Business Ethics & Employee Turnover: CAFE Matrix

A lower employee turnover rate depends on job satisfaction, working conditions, organizational commitment, and leadership factors. Unfortunately, the employee turnover rate is still higher in the mineral industry than in other industries in China. Although there are many research papers on employee turnover, there is little research investigating leadership factors and their influence on employee turnover. This research paper aims to explore the influence of leadership on job satisfaction and its effect on employee turnover in the mining industry. This paper evaluates those factors through the structural equation model (SEM), including a confirmatory factor analysis (CFA) and a path analysis of the model to test the hypotheses. The results of a survey with 368 respondents indicated that the influence of good leadership had positive effects on both job satisfaction and employee turnover, while fair working conditions had positive mediation effects on both leadership and job satisfaction. Organizational commitment had strong effects on employee turnover (estimate values β = 0.572, p < 0.001). However, organizational commitment was not a qualified mediator with both leadership and employee turnover (β = 0.312, p < 0.001). Consequently, the working conditions variable in the work environment was an important independent variable and also one of the key factors for job satisfaction. The higher estimate value (β = 0.541, p < 0.001) of leadership to employee turnover means that it indicated good leadership was a key factor in lowering employee turnover. The results of this study will offer the mining industry a future reference for sustainability and for the field of academic research in the future.

This study explored employee turnover in a local government department in Limpopo Province, South Africa. A cross-sectional mixed method design (questionnaires, key informant interview, focus group and document analysis) was used to collect employee turnover data from a stratified sample of participants as well as key role players in the department under investigation. The results of the study show a high overall employee turnover rate and high turnover among younger employees, females and employees in specific job categories. Job dissatisfaction in the department is attributed to poor compensation and better job offers elsewhere, inferior working conditions, and a lack of promotional opportunities. Low job satisfaction is attributed to problematic interpersonal relationships and the autocratic management style of supervisors. The findings of the study provide evidence of the most pressing turnover problems that a government department in a less affluent geographic region experiences. The impact of job satisfaction and job dissatisfaction on the productivity, efficiency and service delivery of a government department is highlighted. A number of human resource practices are recommended to manage employee retention in the department. DOI: 10.5901/mjss.2014.v5n2p141

Purpose: This study aims to analyze the impact of favoritism and work pressure on turnover intention, with job satisfaction as a mediating variable in the outsourcing industry.Method: This research employs a quantitative approach, using data collected through both offline and online questionnaires distributed to 119 outsourcing employees at PT Kinarya Selaras Solusi. The data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4 software.Result: The findings indicate that favoritism and work pressure have a significant positive effect on employee turnover intention, while job satisfaction has a significant negative effect. Additionally, favoritism and work pressure significantly and negatively affect job satisfaction. Job satisfaction serves as a mediating variable by reducing the impact of favoritism and work pressure on turnover intention.Practical Implications for Economic Growth and Development: These findings offer insights for outsourcing companies seeking to reduce employee turnover. By addressing issues related to favoritism and work pressure, companies can enhance job satisfaction and lower turnover rates, thereby contributing to economic growth through increased workforce stability and efficiency in Indonesia’s outsourcing sector.Originality/Value: This study provides original value by integrating favoritism, work pressure, job satisfaction, and turnover intention into a single research model within the context of Indonesia’s outsourcing industry—an area that has received limited academic attention despite its high employee turnover rates.

The results of this study can be concluded as follows: 1. Organizational Commitment and Job Satisfaction have an effect on Employee Turnover. 2. Organizational Commitment is influenced by Job Satisfaction. Employees who feel a high level of job satisfaction will remain committed to the company. 3. Job satisfaction has a negative effect on employee turnover. Employees who are not dissatisfied with their work will do employee turnover. 4. Based on the results of the hypothesis test (t test), partially the Job Satisfaction variable and the Organizational Commitment variable have a significant effect on Employee Turnover. In addition, the negative direction of the variable Job Satisfaction and Organizational Commitment to Employee Turnover indicates that the higher Job Satisfaction and Organizational Commitment will affect the decrease in employee turnover, which means it has a good impact on the company. Vice versa if job satisfaction and organizational commitment are getting lower, it will have a negative impact on the company, which will affect the increase in employee turnover.

This research aims to identify of factor that affecting the high employee turnover in Fuji Pre-School. This researched located in Fuji Pre-School at Antene 3 No. 10, Gandaria Utara, Jakarta Selatan. Respondent of the research is 48 respondent which is ex-employees and employees. The research used quantitatived explanation method using the multiple analysis of linear regression, analysis of correlation and using SPSS software. The high of employee turnover created a negative image on school. Negative image affected to reduction of the new students and reduce works spirits of employee. The high of employee turnover is also bothering some school activities become a trouble. The first hypothesis examines whether work satisfaction variable affecting to the high employee turnover. The second hypothesis examines whether organizational commitment affecting the high employee turnover. The third hypothesis examines whether work satisfaction and organizational commitment affecting simultaneously with the high employee turnover. The result is highlight significant relation between works satisfaction and organizational commitment with employee turnover. Both works satisfaction and organizational commitment has a negatively related to the employee turnover. Based on the results can simply that Fuji Pre-School must recovered the management and payroll system that will makes work condition more conducive and kinship. And finally can push the high employee turnover in Fuji Pre-School.

Employee turnover rates have been steadily increasing over time. This issue is not only prevalent in Malaysia but has also emerged as a global concern in the employment sector. High turnover rates can negatively impact organizational performance, productivity, and overall workplace morale. The primary objective of this study was to examine the correlation between organizational commitment and job satisfaction among PKNS employees. A total of 285 PKNS employees participated in the study, and data were collected through a structured questionnaire comprising 29 items designed to assess both organizational commitment and job satisfaction. To analyze the relationship between these variables, Pearson correlation analysis was conducted. The results indicated a significant and strong positive correlation between organizational commitment and job satisfaction among PKNS employees. This finding suggests that employees who exhibit higher levels of commitment to the organization tend to experience greater job satisfaction. The results of this study provide valuable insights for PKNS management and future researchers. Understanding the strong link between organizational commitment and job satisfaction can help organizations develop strategies to enhance employee retention, improve workplace engagement, and create a more supportive work environment. These findings can also serve as a foundation for future research aimed at further exploring factors that influence employee commitment and satisfaction.

Species ranges are often represented using polygons, with the attendant issues that they show uniform ranges with abrupt boundaries and can overestimate species ranges. We demonstrate that such uniform species ranges can be supplemented by mapping the gradational variation in species turnover across a landscape. Directional variation in species turnover for 15 skink species (Reptilia: Scincidae) and topographic and climatic turnover in south-eastern Australia were measured using directional moving window analyses, rotated through 360°. The resultant species turnover maps were compared with published polygon range maps for two species within the group (Liopholis whitii and L. inornata). We also assessed how the relationships between species and environmental turnover varied in areas of low or high species turnover. Continuous transitions between distinct areas of low and high species turnover were mapped. Low turnover comprised only 19% of the L. whitii polygon species range within the study area extent. These low turnover areas were more densely populated by L. whitii (67% of observations), whereas areas of medium to high turnover contained substantially fewer observations (25%). Regions with the highest species turnover contained only 6% of observations. L. inornata observations were also clustered in low species turnover areas. Averaged climatic and elevation values were higher in low-turnover areas despite their close adjacency to high-turnover zones. The environmental turnover in low species turnover regions was also lower than in high-turnover areas. Correlations between environmental turnover and low species turnover areas were positive, whereas the opposite relationship applied in high species turnover areas. We identified both abrupt and gradual distributional breaks between separate reptile assemblages; an example of the latter is located in the Hunter Valley in the south-eastern coastal region. This break has been mapped using solid, uniform lines in species ranges and thus implicitly as an abrupt break. Environmental conditions may be more favourable to skinks in low-turnover areas. Since L. whitii and other skink species have very large populations in low-turnover areas, other squamate species may also be more likely to occur in these areas. This has potential implications for conservation prioritisation. The turnover maps used here can supplement the information provided about reptile distributions by the equivalent polygon ranges. This approach can be applied to point occurrence data for any taxonomic group or any similar georeferenced diversity data set.

Bone marker variability has raised concern for its use in individual patients. Serum osteocalcin (formation) and CTX (resorption) were measured every year for 4 years in 268 postmenopausal women. Seventy percent to 80% of women classified as having high bone turnover at baseline were similarly classified by the same methods 4 years later. High bone marker levels are a risk factor for osteoporosis in postmenopausal women, but variability of measurements has raised doubts about their clinical use in an individual patient. We studied 268 untreated postmenopausal women (50-81 years of age) belonging to a population-based prospective cohort. We collected fasting morning blood samples every year for 4 years to measure serum intact osteocalcin (OC) and serum C-terminal cross-linked telopeptide of type I collagen (CTX) as bone formation and resorption markers, respectively. Serum OC and CTX remained stable during follow-up (+ 1.2%/year, p = 0.003 and -0.13%/year, p = 0.70 for OC and S-CTX, respectively). At baseline, women were classified as having low (tertile 1), intermediate (tertile 2), or high (tertile 3) bone turnover. Agreement of classification between baseline and 4-year measurements was moderate (kappa [95% CI]: 0.51 [0.43-0.59] and 0.52 [0.44-0.60] for OC and S-CTX, respectively). Less than 10% of women in tertile 1 or 3 of either marker at baseline were found in the opposite tertile 4 years later. When the two markers were combined, only 2% of women at high turnover at baseline--defined as OC and/or S-CTX in tertile 3--were classified at low turnover 4 years later. Among women classified at high bone turnover at baseline (tertile 3), 70-80% were also found at high turnover 4 years later. Among women in tertile 2, only 51% and 43% for OC and CTX, respectively, remained in the same tertile at the second measurement. Serum levels of bone formation and resorption markers are stable over 4 years in postmenopausal women, on average. The majority of women classified as having high bone turnover were similarly classified by the same methods 4 years later. However, 20-30% of these women at risk for fracture would be incorrectly classified, suggesting that further investigation would be required to reduce the number of patients who would be treated unnecessarily if the decision was made on bone marker measurement. For women with intermediate levels, classification may be improved by a second measurement or by combining two markers.

Our meta‐analysis of emotional intelligence (EI) demonstrates that: First, all three types of EI are significantly related to job satisfaction (ability EI: = .08; self‐report EI: = .32; and mixed EI: = .39). Second, both self‐report EI and mixed EI exhibit modest yet statistically significant incremental validity (ΔR2 = .03 for self‐report EI and ΔR2 = .06 for mixed EI) and large relative importance (31.3% for self‐report EI and 42.8% for mixed EI) in the presence of cognitive ability and personality when predicting job satisfaction. Third, we found mixed support for the moderator effects (i.e., emotional labour demand of jobs) for the relationship between EI and job satisfaction. Fourth, the relationships between all three types of EI and job satisfaction are mediated by state affect and job performance. Fifth, EI significantly relates to organizational commitment (self‐report EI: = .43; mixed EI: = .43) and turnover intentions (self‐report EI: = −.33). Sixth, after controls, both self‐report EI and mixed EI demonstrate incremental validity and relative importance (46.9% for self‐report EI; 44.2% for mixed EI) in predicting organizational commitment. Seventh, self‐report EI demonstrates incremental validity and relative importance (60.9%) in predicting turnover intentions.Practitioner points Employees with higher emotional intelligence (EI) have higher job satisfaction, higher organizational commitment, and lower turnover intentions. Adding EI measures to the set of personality and cognitive measures currently being used can improve the ability to assess employee job satisfaction, organizational commitment, and turnover intentions. EI improves job satisfaction by helping employees reduce negative feelings, by increasing positive feelings, and/or by improving job performance. To produce productive and satisfied workers, organizations should incorporate EI in employee recruitment, training, and development programmes.

Static histomorphometry parameters can identify bone turnover status in children and adults with chronic kidney disease

Abnormal bone turnover is common in CKD, but its effects on bone quality remain unclear. We qualitatively screened iliac crest bone specimens from patients on dialysis to identify those patients with low (n=18) or high (n=17) bone turnover. In addition, we obtained control bone specimens from 12 healthy volunteers with normal kidney function. In the patient and control specimens, Fourier transform infrared spectroscopy and nanoindentation quantified the material and mechanical properties of the specimens, and we used bone histomorphometry to assess parameters of bone microstructure and bone formation and resorption. Compared with high or normal turnover, bone with low turnover had microstructural abnormalities such as lower cancellous bone volume and reduced trabecular thickness. Compared with normal or low turnover, bone with high turnover had material and nanomechanical abnormalities such as reduced mineral to matrix ratio and lower stiffness. These data suggest that turnover-related alterations in bone quality may contribute to the diminished mechanical competence of bone in CKD, albeit through different mechanisms. Therapies tailored specifically to low- or high-turnover bone may treat renal osteodystrophy more effectively.

Assisted livings face high rates of employee turnover; and nursing homes with high employee turnover report reduced quality of care for residents, lower employee morale, and financial burden for the facility owners. Five communities in Georgia were examined to determine the affects of employee turnover. The Job Descriptive Index and Job-in-General surveys measured job satisfaction. Thirty-six respondents' attitudes and intention to quit were measured. Results indicated age and tenure did not correlate significantly with intention to quit; however, dissatisfaction with pay rates, opportunities for promotion, and the perceived amount of emotional exhaustion and physical strain are not more likely to have greater quitting intentions. Pay and promotion satisfaction were significantly correlated with job satisfaction but not with quitting intentions. Frontline employees were satisfied with their work, supervision, and co-workers, but were dissatisfied with their pay levels and opportunities for promotion. Communities with lower turnover had more satisfied employees.

본 연구는 한국직업능력개발원의 인적자본기업패널(HCCP) 7차년도 데이터를 활용하여 기업 구성원의 직무만족 및 조직몰입에 영향을 미치는 요인을 탐색하는 데 목적이 있다. 이를 위해 본 연구는기업 구성원의 직무만족 및 조직몰입에 따른 잠재프로파일을 분류하였으며, 직무만족 잠재프로파일및 조직몰입 잠재프로파일 예측을 위해 LASSO, Ridge, Randomforest, Support Vector Machine 등 4 가지 머신러닝 기법을 적용하였다. 분석결과, 첫째, 직무만족과 조직몰입은 각각 3개의 잠재프로파일로 구분되었다. 직무만족의 경우 각 잠재프로파일의 특징에 따라 ‘중간 직무만족 집단(계층 1)’, ‘낮은직무만족 집단(계층 2)’, ‘높은 직무만족 집단(계층 3)’으로 명명하였다. 조직몰입도 ‘낮은 조직몰입 집단(계층 1)’, ‘높은 조직몰입 집단(계층 2)’, ‘중간 조직몰입 집단(계층 3)’으로 구분되었다. 둘째, 직무만족과 조직몰입 계층을 예측하는데 Randomforest의 예측정확도가 각각 70.1%와 69.3%로 가장 높았다. 셋째, Randomforest로 직무만족과 조직몰입에 영향을 미치는 주요 변수를 탐색한 결과, 직무만족의경우 연간 총 근로소득, 출생년도, 기업과 근로자의 커뮤니케이션 및 신뢰관계, 주당 평균 초과 근로시간, 스트레스 등의 변수가 도출되었다. 조직몰입도 기업과 근로자의 커뮤니케이션 및 신뢰관계, 연간 총 근로소득, 출생년도, 주당 평균 초과 근로시간 등과 같은 변수가 선택되었다. 마지막으로 본 연구결과를 바탕으로 직무만족 및 조직몰입 향상을 위한 다양한 시사점을 제공하였다.The purpose of this study was to explore factors affecting job satisfaction and organizational commitment of employees using 7th wave of Human Capital Corporate Panel(HCCP) data. To do this, this study was to classify latent profiles based on job satisfaction and organizational commitment, and to apply four machine learing techniques(LASSO, Ridge, Randomforest and Support Vector Machine) to predict the identified latent profiles. As results, first, three different latent profiles were identified based on job satisfaction (middle job satisfaction, low job satisfaction and high job satisfaction) and three latent profiles were also identified based on organizational commitment(low organizational commitment, high organizational commitment, and middle organizational commitment). Second, Randomforest performed better than other techniques. Third. randomforest result revealed that main factors affecting job satisfaction were the annual earned income, year of birth, communication and trust relationship between the company and the worker, overtime work, stress and etc. For organizational commitment, communication and trust relationship, annual earned income, year of birth and overtime work were selected. Finally, based on the results, this study suggested implications to improve the employees’ job satisfaction and organizational commitment.

The phenomenon of high employee turnover in the Micro, Small, and Medium Enterprises (MSMEs) sector, including at the Gurilem Tofu Factory in West Bandung Regency, is the main focus of this study. The high rate of employee turnover is considered to have a negative impact on operational efficiency, internal stability, and overall business sustainability. High turnover creates uncertainty in production rhythms, increases training costs for new employees, and decreases productivity. Based on these conditions, this study was designed to answer three main research questions: what communication patterns are implemented by business owners, to what extent is the relationship between effective communication and employee turnover, and what strategic recommendations can be implemented to improve communication patterns in order to reduce turnover rates. The purpose of this study is to identify, analyze, and evaluate the communication strategies of business owners in building more stable, harmonious, and productive work relationships. This study is based on the theory of effective communication which includes five main indicators, namely: understanding, enjoyment, influence on attitudes, improving interpersonal relationships, and encouraging action. In addition, the theory of employee turnover is used as a foundation to understand the factors causing resignation intentions, such as job dissatisfaction, lack of recognition, and limited development opportunities. The approach used in this study was descriptive qualitative, with data collection methods including in-depth interviews, direct observation, and documentation with the owner and two employees. Triangulation techniques were applied to ensure the validity and reliability of the data. The results indicate that the communication patterns implemented by the business owner largely met the criteria for effective communication, such as delivering clear instructions and using polite language. However, obstacles remained, such as a lack of firmness regarding disciplinary violations and a lack of initiative in building team cohesion, which contributed to the high turnover rate.

Hotel industry was known as a company with a very high turnover intention (Boella, 2013,p.167). High employee turnover could lead to the emergence of various problems, such as shortage of employees, expenditures for recruitment fees, the cost of training new employees, inefficiency, and productivity (Uludag, 2011,p.1). Factors causing employee turnover was increasing the intention to move to another hotel. It was called turnover intention. The increasing of turnover intention was going to be affected by organizational commitment (O'Fallon, 2011,p.451). Organizational commitment consists of value commitment, effort commitment, and retention commitment (Lee, 2012,p.869-870). This study aimed to analyse the influence of organizational commitment to employee turnover intention at Melawai hotel in Jakarta. The organizational commitment included value commitment, effort commitment, and retention commitment. The research used descriptive methods, cross-sectional, data collection techniques by distributing questionnaires, and interview. Descriptive method, the research analysed the relationship between variables. Cross sectional because it’s only held in April 2015 up to April 2016. The questionnaires were distributed to 80 (eighty) employees of Melawai hotel in Jakarta. Questionnaire was divided into two parts. The first part consisted of respondent profiles. It included age, gender, status, length of work, division and job position. The second questionnaires were about organizational commitment (independent variable) and turnover intention (dependent variable). The questionnaires measured organizational commitment was found by Porter at al. (1974). It used Likert scale 4 points, the point of 1 was for strongly disagree and the point of 4 was for strongly agree. Data analysis method was validity and reliability test, descriptive analysis, Pearson correlation and simple linear regression, used SPSS 20 for windows (Santoso, 2014,p.163-380). Sampling used accidental sampling method. The employees filled in the questionnaires from the level of operational staff up to managerial level (supervisor and manager). Interview has been completed for probing information deeply. The research was in Melawai hotel. The study concluded that turnover intention was affected negatively associated by value commitment, effort commitment, and retention commitment. In other words, the organizational commitment was negatively associated with turnover intention. The study found that value commitment, effort commitment, and organizational commitment were associated with turnover intention significantly. But retention commitment wasn’t associated significantly to turnover intention. Keywords—Organizational commitment, turnover intention, employee, and hotel.