Employee Departures Research Articles

Intelligent security sanitizing gate

ABSTRACT It is very difficult to keep track of employee attendance manually. In addition to the length of time that the registration process takes, there are still chances that some errors may occur. It’s easy to put an end to errors, save time and eliminate hassles with a dedicated attendance recording app that automates the process. With these tools, you can track employee entry and exit processes, keep a record of hours worked, manage employee overtime, half-offs, days off, and much more. In this research paper, a gate has been proposed through which employees’ departure and attendance are calculated. Prevent any unwanted person from entering at the same time, a unit can be added through which individuals are sterilized for the Prevention of viruses. The proposed system showed high efficiency in recording the attendance and departure of employees and preventing any unwanted person from entering. The raspberry pi 4 model/ 8GB is used and Practical tests were conducted and applied to the system of employees in one of the educational institutions and proved highly efficient.

Development Of Employee Attendance Control System Based On Google Maps Range (Case Study: Cv. Dhivatech Consultindo)

Employee attendance is data that shows the daily attendance of employees in a company. Data that can be generated from an employee's absence is the time of arrival and departure of employees as evidence of attendance at work in the office. Then, employees who do not come to work can also know their status whether the person concerned has permission or is sick. Attendance system on CV. Dhivatech Consultindo is currently still manual, the leadership confirms the presence of employees who are present at the office. Then later enter the attendance data into the company's internal attendance system. Only the leadership has access rights to enter attendance data into the company's attendance system. This system is considered less effective and efficient. In addition to increasing the workload of the leadership. Attendance is also often hollow or empty when the leader is unable to carry out the attendance process. With an employee attendance system based on the Google Maps range, it is the employee who will carry out the attendance process himself so that the attendance process can be faster, more precise, and accurate.

Skill-biased acquisitions? Human capital and employee mobility in small technology firms

The purpose of this study is to investigate the relationship between acquisitions and mobility of knowledge workers and managers in small technology companies and how individual skills and capabilities moderate this relationship. Relying on the matched employer–employee data of the Swedish high-tech sectors from 2007 to 2015, we find that acquisitions increase the likelihood of employee departures, mainly in the form of switching to another employer, but that these acquisition effects are weaker for employees with technological competences. By contrast, the acquisition effects are found to be weaker for employees with managerial competences only when acquirers have a strong employee retention motive. When acquirers do not have a strong retention motive, managers, compared to other employees, are more likely to exit the (national) labor market after acquisitions. Our results suggest that the retention motive is a critical condition to explain post-acquisition employee turnover. Both technological and managerial competences are the types of human capital valued by acquirers when they have a strong retention motive.

Empirical study on knowledge sharing practices of it sector managers in telengana region

An online questionnaire was used to collect data from 203 information technology managers in the Telagana region about their knowledge-sharing procedures and their organization's overall success. Model validation and hypothesis evaluation relied on data analysis via structural equation modelling. According to the data, there appears to be a strong connection between the model structures. Because of this, we have gotten a better understanding of the elements that impact knowledge exchange in the information technology sector. A beneficial influence on an organization's performance in terms of cost savings, revenue growth, and other intangible benefits can be deduced from these researches. Using the conclusions of this study, the IT industry can benefit from better information-sharing practises. To help practitioners improve their knowledge-sharing procedures within their own businesses, this study provides critical information. Web 2.0 and other knowledge-sharing technologies, for example, should be prioritised by management in their IT infrastructure to allow both tacit and explicit information interchange. According to the findings, businesses can pass expert knowledge to younger generations of employees via knowledge-sharing events. That means organisations in the information technology field can benefit from this approach by better retaining employee expertise and reducing employee departures.

Age separation and voluntary turnover: Asymmetric effects for collective turnover rates and individual turnover intentions depending on age

AbstractThe aging population implies a wider age range within a workforce, increasing the risk of age diversity as separation (the clustering into age‐based subgroups), which is considered a turnover stimulator. We provide a new theoretical perspective to age diversity and turnover research, arguing that age separation may not only increase turnover through perceived age discrimination (i.e., a self‐categorization perspective), but can also reduce it through increased perceived belongingness (i.e., a social identity perspective). Following the idea of asymmetric diversity effects, we propose the workforce's average age as a crucial moderator. A longitudinal sample of 2,393 Belgian organizations (2012–2015) reveals that firm‐level age separation stimulates firm‐level collective voluntary turnover, but only in firms with an older average age (Study 1). Data from a representative sample of 4,764 employees from six European countries are consistent with the idea that perceived age separation stimulates aging workers’ turnover intention through increased perceived discrimination and reduced belongingness, and reduces younger workers’ turnover intention through increased belongingness (Study 2). These findings support that age diversity conceptualized as separation is not as unmistakably detrimental for turnover as previously assumed and affects younger and older employees and workforces differently. From a practical perspective, understanding the role of age in the age separation–turnover relationship may help organizations to prevent the loss of valuable knowledge through the departure of both older and younger employees.

KNOWLEDGE MANAGEMENT AND DOWNSIZING: IMPLICATIONS FOR ORGANIZATIONAL PERFORMANCE

Downsizing as a corporate restructuring strategy aims to reduce significantly the number of employees in order for the company to adjust to the reduction of revenues resulting from the influence of environmental factors. Workforce reduction is most often implemented during economic crises, which is why it is associated with ambivalent outcomes. Reducing the number of employees through reducing the budget for salaries can have a favorable impact on reducing costs and thus enable the company to operate in the short term. The departure of employees from the organization is associated with a potential loss of organizational knowledge that can reduce the company’s competitiveness and have a negative impact on business. The purpose of this paper is to identify the impact of workforce reduction on knowledge management and organizational performance. A questionnaire filled out by managers from 75 companies was used to collect data. Correlation analysis and multiple hierarchical regression were applied to determine the relationship between the observed variables. The results showed that downsizing has a statistically significant and negative impact on organizational performance. Knowledge management has a positive impact on organizational performance and reduces the negative impact of workforce reduction on organizational performance during the implementation of downsizing. The obtained results give clear practical guidelines to managers that downsizing can have negative consequences on organizational performance if the protection of organizational knowledge is not taken into account and that managers must focus on knowledge in order to preserve potential for competitiveness and performance. The obtained results have a much broader significance in all those situations (restructuring, digitalization, business model change, etc.) in which the company needs to reduce the number of employees.

코로나19에 따른 피트니스센터의 위기대처 및 극복과정 탐색

Purpose: The purpose of this study is to explore theoretical modeling for Crisis Response and Overcoming Process of fitness centers in the situation of COVID-19 by the grounded theory approach.BR Method: To attain the goal, a total of 8 research participants were selected. They are information providers of the study and representatives & business executives who currently operate a fitness center. The analysis of the data was produced based on the observation reliability of 3 independent researchers who are professors of sport studies or qualitative research expert.BR Results: First, the casual condition appeared in two aspects: internal and external urgent development, refund request, and re-registration opacity. Second, the context was the influence of the media, the temporary closure status, and the frequent departure of employees. Third, the phenomena appeared as a sudden drop in sales and psychological instability. Fourth, intervening conditions were found to be extrinsic and intrinsic. Fifth, the interaction was expressed as a total effort in providing content to customers, restoring trust with employees, and managing and managing finances. Sixth, consequences appeared as a shift in the fitness industry, changes in operating patterns, and new non-face-to-face efforts.BR Conclusion: Through the results of this study, it is possible to closely examine the crisis response methods and the overcoming processes of fitness center managers in the COVID-19 situation.

Hedge fund investor activism and human capital loss

AbstractResearch summary: Prior research suggests that hedge fund activism can benefit targeted firms. We explore a potential negative side‐effect of hedge fund activism: the unwanted loss of human capital in targeted firms. We find that firms targeted by hedge fund activists experience a greater departure of valuable employees compared with a matched sample of non‐targeted firms. Further, the positive effect of hedge fund activism on firm performance is stronger when firms experience a lower departure of valuable employees. These results suggest that hedge fund activism can lead to the unwanted loss of human capital, which may reduce the otherwise positive performance effect on targeted firms. These findings contribute to research on investor activism and human capital.Managerial summary: Hedge fund activism has been shown to benefit shareholders of targeted firms. We investigate a potential negative side‐effect of hedge fund activism: the unwanted loss of human capital in targeted firms. We find that targeted firms experience a greater departure of valuable employees when attacked by hedge fund activists, and that the positive performance effect of hedge fund activism is greater if that departure is smaller. Our results, together with additional analyses, are consistent with our argument that valuable employees decide to leave firms targeted by hedge fund activists to reduce the potential uncertainty and adversity for their careers, and that this human capital loss can harm firm performance. Our study has important implications for firms facing the potential prospect of hedge fund activism.

Organizational Innovation in High-Tech Companies in the Ústí Region (Czech Republic)

Employee skills are a source of sustainable competitive advantage. Organizational innovation introduced and managed by company management has a strong influence on the development of innovation capacity. This article follows these innovations in the phases of the employee's life cycle - recruitment, onboarding, retention, development, and departures of employees. The aim is to assess the use of innovative organizational tools. This is done by investigating companies in the high-tech sector in the Ústí Region. There were shortcomings in the recruitment process, the use of more traditional employee retention benefits, and insufficient training programs. In connection with the shortcomings, the inadequate size of the monitored companies is considered.

Содержательный анализ дефиниций и современных подходов к удержанию работников в организации

Цель : провести анализ категории удержания работников в организации с учетом актуальности данной проблемы в настоящее время. Об суждение : негативные последствия явления текучести кадров освещены в научной литературе по экономическому профилю с разных углов зрения, при этом теоретическая и эмпирическая база о том, что предшествует уходу сотрудников из организации, разработана недостаточно. Текучесть кадров и вытекающие из нее проблемы для организации не могут рассматриваться в отрыве от мер, которые способствуют или уходу сотрудников, или сохранению устойчивости количественных и качественных параметров организации. На проблему удержания существуют две основные точки зрения. Одна из них заключается в исключительно негативных последствиях ухода сотрудника из организации – исследователи перечисляют объем ущерба, который несет организация вследствие этого (финансовые, временные, человеческие, интеллектуальные потери, ухудшение психологического климата в коллективе), – об этом пишут отечественные авторы Т.Ю. Базаров и Б.Л. Еремин (2002), Китаевская О.Н. и Картушина Е.Н. (2014), Д.Г. Кучеров и Е.К. завьялова (2012), зарубежные исследователи J. Hale (1998), Sunil Ramlall (2003), Leen Sawalha (2019), авторы блога кадрового агентства Robert Half (2020). Другая точка зрения состоит в том, что повсеместное применение мер по удержанию по отношению ко всем сотрудникам может навредить продуктивной деятельности организации. В частности, этой точки зрения в основном придерживаются рекрутеры, руководители компаний, основываясь на практическом опыте функционирования организаций. Авторы пишут о том, что отсутствие обновления коллектива в течение многих лет может приводить к его «окостенению» (то есть формированию процессов застаивания, невозможности развития и т.д.); удержание некоторых категорий сотрудников нецелесообразно – например, токсичные сотрудники, «сотрудники-звезды», молодые сотрудники на раннем этапе своей карьеры (причина в том, что поиск «своего» места – закономерный процесс на этом этапе карьеры) и т.д. Среди таких работ можно выделить материалы Ю.забазарных (2018), Е. Витчак (2018), Д. Пантюх (2018), Corine Buers, Kasia Karpinska, Joop Schippers (2018), Henry R. Young, David R. Glerum, Wei Wang, Dana L. Joseph (2018). Роль и значение удержания сотрудников для развития организации признается в работах и российских, и зарубежных авторов, однако есть различия в трактовке причин, которые побуждают сотрудников уходить из организации. В частности, отсутствие доверительных отношений с руководителем и неиспользование преимуществ организации в формировании ее бренда (внутренний маркетинг) особенно подчеркивают зарубежные исследователи. Также, по их мнению, наиболее продуктивной является стратегия, при которой основное внимание необходимо уделять процессу отбора и найма для профилактики ухода и необходимости удержания. Тогда как работы российских авторов в основном сосредоточены на этапе принятия решения сотрудником об уходе – какие шаги предпринять, чтобы повысить его лояльность и мотивацию к дальнейшей работе в штате. Результаты : в статье предложен сопоставительный анализ проблемы удержания в российской и зарубежной литературе, а именно: актуальность разработки вопроса удержания, трактовка термина «удержание сотрудников», причины ухода сотрудников из организации. Систематизировано представление об удержании сотрудников как о комплексном явлении, которое необходимо рассматривать как со стороны работодателя, так и со стороны сотрудников. Сформированы способы удержания работников в соответствии с возможными причинами ухода.

When suppliers shift my boundaries: Supplier employee mobility and its impact on buyer firms' sourcing strategy

AbstractResearch summaryBuyer firms respond to supplier employee mobility by reshuffling work among suppliers. However, the extant literature has not considered plural‐sourcing firms which can bring work back in‐house. In this paper, we develop a governance framework in which buyers engage in a comparative assessment of the costs associated with different sourcing modes following supplier employee mobility. Due to the imperfect transferability of social capital and associated uncertainty, buyers face increased contracting costs when supplier employees move. This prompts plural‐sourcing buyers to increase their reliance on insourcing when the costs of adjusting in‐house capacity are relatively low and when the costs of switching to alternative suppliers are relatively high. The analysis of data on patent prosecution activities and patent attorney mobility provides support to our theory.Managerial summaryThis study provides a decision framework for buyer firms when their suppliers experience employee departures. Buyers may choose to (a) stay with the suppliers suffering employee losses or (b) follow mobile employees to their new suppliers. However, in both cases contracting becomes more difficult due to the disruption in supplier relationships or the need to work with new suppliers. There is a third option (c) though which is to bring work in‐house. We explain that buyers opt for option (c) when it is easy to expand in‐house capacity and when the costs of switching to alternative suppliers already in use are relatively high. Thus, supplier employee mobility may lead buyer firms to adjust their reliance on outsourcing even when there are no buyer employee departures.

Retaining skilled employees: A human capital model with innovation and entrepreneurship

In his seminal paper, Becker argues that firms never invest in general human capital in a frictionless labor market. Nevertheless, empirical evidence shows the opposite. This paper sheds light on this puzzle by developing a principal–agent model with human capital investments. The novel feature of the model is that specific human capital increases the agent's probability to innovate. Innovation brings the opportunity of entrepreneurship, which means losing a skilled agent for the principal. The results show that higher entrepreneurial income increases the risk of employee departure and the principal may use general human capital investment for retention.

Impact of Talent Management Practices on Turnover Intention of IT Professionals

Several academics from both industry and academia have taken an interest in the field of Talent Management because of the high attrition rate and fierce rivalry for the recruitment of brilliant and qualified individuals. The past two decades have seen Talent Management emerge as the dominant approach to directing an organization's human resources. Attrition rates have been on the rise despite companies' best efforts to pursue various approaches in People Management. The rising number of employee departures is a major problem for businesses nowadays. In this research, we looked at how Talent Management techniques (namely, Talent Identification and Organizational Career Management) affect employees' propensity to leave their current companies. Companies are trying to differentiate themselves via creative Talent Management techniques, but the competition for talent and the scarcity of competent experts make it difficult for any one company to hold on to its most productive employees.

Managing Talent Loss in the Procurement Function: Insights from the Hospitality Industry

This paper sought to extend the existing talent management literature through an exploratory investigation of talent loss resulting from the possible departure of talented employees from the procurement function of hotels. Through a multiple case study of five organizations in the hospitality industry, we found that the departure of talented procurement managers disrupts supply chain operations and leads to a loss of valuable explicit, tacit, and relational knowledge. Procurement managers were found to hold critical skills and knowledge that are essential for the case organizations. Hence, more proactive management strategies were adopted. Managers seeking to minimize the negative impact of talent loss in the procurement function would be well-advised to treat this procurement function as a strategic one and to adopt proactive and documented management strategies. Firms should be aware of the type of important knowledge and of the importance of aligning their strategies with such knowledge. To retain relational knowledge in case of talent loss, strategies should be designed to reduce the firm’s reliance on personal contacts and emotion-based trust in supplier relationships. We concluded the paper with implications for future research and managerial practice for managing talent loss, with an emphasis on sustainability in the hospitality industry.

Destructive Creation at Work: How Financial Distress Spurs Entrepreneurship.

Using U.S. Census firm-worker data, I document that firms' financial distress has an economically important effect on employee departures to entrepreneurship. The impact is amplified in the high-tech and service sectors, where employees are key assets. In states with enforceable noncompete contracts, the effect is mitigated. Compared to typical entrepreneurs, distress-driven entrepreneurs are high-wage workers who found better firms, as measured by jobs, pay, and survival. Startup jobs compensate for 33% of job losses at the constrained incumbents. Overall, the financial inability of incumbent firms to pursue productive opportunities increases the reallocation of economic activity into new firms. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.

Who Should Select New Employees, Headquarters or the Unit Manager? Consequences of Centralizing Hiring at a Retail Chain

ABSTRACTWe examine how changing the allocation of hiring decision rights in a multiunit organization affects employee-firm match quality, contingent on a unit's circumstances. Our research site, a U.S. retail chain, switched from a decentralized hiring model (hiring by business unit managers—in our case, store managers) to centralized hiring (in this study, by the head office). While centralized hiring can ensure that enough resources are invested in hiring people aligned with company values, it can also neglect the unit managers' local knowledge. Using difference-in-differences analyses, we find that the switch is associated with relatively higher employee departure rates and, thus, poorer matches if the business unit manager has a local advantage; that is, if the store serves repeat customers, serves a demographically atypical market, or poses higher information-gathering costs for headquarters. In these cases, the unit manager may be more informed than headquarters about which candidates best match local conditions.Data Availability: The analyses presented in this study are based on data shared by a U.S. retail company. The data are confidential, according to a nondisclosure agreement between the company and the authors.

Turnover behavior among US government employees

High employee turnover is a critical policy issue for public managers to solve. The US government is concerned about slowing turnover rates, which have accelerated from 14–15% to more than 18% since the Great Recession. Explanations for increases in employee departure are more difficult to pin down. The expected wave of baby-boomer retirements did not materialize and cannot explain turnover. The impact of the Great Recession on employment makes it more difficult to theorize about the relationship between employee–organizational fit and turnover. This study analyzes US government employees’ turnover using data from the 2003, 2006, 2010, and 2013 editions of the National Survey of College Graduates. The data provide a unique opportunity to study cohorts of US government workers before and after the recession. Statistical models of employee turnover focus on comparing the factors that lead to employee departure. The exodus of workers from government offices can be explained more by the fit between the individual and organizational needs than by a mismatch between the skills required in the job and the needs of the organization. The results show that when there is a mismatch between individual skill level and the skills in their job, individuals are more likely to move within government. Workers that made job changes after the recession (2010–2013) had a greater gap in organizational fit than those that made job changes prior to the recession (2003–2006). Points for practitioners This study describes turnover in public organizations and provides conclusions showing how managers can minimize the risk of turnover to ensure effective government. Public managers should modify management policies to meet the needs of modern-day employees and make the government more resilient within changing work environments. Organizations can begin to mitigate turnover rates during hiring by matching employment opportunities with the job skills and expectations of candidates through careful hiring, appropriate placement, and providing employee training and support.

A Literature Review on Employee Retention with Focus on Recent Trends

Employees are the most important, valuable and productive asset of an organization and retaining them is one of the toughest challenges for the managers. As the replacement cost of key employees involves huge turnover, there is a need to develop a fully integrative retention policy to tackle such type of problems. The objective of this study is to critically analyze the various works done in the field of employee retention and highlight factors responsible for employee departure and retention initiatives followed to retain them. As the study is descriptive in nature, a number of secondary sources are explored to synthesize the fragmented knowledge and present the literature review in a concise format. As the ever-changing technology, stiff competition, and globalization has brought human resources at the forefront in organizational roles, no organization wants to lose their talented employees. The literature review will present traditional retention techniques followed as well as contemporary techniques used to retain the employees. Also, more emphasis will be put on the factors such as leadership style of superiors, ability to exercise control with respect to decision-making and problem-solving, desire for career advancement and skills development, flexible working and ever increasing aspiration on retention of key employees.

Positive Turnover versus Employee Retention at Egyptian Hotels

It is widely known that has a negative impact on organizations, as it refers to the rate at an organization loses employees. On this ground, it was a stigma associated with any organization to get a high rate. Hence, the term employee retention was developed as an opposite technique to turnover, as it refers to all practices and policies that the organization deploys to encourage the employees to stay at the organization. However, recent researches have pointed out that there are different types of turnover, and not all of them are negative. These types are due to the reasons, ranging from termination of poor performance employees and replacing them with more qualified ones which is known as positive turnover to departure of high skilled employees who decides to move to other organizations. This research aims at evaluating to what extent Egyptian hotels use positive strategies versus Retention strategies. A questionnaire was directed to five star hotels human resources managers in Sharm-Elshiekh. Collected data was analyzed statistically. The research revealed that hotels management needs to identify positions, profiles and skills are most important to them and when is most detrimental to their organization.

Employee Departure Costs and Capital Structure Decisions

I show that the risk of incurring large employee departure-related costs, unrelated to trade secret-related costs, impacts firms’ capital structure decisions. I proxy for these costs with the cross-industry labor mobility of a firm’s workers using a novel dynamic textual measure for this mobility based on network centrality. When firms face a higher risk of employee departures to firms in other industries, they maintain a lower debt ratio, hold more cash, and pay less dividends. The effect of cross-industry labor mobility on firms’ capital structure is stronger for firms with more workers who are skilled or in managerial occupations, firms in labor-intensive industries, firms with greater hiring costs, financially constrained firms, and when workers have lower switching costs. Conversely, the effect of cross-industry labor mobility on firms’ capital structure is weaker for firms in industries with higher relative performance and valuations. To infer causality, I make use of several different exogenous shocks to employee departure and job switching costs. Overall, my findings imply that firms choose more conservative financial policies when they face a greater risk of incurring large employee departure costs.