrea Annette. "Employees' Organizational Commitment and Turnover Intentions". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3983.

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Employees who want to leave their companies may exhibit low morale and commitment to organizations, which may affect the way employees interact with customers. The purpose of this correlational study was to examine the relationship between employees' affective, continuance, and normative commitment to their organizations and their turnover intentions. The target population consisted of individuals with 2 or more years of call center experience who resided in the United States. Meyer, Allen, and Smith's 3-component model of commitment provided the study's theoretical framework. A purposive sampling of participants, which included a targeted audience and individuals who accessed the survey from Facebook and LinkedIn, returned 81 usable surveys. Data were analyzed using multiple linear regression analysis. The overall regression model showed a statistically significant relationship between the 3 forms of commitment and turnover intentions, although normative commitment had the strongest relationship with turnover intentions. Study results provide additional evidence showing that employees' affective, continuance, and normative commitment to their organizations relate to their turnover intentions. These results may contribute to positive social change by helping leaders to better understand the relationship between employees' organizational affective, continuance, and normative commitment and turnover intentions. With this knowledge, leaders may be able to decrease turnover and turnover-related costs and increase firm performance. The money saved from turnover costs can be used to develop employees, invest in the company culture, or contribute to community-related programs.

Suiter, Emily E. "The effect of education on employee turnover of apartment leasing consultants". Virtual Press, 2002. http://liblink.bsu.edu/uhtbin/catkey/1237763.

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This exploratory study examined the impact of company-provided training on the turnover rate of full-time leasing consultants in the apartment management industry. A national survey was conducted using the Institute of Real Estate Management (IREM) directory of Accredited Management Organization (AMO) companies.The survey was mailed to the 419 AMO companies that employ leasing consultants. with a response rate of 69 surveys. A statistically significant correlation was shown between the True Turnover Rate and the provision of education for leasing consultants. The three significant variables that appeared to reduce turnover included 1) tuition reimbursement at up to 50%, 2) tuition reimbursement at 51%-100%, and 3) number of hours of training per year provided. Other trends were found in this exploratory study.
Department of Family and Consumer Sciences

Hayes, Tracy Machelle. "Demographic Characteristics Predicting Employee Turnover Intentions". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1538.

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

Goerz, Marilyn J. "The Effects of Realistic Job Previews on Turnover in a Financial Services Organization". Thesis, North Texas State University, 1987. https://digital.library.unt.edu/ark:/67531/metadc501253/.

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Realistic Job Previews have been shown to impact newcomers to jobs through ircreased self-selection, reduced turnover, eased adjustment, improved performance and increased job satisfaction. To address a turnover problem, Realistic Job Previews were implemented in hiring for two entry level positions in half of 539 branch offices of a large financial services organization. Subjects consisted of 122 Service Representatives and 98 Financial Representatives. Eight months after implementation, turnover rates were compared for control and experimental groups. There was no significant difference between turnover among Service Representatives. Financial Representatives in the experimental group had lower turnover rates (p < .10), with the difference increasing over time. Comparing the turnover rates between three and six months tenure resulted in a statistically significant difference (p < .05).

Mwanza, Besnat. "Retention strategies of key talent at the bank of Zambia". Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1140.

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Finding and developing key talent is one of the toughest business challenges that executives face. The main problem of this study was to identify strategies that could be implemented by the Bank of Zambia (BoZ) in order to retain key talent. To achieve this objective the following procedure was followed: - Talent management strategies that were used at that time to improve retention at the BoZ were presented and discussed. Four main strategies were identified; professional scales, promotions, cash awards and flexible working hours. - Data regarding the turnover of people with key talent at the BoZ was collected and analysed. Key talent was defined and key talent at the BoZ was identified. It emerged that a retention problem was experienced among employees with a first university degree or professional qualifications such as ACCA/CIMA. The employees were mainly employed at the middle management level. - A literature study was conducted to identify talent management strategies that organisations could use to manage key talent. The literature study focused on the talent management process as a whole. Attention was focused on who should take responsibility for talent management, the importance of talent management and talent management strategies related to motivation, leadership and human resource strategies were also highlighted. The three strategies were found to be inter-related. The theoretical study formed the basis for the development of a survey questionnaire to establish the extent to which the strategies revealed in literature were utilised at the bank. The survey was administered to a randomly selected group of middle management employees at BoZ 5 and BoZ 6 levels. iv The empirical results revealed that all the strategies identified were used but that there was room for improvement in some areas. It was evident that many respondents felt that talent management was not a business priority at the bank. Many respondents felt that human resources played an adequate role in talent management but that their direct supervisors and senior management should play a bigger role than was currently the case. It was also evident from the results that most respondents felt that the leadership style of supervisors at the BoZ was effective and supportive. The extent to which some of the human resource strategies were used could lead to low morale and dissatisfaction among people with key talent. Specifically, the results revealed that most respondents felt that performance appraisals were not fairly and consistently applied or linked to incentives. On the basis of the literature study and the results of the empirical study, a talent management model was developed for the effective implementation of retention strategies. However, the effectiveness of these strategies would depend on the support of management. Managers, supervisors and employees themselves have to be involved in talent management.

Johnson, Cheryl J. "Employee Turnover at Community Banks". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4795.

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

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Libri sul tema "Employee's Turnover":

Hom, Peter W. Employee turnover. Cincinnati, Ohio: South-Western College Pub., 1994.

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

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

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Drummond, Karen Eich. Retaining your foodservice employees: 40 ways to better employee relations. New York, NY: Van Nostrand Reinhold, 1992.

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

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

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

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Robert, Cunningham. Management turnover in Tennessee. [Knoxville, Tenn.]: Bureau of Public Administration, University of Tennessee-Knoxville, 1985.

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

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

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Capitoli di libri sul tema "Employee's Turnover":

Prabowo, Adi Gumelar Cakra, Prihatin Lumbanraja e Rulianda Purnomo Wibowo. "The Influence of Leadership, Motivation and Reward on Turnover Intention with Job Satisfaction as an Intervening Variable". In Proceedings of the 19th International Symposium on Management (INSYMA 2022), 638–47. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_80.

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AbstractOne form of employee behavior in the organization is the desire to resign (Turnover Intentions), which leads to the employee’s decision to resign from his job. The company under scrutiny is a distributor of agricultural & plantation fertilizers in the Deli Serdang area, with market areas covering Aceh (NAD), North Sumatra, West Sumatra, Riau, and Kalimantan. The study analyzed the influence of leadership, motivation, and reward on the turnover intention with job satisfaction as intervening variables. This research method was explanatory research with a quantitative approach. The research population of all employees in the company was 100 people. This research instrument used a questionnaire with SEM analysis technique based on variance, namely Partial Least Square. The sampling technique was proportionate stratified random sampling, permanent and contract employees. The findings of this study suggest that leadership has a favorable but not statistically significant impact on job satisfaction. Job satisfaction is influenced by motivation in a positive but non-significant way. Job satisfaction is influenced by reward in a positive but not statistically significant way. Turnover Intention is influenced by leadership in a favorable and important way. Turnover Intention is influenced by motivation in a favorable and important way. Turnover Intention is influenced by job satisfaction in a positive and significant way.

Prillya, Laurasia Trya, Prihatin Lumbanraja e Meilita Tryana Sembiring. "Analysis of Job Satisfaction, Job Stress, and Job Insecurity on Employee Turnover Intention at a Manufacturing Company in the Industrial and Chemical Sector in North Sumatra". In Proceedings of the 19th International Symposium on Management (INSYMA 2022), 664–71. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_83.

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AbstractThe study aims to analyze the effect of job satisfaction, job stress, and job insecurity on employee turnover intention at a Manufacturing Company in the Industrial and Chemical Sector in North Sumatra. The study was conducted on 96 employees at a Manufacturing Company in the Industrial and Chemical Sector in North Sumatra with a purposive sampling technique. The data collection technique used a survey method by distributing questionnaires and processed by SPSS. The analytical method used in this research was multiple linear regression analysis. The results indicate that job satisfaction has a significant positive effect on turnover intention, job stress has a negative effect on turnover intention, and job insecurity has a significant positive effect on turnover intention.

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

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

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

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

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

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Segovia-Perez, Mónica, Brana Jianu e Iis Tussyadiah. "Assessing Turnover Intentions of Algorithmically Managed Hospitality Workers". In Information and Communication Technologies in Tourism 2023, 349–54. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-25752-0_39.

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AbstractEmployee turnover has been one of the main concerns facing the hospitality industry. This issue seems to be aggravated in artificial intelligence (AI) environment, where AI implementation is associated with pressure, job alienation, and labor replacement, increasing workers’ desire to quit their job. To analyze the relationship between AI awareness, job alienation, discrimination, and turnover intention, an online survey was distributed to hospitality employees (n = 450). From a series of independent-samples T-tests and regression analyses, this study found employees’ turnover intentions are significantly associated with employees’ concerns of being replaced by AI, perception of job alienation, and workplace discrimination. Importantly, current algorithmically managed workers tend to feel more powerless and discriminated against, and thus have higher turnover intentions. Recommendations for practice and future research are provided.

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

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

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Atti di convegni sul tema "Employee's Turnover":

Sharma, Shivansh, e Kapil Sharma. "Analyzing Employee's Attrition and Turnover at Organization Using Machine learning Technique". In 2023 3rd International Conference on Intelligent Technologies (CONIT). IEEE, 2023. http://dx.doi.org/10.1109/conit59222.2023.10205676.

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Zhuang Wei-wei e Liu Yu-fen. "The study of the impact on employee's turnover intention based on organizational commitment theory". In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5691860.

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Xueyan Wei, Hui Liu, Ningxin Wang e Long Hai. "Chinese Employee's turnover intentions in relation to organizational identification, work values in modern service sector". In 2009 6th International Conference on Service Systems and Service Management. IEEE, 2009. http://dx.doi.org/10.1109/icsssm.2009.5174844.

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Handayani, Nurina Putri, Melissa Indah Fianty, Nabila Husna Shabrina e Kridanto Surendro. "Does Implementation of a Human Resource Information System Influence Employee's Turnover Intention in Developing Country?" In 2021 IEEE International Conference on Technology Management, Operations and Decisions (ICTMOD). IEEE, 2021. http://dx.doi.org/10.1109/ictmod52902.2021.9739510.

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Wei, Xueyan, e Long Hai. "Chinese Employee's Turnover Intentions in Relation to Organizational Identification, Work Values, Job Satisfactions in Service Industry". In 2007 International Conference on Wireless Communications, Networking and Mobile Computing. IEEE, 2007. http://dx.doi.org/10.1109/wicom.2007.1095.

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

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Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.

Silvestru, Catalin ionut, Gabriela Mehedintu, Camelia ramona Silvestru (bere) e Vasilica cristina Icociu. "MILLENNIALS AND THE NEED FOR ADAPTING E-LEARNING METHODS FOR BUSINESS PERFORMANCE – A CASE STUDY". In eLSE 2019. Carol I National Defence University Publishing House, 2019. http://dx.doi.org/10.12753/2066-026x-19-168.

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As millennials, in general, are digital natives, we make the assumption that they have other learning competencies and expectations and are more attracted to digital and exciting learning methods. In this context, when looking at them as new employees, there arises the discussion within companies regarding the level of adapting the learning methods for on-the-job training. For these reasons, companies need to gradually introduce training practices based on e-learning, whose results are visible and quantifiable, after the training period, through the gained employee performance. Based on these aspects, we conduct a case study, from the perspectives of the trainee and of the manager, focusing on efficiency of the e-learning methods implemented in a company in view of enabling skills development during on-the-job training, on the possible improvements, with taking into account specificities in learning among millennials and company policies. The case study is conducted on digital learning in a niche German speaking financial department in a large company (with over 1000 employees) from Romania, with a high turnover rate among millennials, for which one of the reasons is that the training period with less attractive classic on-the-job training methods are no more attractive for young employees. The methodology combines quantitative and qualitative approaches, with online survey conducted among the employees who used the e-learning, while the qualitative approach involves conducting direct individual semi-structured interviews with their managers. As a result of our research, we can make recommendations regarding better adaptation and development of upcoming on-the-job training methods using e-learning, with taking into account the employee's requirements. Moreover, based on the research results regarding the company's practices in the small analyzed target group, proposals may be provided for the company in relation to possible expansion of the e-learning within on-the-job-training in other departments, to reach an overall higher performance level.

Humayra, Ismya, e Nurintan Sri Utami. "Stay or Out: Commitment and Employee Turnover Intentions among Indonesian Employees". In Proceedings of the 4th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/acpch-18.2019.12.

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Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'". In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.

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The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the purpose of studying the formed corporate HR-brand, the author uses an analysis of local regulations on staff management, employee questionnaires, the assessment of the employer’s value proposition, a reputational audit of the company regarding the Internet environment, etc. The analysis of the internal and external image of the employer concludes that the attractiveness of the HR brand of the enterprise among the target audience ‘young people’ needs to be improved. The successful achievement of this goal is possible through the introduction of career management practices, organising participation in professional competitions; for young promising employees already in the company, developing and implementing a preliminary programme and promoting the company on social media: for potential candidates. Forming an attractive HR brand for young people based on the implementation of a value proposition that takes into account the specifics of this target audience, using new channels and formats to promote the employer brand externally, including in the online environment, will optimise staff turnover, attract and retain talented young people and strengthen the company’s position in the market.

Bu, Wenke, e Meng’en Zhao. "The Impact of Employee Engagement on the New Generation of Employees’ Turnover Tendency". In 6th International Conference on Economics, Management, Law and Education (EMLE 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210210.059.

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Rapporti di organizzazioni sul tema "Employee's Turnover":

Donnelly, David P., e Jeffrey J. Quirin. A Comprehensive Model of the Employee's Turnover Decision Process. Fort Belvoir, VA: Defense Technical Information Center, dicembre 2002. http://dx.doi.org/10.21236/ada409443.

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Saxby, Peter. Non-financial incentives and their application to enhance motivation and productivity in mining industry employees. A cura di Ernesto Bonafé. University of Dundee, 2024. http://dx.doi.org/10.20933/100001307.

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The mining industry is experiencing challenges in attracting and retaining sufficient skilled employees to meet strategic aims and production objectives, despite offering relatively high financial incentives. Human resources management theory indicates that many factors contribute to employee motivation and job satisfaction, and that these in turn influence performance and employee turnover. Although financial rewards are recognised as major motivating factors in mining employee job satisfaction, non-financial motivators are also desired. This paper examines the use of non-financial incentives to improve performance and productivity in mine operational employees and identifies incentives that could achieve these goals. With few studies focusing on non-financial methods of improving personnel performance in mining, studies from other industries are considered and applied to the mining industry. The paper finds non-financial incentives are likely to increase the motivation of employees in the mining industry, and that incentives which improve the employee’s workplace experience are particularly desired.

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

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

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

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."

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

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

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

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

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