Tesi sul tema "Employee's Turnover"
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1
Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.
Abstract (sommario):
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.
2
Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.
Abstract (sommario):
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.
3
McManus, Sylvia. "Using Transformational Leadership to Reduce Employee Turnover in Hospital Organizations". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7940.
Abstract (sommario):
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.
4
Morrell, Kevin. "Modelling employee turnover". Thesis, Loughborough University, 2002. https://dspace.lboro.ac.uk/2134/6794.
Abstract (sommario):
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'.
5
Bonds, Andrea Annette. "Employees' Organizational Commitment and Turnover Intentions". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3983.
Abstract (sommario):
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.
6
Suiter, Emily E. "The effect of education on employee turnover of apartment leasing consultants". Virtual Press, 2002. http://liblink.bsu.edu/uhtbin/catkey/1237763.
Abstract (sommario):
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
7
Hayes, Tracy Machelle. "Demographic Characteristics Predicting Employee Turnover Intentions". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1538.
Abstract (sommario):
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.
8
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/.
Abstract (sommario):
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).
9
Mwanza, Besnat. "Retention strategies of key talent at the bank of Zambia". Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1140.
Abstract (sommario):
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.
10
Johnson, Cheryl J. "Employee Turnover at Community Banks". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4795.
Abstract (sommario):
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.
11
Merla, Diane Krzan. "Strategies to Reduce Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5575.
Abstract (sommario):
Businesses that fail to retain knowledgeable employees risk remaining competitive in the marketplace. Approximately 25 million people quit their jobs in 2016, overall. This single case study explored strategies business managers use to reduce employee turnover. The population for this study was 5 business managers from a business and technical personnel support organization in the information and solutions industry in the state of New Jersey who had experience with strategies to improve employee retention. The conceptual framework used in this study was systems theory. Data were collected from company archival documents and semistructured face-to-face interviews with 5 business managers. Moustakas' modified van Kaam method was used for data analysis. Member checking helped to ensure credibility and trustworthiness in the interpretation of interviewee responses. Three major themes emerged: workplace environment, safety, and training. Strategies ascertained in this study may be helpful for business managers who develop ways to reduce employee turnover. The implications for positive social change include retaining valuable employees in critical positions, reducing unemployment rates and unemployment compensation, and the potential to disencumber funds to support additional social services.
12
Hall, Marvin D. "Relationship between Employee Development, Employee Burnout, and Employee Turnover Intentions". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6571.
Abstract (sommario):
Employee turnover is a concern for the highway maintenance leaders in the construction
industry because employees with turnover intentions may exhibit decreased commitment and increased cynicism towards the organization, which may affect business profits. The purpose of this correlational study was to examine the relationship between employee development, employee burnout, and employee turnover intentions in highway maintenance organizations in the United States. Hobfoll's conservation of resources theory was the framework for this study. A convenience sampling of participants, which included a target audience who accessed the paper-based surveys from 6 field offices and the central office building within the northwestern region of Pennsylvania, returned 68 useable surveys for a response rate of approximately 33%. The data from the 68 participants were analyzed using multiple linear regression analysis. The population for the study consisted of supervisors, foremen, executive staff, and full-time management personnel. Results of the multiple linear regression analysis indicated a statistically significant relationship between employee development and employee turnover intentions (p < 0.05, β = 0.360) and between employee burnout and employee turnover intentions (p < 0.05, β = 0.512). The results of this study may contribute to positive social change by reducing employee turnover in the construction industry, keeping skilled employees within local communities, and helping employees accomplish career goals while increasing economic value. Highway maintenance leaders could use the money saved from turnover to invest in employee development and employee wellness programs.
13
Jaworski, Caitlin D. "THE EFFECT OF TRAINING, EMPLOYEE BENEFITS, AND INCENTIVES ON JOB SATISFACTION AND COMMITMENT IN PART-TIME HOTEL EMPLOYEES". Kent State University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=kent1353378997.
14
Justus, Georgia. "Strategies to Reduce Voluntary Employee Turnover in Small Retail Businesses in Jamaica". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4641.
Abstract (sommario):
Voluntary employee turnover destabilizes small retail businesses and is a costly business problem for small retail business owners. Some small retail businesses experience voluntary employee turnover of up to 50% annually. Guided by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore successful strategies used to reduce voluntary employee turnover. The target population consisted of 3 small retail business owners in Kingston, Jamaica. Data were collected from semistructured interviews and member checking, and human resource (HR) manuals containing HR policies and procedures. Data were analyzed into emerging themes using Yin's 5-step method. Based on the analysis of the data, 6 themes emerged. These themes included: employee empowerment and involvement, rewards recognition and incentives, career advancement opportunities, competitive compensation and benefits, tools to perform and, positive interpersonal relationships. These themes were identified as the strategies used to reduce turnover. The analysis of the data from the interviews and HR manuals showed that small retail business owners used these combinations of strategies to reduce voluntary employee turnover by increasing overall job satisfaction among employees. The findings from this study may contribute to positive social change by providing strategies to small retail business owners and HR managers to reduce voluntary employee turnover, increase profits, and improve economic conditions in the communities where they operate.
15
Banks, Tamara D. "Turnover and training /". [St. Lucia, Qld.], 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17735.pdf.
16
Vera, Ricardo J. "The correlation of employees involvement (EI) and turnover". Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001verar.pdf.
17
Cheng, Mei-I. "The prediction of employee turnover behaviour". Thesis, University of Nottingham, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364661.
18
DeJesus, Xiomara. "Strategies for Reducing Voluntary Employee Turnover". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4436.
Abstract (sommario):
The high costs associated with turnover and the loss of skilled employees have a significant adverse effect on organizational performance. The loss of one skilled worker can cost 25-500% of an employee's salary with respect to replacement, training, and productivity. The purpose of this descriptive multiple case study was to explore strategies for frontline managers and human resource managers to reduce voluntary employee turnover. The sample consisted of 5 frontline supervisors and 6 human resource leaders with successful experience designing and implementing strategies to reduce voluntary employee turnover in 8 organizations in Orange County, Florida. The conceptual framework for this study was the competing values framework, which researchers have used to explore turnover in different settings. Methodological triangulation occurred from individual interviews, a focus group, and companies' documents. Interview data were analyzed using the modified van Kaam method and the constant comparative method. Analysis resulted in 4 themes (a) knowledge of your workforce, including what motivates your employees; (b) communication, including addressing communication barriers; (c) employee engagement, including leadership development; and (d) performance evaluations, including using a 360-degree feedback system. Social change implications include the potential to help human resource leaders align employee values with the organizational culture, thus increasing job satisfaction and decreasing voluntary employee turnover, which may contribute to lowering unemployment and minimizing the need for social services due to the loss of income.
19
Wilson, Jeanne Lynn. "Employee Turnover in Frontline Hospital Staff". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3129.
Abstract (sommario):
Employee turnover is costly in service-intensive organizations where employee-customer interactions directly affect the organization's success. The purpose of this multiple case study was to identify strategies community hospital leaders use to reduce frontline support employee turnover. The study population consisted of leaders of a community hospital in southeast Louisiana. The conceptual framework for this study is Kahn's model of employee engagement. Semistructured interviews were conducted with eight hospital leaders in southeast Louisiana who were selected through census sampling. Interview transcripts were analyzed and coded following Yin's case study analysis process. Methodological triangulation allowed for a comparison of the findings of the interviews with information derived from exit interviews and employee engagement survey results. Four themes emerged from the interviews and document review: leadership, hiring and onboarding strategies, pay and compensation, and organizational-related factors. Reducing turnover among frontline hospital support employees can positively affect the quality of care provided to patients, and improve the level of service provided by the hospital to the community it serves. Beyond increasing organizational efficiency, the findings of this study can contribute to social change benefits for employees as continued employment allows individuals to provide for themselves and their families.
20
Brown, Robert. "Relationship Between Employee Wages, Number of Employee Referrals, and Employee Turnover Intention". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6178.
Abstract (sommario):
Employee turnover is a significant contributor to the overall loss of hundreds of billions of dollars in profitability for many business organizations in the United States and abroad combined. Grounded in Maslow's theory of human motivation, the purpose of this correlational study was to examine the relationship between employee wages, number of employee referrals, and employee turnover intentions. The population was composed of employees working in the Southeastern region of the United States. A convenience sample of 92 participants answered questions regarding their wages, number of employee referrals, and completed the Turnover Intention Scale. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict turnover intentions, F(2, 89) = 5.462, p = .006, R2 = .109. Within the final model, employee wages was a statistically significant predictor (t=-2.769, p=.007) and the number of employee referrals was not a statistically significant predictor (t=-1.712, p=.090). The knowledge gained from the findings in this study could have implications for social change among employees and consumers in society. Satisfied employees in low turnover work environments can provide the foundation for a more enjoyable customer experience. Both non-profit and for-profit organizations can implement business practices that will reduce turnover and increase job satisfaction among employees.
21
Parttimaa, Jenny, e Mathilda Bäckström. "The Pursuit of Motivating Employees : The connection between employee turnover and reward packages in the hotel – and insurance industry". Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-38227.
Abstract (sommario):
Motivating employees is one of the management top priorities nowadays. Motivated employees are less likely to leave the company, which leads to lower turnover rate which in turn can lead to lower costs for the company. The purpose of this study is to illustrate how organizations can increase employees’ motivation and lower employee turnover by using reward packages.
22
Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.
Abstract (sommario):
Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.
23
Gaddam, Rajesh. "An analysis of employee turnover at XYZ company". Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009gaddamr.pdf.
24
Ball, Robert. "Differences in Turnover Intentions Between Exempt and Nonexempt Employees". TopSCHOLAR®, 2000. http://digitalcommons.wku.edu/theses/711.
Abstract (sommario):
Three a priori models of turnover intentions were tested to investigate differences in turnover intentions for exempt and nonexempt employees. Results of measured variable path analysis failed to differentiate exempt and nonexempt employees in their turnover intentions. Because the a priori models failed to support a distinction between exempt and nonexempt employees, an exploratory analysis was conducted for each employee group to investigate possible differences in turnover intentions. The exempt exploratory model revealed that overall satisfaction, vision and mission, total compensation, job fulfillment, leadership, and culture were significant determinants of turnover intentions. For the nonexempt exploratory model, overall satisfaction, tenure, job fulfillment, and culture were significant determinants of turnover intentions. Based upon the results of the exploratory analysis, support was found for differences in the determinants of turnover intentions for exempt and nonexempt employees. These findings provide evidence that practitioners and researchers can no longer ignore the role of occupational level when modeling the turnover process.
25
Gao, Ying. "using decision tree to analyze the turnover of employees". Thesis, Uppsala universitet, Institutionen för informatik och media, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-325113.
26
Bennett, Marcia. "Leadership Satisfaction and Turnover Intention Among Public Sector Employees". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5826.
Abstract (sommario):
The changing demographics of the federal workforce require managers to understand generational differences in experiences, values, and leadership preferences that can negatively impact an agency's ability to fulfill its mission. There is a gap in the literature regarding generational cohort perceptions of employee satisfaction with leadership and turnover intention in the Small Business Administration (SBA). The purpose of this quantitative, cross-sectional study was to examine the generational perceptions of SBA employees regarding leadership satisfaction and intent to leave the organization within the next year. Strauss and Howe's generational theory served as the theoretical framework. This non-experimental quantitative study used the 2016 Federal Employee Viewpoint Survey that consisted of data from 407,789 federal government employees. The population in this study included 1,383 respondents who worked in the SBA. Data were analyzed using the Mann-Whitney U test to examine perceptions of leadership and perceptions of turnover intention between 2 age groups. Results indicated that employees under 40 had higher satisfaction with leaders than employees 40 and over (p < .05). There were no statistically significant differences between the age groups and turnover intention. Findings showed that generations differ based on shared experiences of their members. These findings can help government leaders enact policies to strengthen the relationship between leaders and employees, resulting in satisfied and committed employees across generations.
27
Brewster, Tabitha. "Emotional Intelligence, Turnover Intention, and Commitment Among Nonprofit Employees". ScholarWorks, 2020. https://scholarworks.waldenu.edu/dissertations/7857.
Abstract (sommario):
Employee turnover is a persistent problem contributing to financial issues and declining
productivity in nonprofit organizations. Nonprofits cannot fulfill their core missions of
providing services to people in need when managing staffing disruptions. Measuring
employee turnover intention can determine the probability of employee turnover, and a
potential predictor of turnover intention is emotional intelligence, an area unstudied in the
nonprofit sector. This study was designed to explore this relationship, in addition to the
employee's commitment to the organization. The population consisted of 273 nonprofit
employees older than 18 years, working in a nonsupervisory capacity. They completed an
online survey consisting of measures of emotional intelligence, turnover intention, and
commitment. The findings of this study showed no relationship between total emotional
intelligence and turnover intention; however, there were significant relationships with the
4 predictors of emotional intelligence, as well as the scales of commitment. The results of
this study can be used to better understand how to strengthen a nonprofit employees'
commitment to his or her organizations through better understanding of commitment
levels themselves, as well as to the emotional intelligent that informs such commitment.
With such understanding, organizations could potentially better retain the talent of their
workforces, and in turn better serve their communities without as many interruptions to
their services. Retaining employees is essential to organizational health to ensure
consistent and excellent services are provided to those in need.
28
Tembi, Monica Nyamusa. "Employee turnover : housekeeping department of Rochester hotels /". Online version of thesis, 1991. http://hdl.handle.net/1850/10716.
29
Holston-Okae, Bettye L. "Employee Turnover Intentions in the Hospitality Industry". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3780.
Abstract (sommario):
Employee turnover is detrimental to organizational performance and profitability, leading to loss of diverse financial and intellectual resources and assets. Grounded in the motivation-hygiene theory, the purpose of this correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. The population consisted of low- to mid-level hospitality employees residing in Western Georgia, Central Mississippi, and North Central Texas, over the age of 18, and employed in the hospitality industry. A convenience sample of 156 participants completed the Compensation Scale, Job Satisfaction Scale, Utrecht Work Employee Engagement Scale, Work Extrinsic and Intrinsic Motivation Scale, Work Environment Scale, and Turnover Intention Scale via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. The 5 predictors accounted for approximately 36% of the variance in turnover intention and the result was statistically significant, (R-² =.36, F (5, 105) = 11.57, p < .001). The correlation between motivation and turnover intention was not significant. The findings may contribute to positive social change by increasing the potential to provide hospitality leaders with a foundation for future research on job satisfaction, employee compensation, employee engagement, employee motivation, work environment, and turnover intentions. These improvements may lead to the formulation of strategies and policies of business practices to reduce turnover intentions.
30
Searight, Tamara Michelle. "Strategies for Reducing Nonprofit Organizations' Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6808.
Abstract (sommario):
Employee turnover is an inherent challenge encountered by managers at nonprofit organizations. The purpose of this single case study was to explore the strategies some community-based organization managers used to reduce employee turnover in western New York. Five organizational managers were selected who had successfully implemented strategies to reduce employee turnover. Herzberg's 2-factor theory was the conceptual framework for this doctoral study. Data collection occurred through semistructured interviews and review of organizational documents. Data analysis involved collecting data, organizing the data into codes and themes, and interpreting and revealing information about the themes. Member checking and methodological triangulation increased the validity and reliability of the study. The 3 themes that emerged from the study were building positive relationships to promote communication, offering employee training and advancement, and recognizing that compensation is an important factor but does not influence employee behavior. Recommendations for action include redesigning processes to change organizational culture and implementing strategies to mitigate employee resignations. The findings from this study may contribute to social change, because organizational managers could use the study results to reduce employee turnover, which could lead to increased service quality in communities.
31
Huffcutt, Allen Ivan. "Development of Biographical Predictors of Cashier Turnover at a Convenience Store Chain". Thesis, University of North Texas, 1989. https://digital.library.unt.edu/ark:/67531/metadc500851/.
Abstract (sommario):
Subjects, 432 convenience store cashiers, were divided into long-tenure and short-tenure groups. Chi-square analysis of application blank information for a weighting sample drawn from both groups revealed two items which significantly (p < .05) differentiated between the long tenure and short-tenure groups: number of previous jobs and full-time/part-time preference. Response weights were computed for these two items and used to calculate composite scores for the remaining holdout sample. A significant reduction in turnover would have occurred at the highest composite score level, if used as a hiring cut off. Results were tempered by several considerations, including a high percentage of false negatives and an insignificant linear relationship between composite scores and tenure.
32
Cronin, Brendan. "Strategies to Reduce Employee Turnover in the Hotel Industry". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6002.
Abstract (sommario):
Hotel leaders face reduced profitability because of high employee turnover. Using Herzberg's 2-factor theory as the conceptual framework, the purpose of this multiple case study was to explore strategies that some hotel human resources managers used to reduce employee turnover. Data were collected from 5 hotel human resources managers in Massachusetts through face-to-face, semistructured interviews and a review of company documents. Data analysis using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and developing data-based conclusions resulted in 3 emergent themes: a retention strategy, a compensation strategy, and a training and development strategy. The findings indicated that the employee recruitment process, fair employee compensation and benefits, a focus on employee development, and recognition and appreciation of employees were pivotal strategies human resources managers used to reduce employee turnover. The findings may be valuable to hotel general managers, human resources managers, authors of training manuals, and hiring managers for creating strategies to reduce employee turnover. The implications for positive social change include the potential for hotel general managers to lower unemployment rates and improve the quality of life for the local community through lower employee turnover.
33
Swartz, Natasha Lizette. "The relationship between transformational leadership, employee engagement and intention to quit among employees at a selected organisation". University of the Western Cape, 2020. http://hdl.handle.net/11394/7996.
Abstract (sommario):
Masters of CommerceOrganisations should focus their attention on strategies that mitigate the intention to quit of employees, this can be achieved through creating an environment that is favourably disposed to an efficient and engaged workforce and by driving transformational leadership approaches. Recognising the immense value of human capital and the devastating effects linked to the loss of valued employees, organisations should direct their focus on effective ways to deal with undesirable staff turnover issues. In the present challenging economic times, organisations and researchers are increasingly exploring factors that could contribute to retaining talent and improve leadership as well as employee engagement practices to optimise organisational outcomes through employees’ talent. The present study sought to contribute to existing research pertaining to transformational leadership, employee engagement and intention to quit, by observing the variables in a service sector environment. The main objective of the research study was to determine the nature of the relationships among the variables on a sample of employees at a selected organisation. An online questionnaire was sent to 296 possible respondents by means of an electronic link. Out of these, 206 questionnaires were used for analysis. Employees were selected to participate in the study by means of convenience sampling. Four questionnaires were used to gather data namely, a self-developed biographical questionnaire, the Multi-Factor Leadership Questionnaire developed by Avolio and Bass (1995), the Utrecht’s Work Engagement Scale developed by Schaufeli and Bakker (2003) and the Turnover Intention Scale developed by Roodt (2004). Statistical analysis of the data was performed by using the Statistical Package for Social Sciences (SPSS) version 26 and the LISREL 8.80 software program. Item and dimensional analyses were executed on the subscales to identify poor items and to ensure uni-dimensionality of the subscales. In order to test the hypotheses structural equation modelling was used. The multiple regression analytical technique was used to identify the variable that explains the most variance in intention to quit. The research results indicated that a positive relationship between transformational leadership and employee engagement exist. There were significant, negative relationships between transformational leadership and intention to quit and between employee engagement and intention to quit. Regression analysis indicated that employee engagement had a more significant impact on intention to quit than transformational leadership. The limitations of the study and future recommendations for the organisation are discussed.
34
Barcus, Sydney Anne Guarnaccia Charles Anthony. "The impact of training and learning on three employee retention factors job satisfaction, commitment and turnover intent in technical professionals /". [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9797.
35
Galant, Sophie. "Building Organizational Culture and Selecting Employees Based on Values Congruence Person-Organization Fit: A Two Step Process for Lowering Employee Turnover Rates". Scholarship @ Claremont, 2015. http://scholarship.claremont.edu/cmc_theses/998.
Abstract (sommario):
The goal of this paper is to outline the issue of organizational voluntary turnover in today's society as not only a financial problem but also an overarching issue that impacts departments across the entire organization. The most effective way to solve this problem is to cultivate a core set of values and beliefs that the organization will truly entrench into its practices and habits. Once this is accomplished, an organization can conduct a unique interview process that carefully and intentionally selects employees based on values congruence person-organization fit, which studies show will result in higher job satisfaction and organizational commitment, leading to increased retention.
36
Beato, Alexandro. "Effective Strategies Employed by Retail Store Leaders to Reduce Employee Turnover". Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10278363.
Abstract (sommario):
Employee turnover affects retail organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, organizations lost over $11 billion in tangible and intangible assets as the result of employee turnover. High employee turnover rates have an adverse effect on productivity, which lead to unsustainable business practices. The number of retail employees who quit their jobs each month increased from 432,000 in December 2016 to 464,000 in January 2017, which indicates that some managers lack strategies to reduce employee turnover. Using the transformational leadership theory, the purpose of this single case study was to explore effective strategies used by retail store managers from El Paso, Texas to decrease employee turnover. Participants were purposefully selected because of their experience implementing effective employee turnover reduction strategies; they reduced employee turnover from 24% in 2012 to 15% in 2016. Data were collected via face-to-face semistructured interviews with 10 managers and the review of organizational documents on employee turnover. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: supportive leadership reduced employee turnover, managing personnel scheduling decreased employee turnover, and competitive compensation reduced employee turnover. Reducing employee turnover contributes to social change by providing retail store managers with valuable insight that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.
37
Nilsson, Malin, e Malin Holmgren. "Där vill jag jobba! -de viktigaste faktorerna i valet av arbete". Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-10481.
Abstract (sommario):
Idag krävs det av organisationer en kunskap om vad som får medarbetare att stanna och nya medarbetare att börja. Tidigare forskning har inriktats på området ”employee turnover” som fokuserar på vad som får den anställde att säga upp sig. Syftet med den här studien är att titta på vilka faktorer som anses viktiga i valet av arbete för att på det sättet belysa för arbetsgivare vad som kan komma att motivera människor att söka sig till en viss arbetsplats. Genom kvantitativ webbenkätundersökning samlades data in. Respondenterna var mellan 23år till 65år. Resultatet visade att det finns faktorer som ansågs som mer viktiga i valet av arbete, och faktorerna var bra kollegor, bra chef, god kommunikation och goda rutiner och strukturer.Today it requires from organizations an understanding of what gets people to stay and new employees to start. Previous research has focused on the area of ”employee turnover” on what the employees get to resign. The purpose of this study is in contrast to ”employee turnover”, and look at what the factors rather considered as important in the choice of work and in that way highlight to employers what may come to motivate people to apply for a particular job. By a quantitative web survey, data was collected. The respondents were from 23 years to 65 years old. The results showed that there are certain factors that were considered in the choice of work, and those factors were good colleagues, a good boss, good communication, good practices and structure.
38
Barcus, Sydney Anne. "The impact of training and learning on three employee retention factors: Job satisfaction, commitment and turnover intent in technical professionals". Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9797/.
Abstract (sommario):
The purpose of this study is to explore the benefits of providing employee training and learning beyond the specific content covered in such interventions, and how personality constructs might moderate those benefits. Training refers to the imparting of specific knowledge and tasks. Learning involves processes and skills that support on the job learning experiences. This study builds on previous research linking training and development to increased job satisfaction, and reduced turnover intent, by considering additional factors. The relationships between independent variables training, learning, task variety and task significance and outcome variables job satisfaction, commitment and turnover intent are assessed. Personality constructs of need for achievement and growth need strength are explored as possible moderating variables. This research was conducted using archival data (N = 500) collected from technical professionals employed by fourteen organizations in the Southwest United States. Both task variety and task significance were found to significantly predict all three outcome variables. Growth need strength was found to moderate the prediction of commitment by task variety. Need for achievement was found to moderate the prediction of job satisfaction, commitment and turnover intent by training and learning. Need for achievement was also found to moderate the prediction of both commitment and turnover intent by task significance.
39
Wendel, Anna. "Employee mobility intentions within a regional industry : A study on high-tech employees' perceived opportunities and preferences for mobility within a regional industry". Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-19669.
Abstract (sommario):
Background As digitalization and the Internet of Things (IoT) evolves in a rapid pace, the need for engineers, IT specialists and software developers introduce an increasing shortage of skilled workers. Managing the existing workforce is a challenge, increasing the interest in the antecedents and implications of their mobility activities. Employee turnover has been broadly viewed as a disadvantage for firms losing valuable human capital, increasing the implementation of retention strategies. On the other hand, an increasing amount of studies argue that mobility within a region is a source of knowledge spillovers and can enhance innovation and productivity, as well as regional economic growth by facilitating access to new external ideas and capabilities. There is a gap in the research on employees’ perception of opportunities and preferences that leads them to engage in mobility within the regional high-tech sector instead of other types of mobility. Objectives The purpose of this thesis is to increase the understanding of what factors influence the mobility of employees within the regional high-tech industry. Therefore, the perceived opportunities and preferences for different types of mobility are investigated. The aim is that the findings will facilitate the management of employee mobility and maximize the local organizations’ joint human capital. Method A quantitative survey study is conducted, collecting data from two high-tech organizations operating within the same geographical region. The collected data includes individual, organizational and external factors, as well as the intentions for turnover and considerations for different types of mobility. SPSS is used to statistically test what factors are associated with high-tech employees’ opportunities and preferences for mobility within the regional industry. Results High-tech personnel perceive most opportunities for alternative employment within the high-tech industry in another region, while finding another job within the region is perceived more difficult. If employees considered leaving their current organization, most would prefer to take a job within the regional high-tech industry. Satisfaction with pay, training opportunities and supervisors in the current job have a reducing effect on the intention to leave the organization, while perception of having alternative employment opportunities have an increasing effect on both turnover intention and for considering mobility within the same industry. No significant model for predicting the preference for mobility within the same region was found in this study. Conclusions The majority of high-tech personnel already prefer mobility within the regional industry if they were leaving their current job, but there is a mismatch with the perceived opportunities for this type of mobility. Actions towards matching the opportunities with the preferences are expected to result in benefits for the region by increasing the local overall knowledge base, provide the organizations with more opportunities to attract highly skilled workers locally, and increase employees’ job satisfaction and performance through better job-matches.
40
Cain, Lafaun. "Social Security Administration Employee Lived Experiences of Job Satisfaction and Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5311.
Abstract (sommario):
Employee turnover continues to be an issue in federal organizations, including the Social Security Administration (SSA). While issues such as retiring baby boomers and budget constraints are beyond the control of any agency, retaining employees is critical to maintain essential services. The purpose of this transcendental phenomenological study was to explore SSA employee's lived experiences of job satisfaction and employee turnover to uncover motivators and satisfaction strategies. The conceptual framework for the study was based on Maslow's human needs and Herzberg's two-factor theory. Data were collected from 20 SSA frontline employees using 6 open-ended interview questions. The data were analyzed using a modification of van Kaam's method of analysis of phenomenological data and NVivo 11 Pro. Study results revealed that time, stress, pay and benefits, public service, and interoffice relationships were the prime intrinsic and extrinsic factors participants perceived as directly related to their job satisfaction. They highly valued job enrichment programs, cohesive teams, and pay and benefits, which override daily stressors inherent to the public demands strategies for the agency. Conducting the study in depressed socioeconomic areas might also provide significant insights, particularly since stress and workload were essential dissatisfiers. SSA provides critical services to many vulnerable groups. Strategies that employees perceive as motivating enhance the quality of services and benefits to eligible American citizens, many of whom rely on these services for quality of life, thereby reducing the burden of local communities to support these individuals if SSA services fail.
41
Syce, Chantal. "Predicting employee voluntary turnover using human resources data". Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/11711.
Abstract (sommario):
Includes bibliographical references.The current research attempted to answer the following question: Can voluntary employee turnover be predicted? The study made use of regression analyses to examine the relationship between employee turnover and a range of worker demographics. Data covering 2 592 employees in a South African general insurer formed the basis for the analysis. Several demographic variables (available in the HR management information system), were identified and investigated with the aim to develop a voluntary turnover prediction model. Fourteen variables were identified in the human resources information system to be included for analysis. From 14 potential predictors, the procedure selected only five variables, i.e. cost centre, years of service, performance, age and tenure - family size interaction for inclusion in the regression equation.
42
Nowocin, Thomas F. "Distinguishing Army Civilian Turnover Intentions Through Employee Engagement". Franklin University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=frank1623093807387987.
43
Wilson, Dewayne. "Strategies for Reducing Employee Turnover in Retail Outlets". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5961.
Abstract (sommario):
Employee turnover in the retail industry is costly, difficult, and problematic, affecting organizational wages, benefits, and schedules in relation to serving clients, customers, and stakeholders. The purpose of this multiple case study was to explore effective strategies used by retail store owners in the southeastern region of the United States to reduce employee turnover. The target population was 6 successful business owners of 6 small retail businesses in the southeastern United States who had effectively reduced employee turnover. The conceptual framework for this study was the Herzberg 2-factor theory related to workplace job satisfaction. Data were collected through face-to-face, semistructured interviews and review of archival company documents related to employee turnover. Data were coded, analyzed into themes using Yin's 5-step method, triangulated, and validated by member checking to strengthen the credibility of the analyses. Three themes emerged: effective communication, supportive leadership, and competitive compensation reduced employee turnover. The implications for positive social change include the potential to provide leaders with effective strategies to reduce employee turnover, leading to reductions in unemployment, stabilization of communities, and improvements to the human and social conditions outside the workplace.
44
Hyson, Craig Michael. "Relationship Between Destructive Leadership Behaviors and Employee Turnover". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2830.
Abstract (sommario):
The loss of 6 million U.S. manufacturing jobs since 2000 has severely affected communities that have lost a vital source of employment. Voluntary employee turnover has compounded the problem. The purpose of this correlational study was to examine the relationship between employee turnover and destructive leadership behaviors of managers in small and medium enterprise (SME) manufacturing businesses in Warren County, New Jersey. The constructive-destructive leadership model formed the theoretical framework for the study. A random sample of 96 SME manufacturing firm employees completed the destructive leadership scale (DLS), multifactor leadership questionnaire (MLQ), and the turnover intention scale (TIS-6) via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. Tyrannical leadership and laissez-faire leadership were the only significant contributors to the regression model. Implications for social change include providing business managers with information needed to maintain or increase employee retention levels, which may improve employee morale, increase job satisfaction, and enhance customer satisfaction in the communities served.
45
Kroeten, Christl Arwen. "Hotel Manager Strategies to Reduce Voluntary Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5566.
Abstract (sommario):
The voluntary turnover rate in the United States hotel industry is among the highest of all industries, resulting in lost revenue. The purpose of this multiple case study was to explore strategies hotel managers use to reduce voluntary employee turnover. The targeted population consisted of 6 managers from hotel businesses operating in the MidAtlantic region of the United States who successfully used strategies to reduce voluntary employee turnover. Job embeddedness theory, this study's theoretical framework, was used to describe reasons employees remained in organizations. Data were gathered via semistructured interviews, observational notes, and public business records regarding turnover or retention programs. Yinʼs 5-step analysis model was used to compile, deconstruct, reassemble, interpret, and draw conclusions from the data. Four themes emerged from data analysis: organizational support with property-level flexibility, feeling valued for individual contributions to the team, opportunities for training or advancement, and relationships with managers and peers. The results of this study may contribute to positive social change by providing strategies to reduce employee turnover in a historically low-wage industry, which may result in raising the quality of life for hotel employees, their families, and communities.
46
Carreno, Jason. "The Implications of Employee Turnover on Credit Unions". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2526.
Abstract (sommario):
A lack of managerial responses to employee needs contributes to an increased rate of employee turnover in credit unions. Some managers do not possess the skills and strategies necessary to reduce employee turnover. This case study explored what strategies managers used to successfully reduce employee turnover. The population for this study was managers of a financial institution in Northeast Kansas with at least 1 year of leadership experience using methods to reduce employee turnover. Theory X and theory Y theory was the conceptual framework for this study. Data collection included semistructured face-to-face interviews with 10 managers and an exploration of company archival documents. Using Yin's 5-step data analysis method, 3 major themes emerged:
the ideal work environment; communication with employees; and work relationship with supervisors, which included the importance of connecting with your employees. Recommendations for action included listening, properly communicating, problem solving, and maintaining a stable work environment. Managers may apply these results to successfully reduce turnover in the organization. Social implications include providing a better understanding of employee retention and increasing knowledge of what influences employee turnover.
47
Perev, Borislav. "Strategies Hospitality Leaders Use to Reduce Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6091.
Abstract (sommario):
Employee turnover is a global problem with adverse effects on financial performance and sustainability of organizations. In the hospitality industry, employee turnover levels increased to 58.8%, and the associated cost of turnover may be more than 100% of an employee's yearly wage, with a total loss of over $25 billion a year. The purpose of this single case study was to explore strategies used by hospitality leaders in the southeastern United States to reduce employee turnover. The conceptual framework was the transformational leadership theory. Purposeful selection of participants included leaders with experience in developing and implementing strategies for reducing employee turnover. Data collection included face-to-face semistructured interviews with 8 organizational leaders and a review of declassified organizational documents. Data analysis included inductive coding and calculation of code frequency. Results indicated 3 themes: effective hiring process reduced employee turnover, supportive leadership decreased employee turnover, and continuous training and development reduced employee turnover. Reduced employee turnover may contribute to positive social change by saving organizations time, efforts, and resources, which organizational leaders may use to sustain growth and profitability and to improve the lives of their employees, their employees' families, and the communities in which they operate.
48
Bryant, Olalya Ayanna. "Employee Turnover in the Long-Term Care Industry". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3389.
Abstract (sommario):
Employee turnover costs long-term care facilities billions of dollars on an annual basis. The purpose of this correlational study was to examine the relationships between employee turnover intention of certified nursing assistants (CNAs) in the long-term care industry and employee compensation, engagement, job satisfaction, motivation, and work environment. The predictor variables were employee compensation, engagement, job satisfaction, motivation, and work environment. The criterion variable was employee turnover intention. The population of interest consisted of CNAs who were residents of Florida, over the age of 18 years, and employed in the long-term care industry. The theoretical framework that grounded this study was the motivational-hygiene theory. For this study, a sample of 157 participants completed an electronic survey. Multiple linear regression analyses predicted the dependent variables, R-² = .34, F(5, 151) = 15.22, p < .0001. The multiple regression model with 4 of the 5 predictors accounted for significantly more variance in turnover intention than would be expected by chance. Correlation tests resulted in statistically significant inverse relationships between employee turnover intention and employee compensation, engagement, job satisfaction, and work environment. The negative correlation observed between motivation and turnover intention was not statistically significant. The findings in this study may contribute to positive social change by reducing turnover intention while improving the quality of care and reducing costs of care that affect the lives of the long-term care residents, concerned family members, and significant others.
49
Love, Sharon Belinda. "Strategies Retail Managers Use to Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7162.
Abstract (sommario):
Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-to-face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.
50
Jenkins, Nelson Jamilla Jenkins. "Social Work Professionals' Strategies to Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6589.
Abstract (sommario):
Abstract
Some social work leaders in the United States lack strategies to successfully reduce employee turnover, which is detrimental to the profitability of an organization. The purpose of this qualitative single case study was to explore effective strategies that social work professionals used to reduce employee turnover. The targeted population included 10 social work managers from organizations in South Carolina who experienced employee turnover and implemented successful strategies to overcome it. The conceptual framework was Herzberg's motivation-hygiene theory. Triangulation was used to increase the reliability and validity of the data. Data were collected from semistructured in-depth interviews with managers who spent at least 1 year in a managerial position at a social work agency and a review of agency documents. Three themes emerged from the data analysis: job satisfaction was key to reducing employee turnover, positive working environment, and management. Reducing employee turnover contributes to social change by providing social work leaders with valuable insight that can lead to improved organizational growth, increased profitability, and enhanced sustainability, which might promote prosperity for local families and the community.