Causes Of Turnover Research Articles

Effective Strategy for Solving Voluntary Turnover Problem among Employees

Managing high employee turnover is critical for any organization in order to stay competitive. This paper attempts to discuss the key factors that may contribute to employees’ voluntary turnover behaviour. This study recommends that the white goods company improves on the mechanisms for addressing the causes of employee turnover to improve employee retention. This study can help to determine some of the factors that can affect employee turnover. This study may propose to top management of the white goods company a better solution in dealing with the problem of employee turnover.

Misconceptions Of Employee Turnover: Evidence-Based Information For The Retail Grocery Industry

Employee turnover rates are higher in the retail grocery industry in comparison to other industries. This level of turnover produces demoralizing effects on the grocery industrys profitability. The lack of evidence-based information regarding causes of employee turnover may result in senior level leadership within the retail grocery industry formulating retention strategies based upon conjecture. Basing retention strategies on turnover misconceptions may be costly and actually fail to reduce turnover. For these reasons, this study sought to fill the knowledge gap by providing the grocery industry with evidence-based information on the topic of employee turnover. In an effort to provide a better understanding of the factors that support an engaged workforce, data from 151 frontline retail grocery employees gathered perceptions of their work environment, burnout, and turnover intentions. The participating employees represented one grocery chain in Western New York. The key finding was that value conflicts have a strong, statistically significant relationship with cynicism, which in turn increases the likelihood for employee turnover. Making use of this evidence-based information may help in creating strategies for a more engaged workforce and retaining the most valuable employees.

Employeess Turnover at Latex Foam Company Limited in Ghana

This Article looks into the topic: Employees turnover at Latex Foam Company Limited in Ghana. An alarming employee turnover at the company has prompted the researcher to look into the causes of employee turnover at the company. A thorough research into the causes of employee’s turnover at the company reveals that employees leave the company because of better opportunities elsewhere and job dissatisfaction resulting from inter-departmental squabbles, lack of employees/subordinates participation in decision making, bored with the day-to-day work, lack of communication flow and high level of formalization. Higher rate of pay, more value benefits packages and better long-term career opportunities, elsewhere are some of the pull factors causing some of the employees to leave the company. Some of the employees leave because of unavoidable and involuntary reasons/factors Looking at the effect the employees’ turnover has on the costs, productivity and operations in general, such as increased costs of staffing and training; dwindled market share; disruption of business units operations and increase work load; and decrease in productivity, of the company, a number of solutions have been given, which is meant each category of the factors (Push factors, pull factors, unavoidable turnover and involuntary turnover) causing turnover in the company It is the fervent hope of the researcher that in future other researchers will either delve very deep into the topic and or continue from where the researcher ended.

Empirical study on the role of Procedural Justice in Performance appraisal on Turnover Intentions Mediating role of Organizational Politics

Purpose: The purpose of the study to examine the relationship of Procedural Justice in Performance appraisal on Turnover Intentions. Fair performance appraisal of the employees. Design/Methodology/Approach: It analyzes a combination of Hr practices and its application on the Management issues to enhance the productivity and overcome the turnover ratio. The framework particularly focuses on the application and usefulness of Organization Development (OD) by identifying different causes of turnover. Findings: The model sufficiently addresses the results accepted the entire hypothesis and there is significant relationship between variables. Originality/value: The existing studies contribute to establish performance models and the introduction of their concepts into the management issues. Focusing on the crucial variable Politics as mediator in the study.

Employee turnover in hospitality industriesA study of service staff

Employee turnover has been and continues to be a particularly prolific area of research, with many publications on the topic. Evidence suggests that turnover in hotel industry is triggered by dissatisfaction with such factors as relationships with supervisors, job content, working conditions, work timings, size of restaurants, salary and other benefits etc. In this paper the author intends to find out the causes of turnover in hotels serving food to customers, and discover suitable measures to overcome the problems. For this the data has been collected from selected hotels in Jalgaon City through schedules particularly from member of staff serving at table. The results provided significant evidence to justify increased emphasis on staff retention strategies and the creation of healthy work environments for serving staff.

A Method for Determining the Causes of Salesperson Turnover

AbstractWhen a company experiences substantial turnover in its salesforce, efforts to determine the causes of turnover by terminal inteview often are inadequate because the salespeople who leave may bias their answers in order to get good job recommendations for other positions. This paper presents an alternative method for determining the causes of high salesperson turnover rates.

The importance of social exchange to nurses and nurse assistants: impact on retention factors

The purpose of this study was to test the norm of reciprocity by examining relationships between perceived organisational support (POS), the quality of leader-member exchange (LMX) and psychological contract breach (PCB) and important nurse retention factors identified in the literature. A major cause of turnover among nurses is related to unsatisfying workplaces. Previous research, mainly outside the nursing setting, found that social exchange affects employees' work-related attitudes. A cross-sectional survey was conducted on 217 nurses and nursing assistants to test and refine a model linking POS, LMX, PCB with job satisfaction, trust and turnover intentions. Hierarchical multiple linear regression revealed that POS, PCB and LMX explained significant variance in all three retention factors: job satisfaction (adjusted R²=0.502), trust (adjusted R²=0.462) and turnover intentions (adjusted R²=0.196). POS and PCB predicted most strongly job satisfaction (P<0.001) and trust (P<0.001 and P<0.01, respectively). LMX predicted most strongly intention to leave (P<0.01). In our study, POS, the quality of LMX and PCB were strongly related to job satisfaction, trust and turnover intentions. Nursing managers and leaders should recognize the importance of social exchange within their organisation to build trust, satisfy and retain scarce nurses and nursing assistants.

Impact of motivation principles on employee turnover

The article focuses on the analysis of motivation principles in human resource management and their further verification by factor analysis. The objective is to identify the main motivation principles and their impacts on employee turnover as well as formulate suggested practices to eliminate the negative impact of employee disaffection and turnover. The identification of motivation principles is based on a content analysis of professional and scientific publications aimed at motivation. The results and conclusions of this study were consequently verified by a quantitative survey, the data of which were statistically processed. As a suitable statistical analysis to assess the data from the survey, a factor analysis was chosen. The data for the factor analysis were collected and analysed based on two quantitative surveys focused on the causes of employee turnover. The results of both analyses proved and verified identical principles of employee management that affect job satisfaction and the decisions of employees to stay or leave their current job positions.

Why are they leaving? Causes of actual turnover in the Danish eldercare services

To investigate reasons for actual turnover among eldercare staff and to investigate changes in job design that could prevent turnover. Many Western countries have difficulties in recruiting healthcare staff to provide care for an ageing population. Knowledge on the causes of turnover among healthcare staff is therefore important. In a prospective cohort study (n=7025) baseline characteristics were compared for employees who respectively quit, retired and worked in eldercare at follow-up. Additionally, a survey was conducted among those employees who left their jobs during follow-up. Employees who quit their jobs (n=461) primarily stated that psychosocial work conditions caused them to quit, whereas retirees (n=265) primarily stated reasons related to health and physical job demands. Improvements in the time available for the contact with the elderly, increased skill discretion and improved social relations could prompt employees to reconsider quitting or retiring. Work in eldercare has some 'core' aspects that appear desirable to employees who quit or retired. Building on those aspects offers a strategy for enhanced recruitment potential. To reduce turnover managers should improve psychosocial work conditions in eldercare and ensure that physical demands do not exceed the capacities of employees.

Ensuring knowledge continuity and elimination of employee turnover in organisations in the Czech Republic

The goal of organisations is efficient management leading to the efficient use of time, the minimisation of errors and the improvement of the organisations’ productivity. The article focuses on the factor of knowledge continuity, which can contribute strongly to productivity enhancement and simultaneously eliminate the impact of employee turnover and subsequent loss of knowledge of its employees. The purpose is to reveal the current approach in Czech organisations with regard to the causes of employee turnover and knowledge continuity as a critical part of human resource management and to formulate relevant recommendation. The data evaluated here has been obtained through two primary surveys of managers in organisations in the Czech Republic. The outcomes reveal that efficient management, based on applying techniques of knowledge management and knowledge continuity management, may eliminate the negative impact of employee turnover on the loss of knowledge in organisations. The utilization of knowledge held by knowledge employees can contribute to the improvement of efficiency of individual processes and in turn the productivity of the entire organisation. For management to be efficient, managers have to use suitable methods of employee leadership and to create conditions that support knowledge sharing, transfer and preservation. If appropriate conditions are established, employee turnover does not need to lead to the loss of knowledge possessed by knowledge employees.

공군 조종사 직무만족수준과 이직의도에 관한 연구: 직무스트레스의 요인분석을 중점으로

Many pilots of the Korean Air Force(ROKAF) leave their jobs in order to move out to civilian airlines. Thanks to this considerable turnover phenomenon, the ROKAF faces a serious lack of air defense power. While the common understanding of this problem mainly talks about 'money' as the main cause of turnover, some pilots point out rather different issues. Many pilots say in a large-scale survey that they face serious job stresses not only from relative shortage of their income compared to civilian pilots, camp life, separated family conditions, overly loaded administrative works, but also from their professional flight trainings and low promotion rate to high ranks. The survey shows, however, at the same time, that the ROKAF pilots do not consider their job trainings and overall roles as the military pilots as the main factor causing the intention to turnover. A critical aspect of the pilots' job condition is many stress factors consistently affect overall job satisfaction level which stimulates the decision to turnover when they have to choose between the extension of military service as a pilot and moving-out to civilian airlines for new pilot's life. In other words, they accept the job difficulties as pilot in the military, but their long-term job satisfaction level is negatively affected by the job stresses.

Radiology Employees ‘Quality of Work Life in Tehran University of Medical Sciences Hospitals’ Radiology Departments

Radiology Employees ‘Quality of Work Life in Tehran University of Medical Sciences Hospitals’ Radiology Departments

Addressing Employee Turnover and Retention

Employee turnover and employee retention are inextricably linked; to control turnover is to enhance retention. Turnover is a relatively simple concept; however, considerable confusion often results when addressing turnover because of differences in how it is defined; that is, what is counted, how it is counted, and how the turnover rates are expressed. Turnover is also costly, although not enough attention is paid to its cost because so much of it is indirect and thus not readily visible. There are a variety of causes of turnover, some that can be corrected and some that cannot be avoided. Reducing or otherwise controlling turnover requires continuing management attention to its causes and constant recognition of what can and should be controlled and what cannot be controlled. Ongoing attention to turnover is an essential part of the department manager's role; every improvement in turnover is a direct improvement in retention, with eventual positive effects on the bottom line.

Employee turnover and maintaining knowledge continuity in large and small organisations

Determining the causes and consequences of employee turnover is necessary in order to maintain competitive advantage in today’s knowledge economy. For an organisation, an employee’s departure can mean the outflow of the knowledge that he or she possesses, and it is thus necessary to ensure its transfer in order to maintain knowledge continuity. The objective of the present article is to present the results of surveys on the causes of employee turnover and its perception by employers as possible knowledge loss. The impact of employee turnover on knowledge continuity was examined by combining quantitative and qualitative surveys. The differences between provable factors leading to an employee’s departure from small and large organisations provided a base for a follow-up survey focusing on the preservation of key knowledge in organisations dealing with turnover problems. One of the conclusions is that the threat arising from a departing employee with critical knowledge about the organisation is dependent on their ownership interest in the organisation, on the size of the organisation and on the sector of the economy. Today‘s knowledge-based organisations must be aware of the main causes and consequences of employee fluctuation in order to maintain competitiveness at this time of economic crisis.

An examination of employee retention strategy in a private organisation in Zimbabwe

Worldwide, a number of factors have been attributed to the increase in the level of employee turnover. The way people are paid, recognised and achieve salary advancement are critical factors in attracting, retaining, and motivating employees. The challenge for most organisations today is the formulation of an effective employee retention strategy that will help in retaining employees that are considered critical in attaining organisational goals. The prevailing hostile economic environment in Zimbabwe has made the formulation of a realistic retention strategy particularly difficult for managers in the face of an ever changing economic environment that is characterised by hyper inflation with a depleted labour market occasioned by skill emigration. This research was a case study of a major private sector medical laboratory company in Zimbabwe and was aimed at achieving the following objectives: identify the causes of employee turnover in the organisation, examine the current retention practices in the organisation, establish the effectiveness of the practices, and attempt a workable retention practice that could reduce the high rate of employee turnover in the organisation. Qualitative research design was employed using structured interviews as well as administering research questionnaire to all category of employees. The total population of the organisation nationwide comprised of 3820 employees with a sample size of 2240 respondents. The result of the research showed that labour turnover is higher amongst non-managerial employees. Similarly, majority of the employees would soon quit the organisation and lastly, the high rate of employee turnover in the organisation is largely attributed to poor reward system administration. Key words: Employee retention, employee turnover, retention strategy, volatile economic environment.

A rotatividade de enfermeiros e médicos: um impasse na implementação da Estratégia de Saúde da Família

The research analyzed the causes for turnover rate of doctors and nurses in family health strategy teams with at least two years of implementation on March 2006 in Vale do Taquari, Rio Grande do Sul State. It is a quantitative and qualitative study identifying 31 teams in 25 towns, and the turnover rate was established by year from 1999 to 2005 by professional category. There was no turnover for doctors and nurses in 1999 and 2000. Doctor turnover was 5.9% in 2002; 32.1% in 2003; 25.8% in 2004; and 64.5% in 2005. Regarding nurses, it was 27.7% in 2001; 47% in 2002; 17.8% in 2003; 41.9% in 2004; and 22.6% in 2005. The analysis of semi-structured interviews with 7 doctors and 7 nurses appointed as main causes for turnover: poor work links, fragmented education, authoritarian way of managing, no links with the community, and poor work conditions. Thus, it is necessary to make changes regarding labor links, work conditions, and education for health workers and managers, seeking for the integrality in health practices.

Growing Pains: How Employee Turnover Affects Firm Performance

According to conventional wisdom, the costs of employee turnover are substantial and something that firms should avoid. Yet the causes and consequences of employee turnover are complicated. There may be both positive effects from sorting among employees and negative effects from loss of valuable human capital. Maybe poor performance is cause for turnover rather than its consequence. This study attempts to disentangle sorting effects from the effects of human capital loss while controlling for reverse causality in a panel study of 3,033 Danish small and medium-sized firms 1995-2007. I compare fixed effect and GMM estimators and the results I report suggests substantial simultaneity bias (reverse causality) which invalidates fixed effect estimates. The substantive results suggest that sorting benefits and human capital loss are mechanisms that operate simultaneously.

Burnout in the Mental Health Workforce: A Review

There are enormous concerns regarding the recruitment, retention, training, and performance of the behavioral health workforce. Paramount among these concerns is turnover, which causes disruption in continuity of care, diminishes access to care while a position remains vacant, and poses financial hardship on the provider organization through costs related to recruitment, orientation, and training of a new hire. There is frequent mention of burnout within the literature and among behavioral health managers as a potential cause of turnover. However, there is no recent or comprehensive review of burnout that examines the evidence surrounding its validity, utility, and potential relationship to turnover. The purpose of this paper is to provide such a review by examining the construct of burnout, methodological and measurement issues, its prevalence in the mental health workforce, correlates of burnout, and interventions to decrease it. The implications for provider organizations and recommendations for future research are identified.

RX for excessive turnover: lessons in communicating a vision (part 2)

PurposeThe purpose of this paper is to investigate causes of high staff turnover among production workers at a large‐scale retail case meat processor. The paper aims to cover the field research that was subsequently conducted to determine if the relationship outlined in the hypotheses in part 1 of the paper could be confirmed and provide insight into the relationships.Design/methodology/approachThree hypotheses were developed to investigate six independent variables as possible factors of high job turnover. The research is based on a two‐step process consisting of a literature review and field research. The literature review served to establish empirical links among the variables and construct an appropriate questionnaire for the field research. The field research consisted of 38 employees (out of 475) completing a 41‐question survey. Individual interviews were also conducted with 20 of the 38 respondents.FindingsThe results demonstrate that the employees' organizational commitment affects employee turnover. The findings also suggest that organizational commitment can be improved through increased effective communication between management and employees and ensuring that the organization's vision is shared and understood by employees. The link between job satisfaction and turnover was not supported by the research.Research limitations/implicationsSample size was affected due to the limited availability of employees during production hours. Increased sample size would allow further investigation within specific departments and shifts. Additional research could also have been done on how the company's HR policy mandated from their US head office fits the needs of a Canadian based workforce.Originality/valueThe paper provides insight on the causes of employee turnover and low organizational commitment. The paper recommends four actions to address communication and vision sharing to improve organizational commitment and ultimately turnover.

Environmental change drove macroevolution in cupuladriid bryozoans

Most macroevolutionary events are correlated with changes in the environment, but more rigorous evidence of cause and effect has been elusive. We compiled a 10 Myr record of origination and extinction, changes in mode of reproduction, morphologies and abundances of cupuladriid bryozoan species, spanning the time when primary productivity collapsed in the southwestern Caribbean as the Isthmus of Panama closed. The dominant mode of reproduction shifted dramatically from clonal to aclonal, due in part to a pulse of origination followed by extinction that was strongly selective in favour of aclonal species. Modern-day studies predict reduced clonality in increasingly oligotrophic conditions, thereby providing a mechanistic explanation supporting the hypothesis that the collapse in primary productivity was the cause of turnover. However, whereas originations were synchronous with changing environments, extinctions lagged 1-2 Myr. Extinct species failed to become more robust and reduce their rate of cloning when the new environmental conditions arose, and subsequently saw progressive reductions in abundance towards their delayed demise. Environmental change is therefore established as the root cause of macroevolutionary turnover despite the lag between origination and extinction.