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1
Morrell, Kevin. "Modelling employee turnover". Thesis, Loughborough University, 2002. https://dspace.lboro.ac.uk/2134/6794.
Testo completoAbstract (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'.
2
Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.
Testo completoAbstract (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.
3
Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.
Testo completoAbstract (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.
4
Beato, Alexandro. "Effective Strategies Employed by Retail Store Leaders to Reduce Employee Turnover". Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10278363.
Testo completoAbstract (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.
5
Hall, Marvin D. "Relationship between Employee Development, Employee Burnout, and Employee Turnover Intentions". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6571.
Testo completoAbstract (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.
6
Johnson, Cheryl J. "Employee Turnover at Community Banks". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4795.
Testo completoAbstract (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.
7
Merla, Diane Krzan. "Strategies to Reduce Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5575.
Testo completoAbstract (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.
8
Hayes, Tracy Machelle. "Demographic Characteristics Predicting Employee Turnover Intentions". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1538.
Testo completoAbstract (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.
9
Brown, Robert. "Relationship Between Employee Wages, Number of Employee Referrals, and Employee Turnover Intention". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6178.
Testo completoAbstract (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.
10
Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.
Testo completoAbstract (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.
11
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.
Testo completo
12
DeJesus, Xiomara. "Strategies for Reducing Voluntary Employee Turnover". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4436.
Testo completoAbstract (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.
13
Wilson, Jeanne Lynn. "Employee Turnover in Frontline Hospital Staff". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3129.
Testo completoAbstract (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.
14
McManus, Sylvia. "Using Transformational Leadership to Reduce Employee Turnover in Hospital Organizations". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7940.
Testo completoAbstract (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.
15
Tembi, Monica Nyamusa. "Employee turnover : housekeeping department of Rochester hotels /". Online version of thesis, 1991. http://hdl.handle.net/1850/10716.
Testo completo
16
Holston-Okae, Bettye L. "Employee Turnover Intentions in the Hospitality Industry". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3780.
Testo completoAbstract (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.
17
Searight, Tamara Michelle. "Strategies for Reducing Nonprofit Organizations' Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6808.
Testo completoAbstract (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.
18
Cain, Lafaun. "Social Security Administration Employee Lived Experiences of Job Satisfaction and Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5311.
Testo completoAbstract (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.
19
Gaddam, Rajesh. "An analysis of employee turnover at XYZ company". Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009gaddamr.pdf.
Testo completo
20
Cronin, Brendan. "Strategies to Reduce Employee Turnover in the Hotel Industry". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6002.
Testo completoAbstract (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.
21
Syce, Chantal. "Predicting employee voluntary turnover using human resources data". Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/11711.
Testo completoAbstract (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.
22
Nowocin, Thomas F. "Distinguishing Army Civilian Turnover Intentions Through Employee Engagement". Franklin University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=frank1623093807387987.
Testo completo
23
Wilson, Dewayne. "Strategies for Reducing Employee Turnover in Retail Outlets". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5961.
Testo completoAbstract (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.
24
Hyson, Craig Michael. "Relationship Between Destructive Leadership Behaviors and Employee Turnover". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2830.
Testo completoAbstract (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.
25
Kroeten, Christl Arwen. "Hotel Manager Strategies to Reduce Voluntary Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5566.
Testo completoAbstract (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.
26
Carreno, Jason. "The Implications of Employee Turnover on Credit Unions". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2526.
Testo completoAbstract (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.
27
Perev, Borislav. "Strategies Hospitality Leaders Use to Reduce Employee Turnover". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6091.
Testo completoAbstract (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.
28
Bryant, Olalya Ayanna. "Employee Turnover in the Long-Term Care Industry". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3389.
Testo completoAbstract (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.
29
Love, Sharon Belinda. "Strategies Retail Managers Use to Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7162.
Testo completoAbstract (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.
30
Jenkins, Nelson Jamilla Jenkins. "Social Work Professionals' Strategies to Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6589.
Testo completoAbstract (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.
31
Anderson, Andrew. "Decreasing Voluntary Employee Turnover in the Hospitality Industry". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6508.
Testo completoAbstract (sommario):
The purpose of this qualitative multiple case study was to explore the strategies general managers of full-service hotels used to reduce voluntary frontline employee turnover. The conceptual framework for this study was Herzberg's motivation-hygiene theory. The 3 participants were hotel general managers in the midwestern region of the United States. Data were collected through semistructured interviews with 3 purposefully selected hotel general managers and by reviewing company documents. Data analysis consisted of gathering the data, coding for emergent themes, compiling the data into common codes, organizing the data into themes, interpreting the meaning, and reporting the themes. Four themes emerged from the data: employee retention, leadership characteristics, effective retention strategies, and ineffective retention strategies. The implications of this study for positive social change include the potential to decrease voluntary employee turnover in the hospitality industry. Positive results of decreasing voluntary employee turnover may include increased success within the hospitality industry, which might positively influence productivity, raise customer satisfaction, and increase organizational profits.
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Osisiogu, Chris A. "Transformational Leadership Strategies for Addressing Voluntary Employee Turnover". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4165.
Testo completoAbstract (sommario):
For every standard deviation of increase in employee turnover, organizations could suffer a roughly 27% decline in financial performance. Current voluntary employee turnover rates hover between 15% - 40% and the associated unquantifiable indirect costs affecting customer loyalty and creating reputational risks for business leaders. Furthermore, when employees leave an organization for another, a minimum of 95% leave with trade secrets, strategic skills, and acquired knowledge. As a result, turnover has evolved into a significant concern for organizational leaders. Using the transformational leadership concept, the purpose of this single case study was to explore the leadership strategies that bank leaders in southwestern Nigeria use to reduce voluntary employee turnover. The participants included bank leaders in southwestern Nigeria who had demonstrated experience in developing and implementing strategies for reducing voluntary employee turnover. The data collection was through person-to-person interviews with 10 bank leaders and review of the company's documents on employee turnover. The process for analyzing data was supported by word frequency analysis, coding of related phrases, and creating of themes around the codes. The themes from the study revealed that transformational leaders use the following to reduce voluntary employee turnover: remunerations and benefits, career growth and development opportunities, and roles of leadership. Reduction in voluntary employee turnover may contribute to social change by empowering business leaders with requisite strategies for employee engagement and business profitability, enhancing job creation opportunities, and improving the social and general wellbeing of families and communities.
33
Simon, Brenda Marc. "Strategies to Reduce Employee Turnover in Clinical Logistics". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6672.
Testo completoAbstract (sommario):
Clinical supply chain managers who do not apply effective employee turnover strategies could negatively affect team performance, employee morale, employee well-being, patient outcomes, productivity, profitability, and the sustainability of organizational activities. The purpose of this multiple case study was to explore strategies that supply chain managers used to decrease employee turnover in clinical logistics organizations. The targeted population consisted of 6 clinical logistics supply chain managers working in 6 community hospitals located in Maryland who had experience implementing successful strategies to decrease employee turnover. The servant leadership theory served as the study's framework. Data collection included semistructured interviews and a review of company records. Data were analyzed according to Yin's comprehensive data analysis method, including categorizing and coding words and phrases, word frequency searches to categorize patterns, and organizing the data to interpret recurring themes. Five main themes emerged from the data analysis: understanding employee turnover, proactive leadership, employee professional development, motivating employees, and effective communication. The findings from this study might contribute to social change by providing strategies that clinical logistics supply chain managers can implement to reduce employee turnover, which might sustain organizational profitability, improve the quality of life for employees, quality of service to patients, lower unemployment rates, and promote community health, wealth, and sustainability.
34
Velez, Nelson. "Strategies to Lower Information Technology Employee Voluntary Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7441.
Testo completoAbstract (sommario):
For information technology (IT) professionals, the average turnover rate of voluntary employees is approximately 21.5% and occurs in fewer than 5 years. The purpose of this single case study was to explore strategies IT outsourcing business executives used to retain key IT employees in the New England region of the United States. Three IT business leaders from a single organization were selected to participate because they had implemented strategies to retain key IT employees. Herzberg's 2-factor theory of motivation was used as the conceptual framework for this doctoral study. Data were collected using semistructured interviews and review of company policies and personnel handbooks. Clarke and Braun's thematic analysis was used for data analysis, including assembling the data, creating codes from the data, compiling codes to generate themes, and interpreting and presenting themes. Member checking and triangulation processes helped increase study validity and reliability. Three themes emerged from the study: building personal relationships, creating positive company culture, and investing in employee training. The findings of this study may help IT leaders increase employee retention by focusing on work relationships, company culture, and employee training. Findings may contribute to social change by helping IT leaders so they can be civically engaged and address issues of public concern by increasing community volunteering, participating in charitable activities and philanthropy, and becoming politically active through petitioning and collaborating with local authorities.
35
Atkins, Christopher Sean. "Strategies Healthcare Managers Use to Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7910.
Testo completoAbstract (sommario):
Healthcare managers who are unaware of the various strategies that exist for reducing turnover could adversely affect patient care, organizational morale and performance, and the achievement of organizational goals. The purpose of this qualitative multiple case study was to explore strategies healthcare supervisors used to reduce employee turnover. The participants comprised 3 senior healthcare managers located in central Texas responsible for hiring, firing, training, supervising, and successfully using strategies to reduce employee turnover. Herzberg's motivation-hygiene theory provided the conceptual framework. Data were collected from semistructured interviews and a review of company documents. Thematic analysis of the data resulted in 5 emergent themes: peer-to-peer feedback, valuing employees, rewards and incentives, opportunities for growth, and training programs. The results of this study might contribute to social change by enhancing healthcare managers' understanding of the strategies that can be used to reduce employee turnover and improve existing conditions among patients, their families, staff, communities, and organizations.
36
Suiter, Emily E. "The effect of education on employee turnover of apartment leasing consultants". Virtual Press, 2002. http://liblink.bsu.edu/uhtbin/catkey/1237763.
Testo completoAbstract (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
37
Bernard, Kevin Lance. "Strategies to Reduce Voluntary Employee Turnover in Business Organizations". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5163.
Testo completoAbstract (sommario):
Industry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidence of their successful experiences in reducing voluntary employee turnover in their organizations. Data were collected by conducting semistructured interviews with 6 leaders in 3 marketing and consulting firms located in the southeastern United States and by reviewing organizational documents related to strategies to reduce employee turnover, including annual reports, newsletters, policy handbooks, and financial statements. Data were analyzed using Yin's 5-phase elements of data analysis: (a) compile, (b) disassemble, (c) reassemble, (d) clarify, and (e) conclude. Three themes emerged from this study: leaders' comprehension of reducing voluntary employee turnover, essential strategies for leaders to reduce voluntary employee turnover, and that employee commitment and performance management to reduce voluntary employee turnover. Leaders of marketing and consulting firms and other business organizations could create positive social change through effective strategies to reduce employee turnover and unemployment. Reducing unemployment is important because unemployed individuals experience detrimental changes in family relationships, higher mortality rates, and increased physical health problems.
38
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.
Testo completoAbstract (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.
39
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.
Testo completo
40
Shahid, Amena. "Strategies Used by Banking Managers to Reduce Employee Turnover". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3633.
Testo completoAbstract (sommario):
Employee retention of an organization's most talented and skilled employees is vital to success. A lack of managerial strategies for motivating teams and a lack of understanding employees' needs adds to an increased rate of employee turnover in banking organizations. Some bank managers do not possess the abilities and strategies required to reduce employee turnover. Grounded by the motivation-hygiene theory; the purpose of this qualitative case study was to explore successful strategies some bank managers used to reduce employee turnover. The population consisted of 5 banking managers in 3 banking organizations located in Toronto GTA, Ontario Canada in which successful retention strategies have been implemented in the last 5 years. Data were collected from semistructured face-to-face interviews and employee handbooks. Member checking aided to assure the credibility of the analysis and interpretations. Data were analyzed by using coding techniques to identify keywords, phrases, and concepts. The process led to the following 4 themes: (a) the motivational effect to retain bank employees, (b) management traits to retain bank employees, (c) effective strategies to retain bank employees, and (d) trends shaping future retention of bank employees. The implications for social change include the potential to reduce turnover by improving the employee work experience and retaining talent by building a positive work environment and a positive customer experience.
41
West, Mindy S. "Employee turnover in Mexico : a cultural investigation of causes /". Ann Arbor, MI : UMI, 2000. http://aleph.unisg.ch/hsgscan/hm00076908.pdf.
Testo completo
42
Van, Zyl Marie-Antoinette. "Employee turnover in a financial institution / van Zyl M". Thesis, North-West University, 2011. http://hdl.handle.net/10394/7273.
Testo completoAbstract (sommario):
With recognition of turnover as a financial issue increasing, companies are searching for strategies to confront the problem in ways that generate a good return on investment. Successfully managing turnover is a matter of understanding its costs, causes and cures. In service–oriented industries such as banking, people are considered among the most important assets of a firm. Forward–thinking banks are looking for ways to leverage people, along with processes and technology, to achieve their objectives. Employee expectations are changing, too, forcing organisations to place a greater emphasis on talent management strategies and practices.
Employees rarely quit on the spot. Generally, an employee becomes dissatisfied and stays disengaged for quite a while before leaving. However, from the moment of disengagement, most employees are no longer as dedicated or productive as they once were. Nearly all the real reasons why employees quit, fall into four basic categories of human needs: the need for trust, the need for hope, the need to feel competent, and the need to feel valued and trustworthy (Branham, 2005).
Thirteen possible reasons for resignations were identified within the banking sector, namely: desire to take on a new challenge, bad relationship with management, bad relationship with colleagues, lack of opportunity for advancement, lack of appreciation (perception of recognition), better compensation and benefits elsewhere, long working hours, lack of control over work or working environment, travelling distance to work, personal satiation at home, lack of training and support to reach potential, the department is conducive to black advancement, the bank embraces diversity for all.
Most of the employees that resigned voluntary did so because of lack of opportunity for advancement, a desire to take on a new challenge and a lack of appreciation.
The statistical analysis revealed that amongst position title, there is a statistical significance for the bank embraces diversity for all as a reason for resignation and that the effect between junior managers and team leaders has a large effect. Analysis by gender differences shows that there is a statistical significance for personal situation at home as a reason for resignation and that females feels stronger about this than males. When looked at the difference between ethnic group, there are two reasons that are statistical significant namely, better compensation elsewhere and long working hours. Africans, coloureds and white‘s size effect is large, meaning that Africans and coloureds feel stronger about leaving for better compensation elseware than whites.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.
43
Pryce, Amelia Claudina. "Strategies to Reduce Employee Turnover in Small Retail Businesses". Thesis, Walden University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10244097.
Testo completoAbstract (sommario):
Employee turnover is high in small retail business, compelling business leaders to implement strategies that successfully reduce employee turnover. The conceptual framework guiding this study was the Herzberg 2-factor theory because the theory identifies factors that influence job satisfaction and employee turnover. The study population was retail owners and managers from small businesses in the retail industry in San Antonio, Texas who had demonstrated successful strategies to reduce employee turnover. A focus group was conducted with 4 retail managers, and semistructured interviews were conducted with 2 small retail owners, all of whom were recruited via purposeful criterion-based sampling. Yin?s 5-step process for data analysis of compiling, disassembling, reassembling, interpreting, and concluding resulted in themes of continuous learning in the workplace, communication, and valuing employees. These leaders provided continuous learning in the workplace, which demonstrated their value of their employees. Communication was a key concept discussed by all participants, as it built credibility with leaders and employees, increased productivity, and reduced turnover. The study has value to the practice of business because results may benefit industry growth by increasing retail leaders? knowledge levels about employee turnover. The findings may affect positive social change as leaders apply strategies useful for reducing employee turnover as lower turnover rates might reduce unemployment, stabilize communities, and improve the human and social conditions outside the workplace.
44
Nghondzweni, Fikile. "Minimising voluntary turnover post employee downsizing in South Africa". Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59738.
Testo completoAbstract (sommario):
Organisations are increasingly turning to downsizing to respond to the increasing pressures of remaining sustainable in a highly competitive environment. This is done with the aim of reducing organisational costs in order to improve the performance on the bottom line. Unfortunately, downsizing often results in organisations losing more employees than anticipated as highly mobile and skilled employees voluntarily leave the organisation as a result of the downsizing process. In the end, the organisation may be faced with the increasing costs of replacing the skilled employees and thereby negating the cost reduction initiatives that the downsizing process was meant to achieve.
This research report investigates the key factors that influence employees to consider voluntary turnover as a result of the downsizing process. This is done with the aim of guiding organisations to design the downsizing process that will help minimise the voluntary turnover of employees. The research is based on a survey that was done in one selected organisation and complemented by surveys conducted on general employees employed in South African organisations.
The findings of the research indicate that employees are influenced to consider voluntary turnover mainly as a result of the trust that they have in management and the consistency that the downsizing process was conducted. Practical implications are given that could be used to improve the organisations' reduction of voluntary turnover intentions.
This study adds to literature by expanding the attachment theory by identifying which of the emotions experienced by employees during downsizing influence voluntary turnover intentions.Mini Dissertation (MBA)--University of Pretoria, 2017.
vn2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
45
Windom, Glenn Eric. "Employee Turnover and Its Effect on Remaining Colleague Motivation". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5293.
Testo completoAbstract (sommario):
Voluntary employee turnover is damaging to the sustainability of child protective services (CPS) organizations, as 60% of social workers who contemplated leaving their organizations quit during the year of consideration. The purpose of this exploratory case study was to examine the strategies CPS leaders used to reduce voluntary employee turnover and motivate employees. The conceptual framework for this study included the motivational hygiene theory and the behavior engineering model. The target population consisted of 9 CPS leaders from a large metropolitan area in Southern California who had specific knowledge of voluntary employee turnover. Data collection involved face-to-face semistructured interviews, company memoranda, and statistical data reports. The data analysis process included inductive coding of specific word and phrases, word frequency searches, and organizing the data for theme interpretation. Based on the analysis of the data, 4 themes emerged: supportive leadership, effectual communication, teamwork, and training. These themes revealed that these were the necessary ingredients to reduce employee turnover. The findings from this study may contribute to positive social change through improved employee wellbeing from trusting relationships and open communication with managers understanding the factors that contribute to employee motivation, job satisfaction, and reduced employee turnover. Social change also extends from improved collaborative relationships between CPS, community-based organizations, and clientele to build supportive teams that can reduce the incidence of child abuse, neglect, and exploitation.
46
Bebe, Imelda A. "Employee Turnover Intention in the U.S. Fast Food Industry". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2065.
Testo completoAbstract (sommario):
Employee turnover in the U.S. fast food industry has been high, averaging rate 150% per annum. The purpose of the correlational design study was to examine the relationships between job satisfaction factors, job dissatisfaction factors, and employee turnover intentions among fast food employees to determine whether a statistically significant relationship exists between these variables. The population for the study consisted of 144 fast food restaurant employees working in the East Coast in the United States. The theoretical framework was Herzberg's 2-factor motivation-hygiene needs theory, which describes job satisfaction factors and job dissatisfaction factors. Internet survey data of 144 participants were analyzed using Pearson-product correlation coefficients and multiple linear regressions analysis. The study findings revealed statistically significant relationships between job satisfaction factors and employee turnover intentions (p < .01), and job dissatisfaction factors and employee turnover intentions (p < .01). Among the job satisfaction factors, responsibility had a stronger relationship with employee turnover intentions (-.52) compared with other factors. Under job dissatisfaction factors, company policy had a stronger relationship with employee turnover intentions (-.52) compared with other factors. In addition, criterion variance of employee turnover intentions associated with combined job satisfaction factors was stronger (35%) than were the combined job dissatisfaction factors (31%). The study findings are designed to inform fast food restaurant managers in taking actions to reduce employee turnover, resulting in improved business financial sustainability and long-term growth.
47
Forrest, James Lloyd. "Reducing Fast Food Employee Turnover with Appealing Working Environments". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4217.
Testo completoAbstract (sommario):
While all business leaders face problems with voluntary employee turnover, fast food business leaders often face turnover rates at twice the national average. Using Weiss and Cropanzano's affective events theory, this exploratory multiple case study detailed the investigation into strategies that fast food business leaders use to establish an appealing working environment that reduces employee turnover. A purposeful sampling process identified 9 fast food business leaders from 3 different fast food organizations within the Omaha, Nebraska metro area who had successfully established a positive working environment that reduced employee turnover. Data collection included semistructured interviews and review of company documents. Using Yin's 5 step analytic approach, 3 themes (fairness, communication, and trust) emerged relative to fast food business leaders' strategies to establish an appealing working environment that reduces employee turnover. Fairness included fair interpersonal treatment, regulation, and wage setting. Communication included training, employee engagement, and corrective actions. Fast food business leaders used trust as a feedback mechanism for their fairness and communications strategies. Business leaders using strategies of fairness, communication, and trust to establish appealing working environments that reduce employee turnover could increase profitability and productivity within the fast food industry. The implication for positive social change is that more consistent employment and less work-related stress increases the potential for employees and their families to become more involved within their communities.
48
Major, Angel M. "Strategies to Reduce Voluntary Employee Turnover in Small Business". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2216.
Testo completoAbstract (sommario):
Increasing turnover rates are costly to businesses, causing problems with workloads and workflow. The annual resignation rate in the United States has approached 25%, which small business owners cannot afford. Guided by the Herzberg 2-factor theory, the purpose of this descriptive case study was to explore what strategies some small business owners have used to reduce voluntary employee turnover in the United States. Data saturation was achieved after conducting semistructured interviews and document reviews with 4 small business owners in southeast North Carolina who have been in business for at least 5 years and have not experienced any voluntary employee resignations within the past year. Data interpretations from the interview data were derived via an inductive analytic coding process; these interpretations were then triangulated with emergent themes derived from small business owners' policies, procedures, and personnel manuals. Participants noted the need for training, equitable employee compensation, a professional work environment, and open effective communication as the top contributing factors to reducing voluntary employee turnover. The small business owners indicated the use of professionalism contributes to a positive work environment and recognized education as a factor of voluntary employee turnover. Social implications include the potential to decrease voluntary employee turnover in small businesses, thus contributing to the retention of skilled employees, reducing unemployment, and decreasing revenue losses.
49
Singer, Jonathan. "Strategies for Employee Turnover of Southeastern Wisconsin Manufacturing Workers". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4946.
Testo completoAbstract (sommario):
Voluntary employee turnover is a challenging problem for manufacturing leaders. Leaders today are challenged to find and retain human capital to remain competitive. The lack of strategies to reduce voluntary turnover among manufacturing leaders has contributed to high turnover rates and increased costs for manufacturing firms. The purpose of this multiple case study was to explore the strategies that some southeastern Wisconsin manufacturing leaders used to reduce voluntary turnover. The conceptual framework supporting the study was Herzberg's 2-factor theory. Results for the study were derived from the analysis of semistructured interviews of 6 manufacturing leaders across 4 manufacturing locations, as well as company documents. Data analysis followed Yin's 5-step process and included coded results, themes derived from interview transcripts, and company documents. Credibility was ensured through member checking and triangulation of both interviews and company documents. The main themes that emerged were professional growth, salary competitiveness, and working environment. The implication for positive social change include healthy working communities through decreased voluntary turnover and greater productivity and profitability of organizations.
50
Davis, Odetha Antonnett. "Strategies for Low Employee Turnover in the Hotel Industry". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5069.
Testo completoAbstract (sommario):
Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.