Management Turnover Research Articles

영업점 관리자 교체와 예산 톱니현상

영업점 관리자 교체와 예산 톱니현상

Five-Star Ratings and Managerial Turnover: Evidence from the Nursing Home Industry

The government-sponsored Five-Star Quality Rating System (FSQRS) aggregates multiple measures of nursing home quality into a standardized overall rating. Previous research has found that the FSQRS affected consumer demand and correspondingly motivated a strategic shift towards competing for higher ratings, most notably among nursing homes in more competitive markets. The primary objective of this paper is to provide evidence on whether it produced a complementary change in the weight placed on quality ratings in senior management retention decisions. Using the Florida nursing home administrator files from 2007 to 2013, our analysis reveals that the FSQRS motivated a substantial and significant increase in the sensitivity of administrator turnover to star ratings, particularly in more competitive nursing home markets.

Ratio Analysis of Emaar

This project aims to determine the performance of Emaar Properties PJSC using its financial statements for the year 2018 and 2019. The research shows various calculations and explanations to determine the performance of Emaar Properties PJSC. After calculating Liquidity Ratios, Asset Management Ratios or Turnover or Efficiency ratios, Profitability Ratios, and Solvency Ratios through this project we concluded that investors should invest in Emaar Properties PJSC.

Examining the pull, the push, and their simultaneous effects on managerial turnover

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

Top Management Turnover and Its Effect on Employee Absenteeism: Understanding the Process of Change

This study investigates the effect of top management turnover in public organizations on employee absenteeism, examining school principal turnover in public primary schools. While previous research has focused on the impact of principal turnover on school performance, we analyze how principal turnover influences employee absence. A longitudinal study of 481 employees is conducted. Findings indicate that managerial turnover at schools does indeed influence absence. Absence is particularly high after a new top manager has taken office, and especially for employees where the gap between resignation of one manager and another taking office is short. Findings also show that the absence effect of a new top manager diminishes over time.

Learning from Digital Failures? The Effectiveness of Firms’ Divestiture and Management Turnover Responses to Data Breaches

We examine whether firms learn from digital technology failures in the form of data breach events, based on the effectiveness of their failure responses. We argue that firms experiencing such technological failures interpret them broadly as organizational problems, and undertake unrelated divestitures and top management turnover to achieve better standardization and to remove dysfunctional routines. We test our hypotheses on unrelated subsidiary divestitures and chief technology officer (CTO) turnovers undertaken by 8,760 publicly traded U.S. firms that were at risk of experiencing data breaches involving the loss of personally identifiable information during the period 2005–2016. We find that data breaches significantly increase the hazard of unrelated divestitures and CTO turnover, and that these failure responses are sensitive to firms’ aspiration-performance feedback. However, whereas unrelated divestitures reduce the reoccurrence of data breaches, CTO turnover has no significant effect. Our findings suggest a corrective role of unrelated divestitures for failure learning, and the symbolic nature of CTO turnover as a failure response. Our study unpacks failure learning that hitherto has been inferred from a firm’s own failure experience and industry-wide failures, and highlights the interplay between the digital and nondigital components of a firm in the understudied context of data breaches. This work is licensed under a Creative Commons Attribution 4.0 International License. You are free to copy, distribute, transmit and adapt this work, but you must attribute this work as “Strategy Science. Copyright © 2020 The Author(s). https://doi.org/10.1287/stsc.2020.0106 , used under a Creative Commons Attribution License: https://creativecommons.org/licenses/by/4.0/ .”

Social issues of the State Border Guard Service of Ukraine personnel management

The article presents an analysis of the results of officers’ survey of the State Border Guard Service of Ukraine (SBGSU), which was conducted to study the current state of solving socially important issues for SBGSU servicemen that may cause staff turnover and problems in SBGSU personnel management. This problem is characteristic not only to SBGSU, but also of other law enforcement agencies of Ukraine and foreign countries. To this end, the works of scientists, data statistics reports from different sources were studied, as well as the survey of 112 servicemen who are serving at the SBGSU in different positions and in different areas of professional activity was conducted. Generalization and interpreting the survey results made it possible to find out about officers’ attitudes to service at SBGSU bodies and to assess the status of social issues solving. It is concluded that such circumstances are one of the main factors that a large number of servicemen do not want to continue contracts for military service at SBGSU after the first contract closure at a young age. It has a great importance for resolving staffing issues and determining which issues should be given greater attention in future, including the legislative level. This is important for search appropriate options for the content of the personnel policy and the social and legal support of SBGSU servicemen. Stability ensuring of the personnel will help to increase the general level of professional skill and correspondingly ensure the security of the state border, increase the effectiveness of counteracting illegal activities, management of the state border security in modern conditions.f the state border security in modern conditions.

Elections and CEO successions in Brazilian state-owned companies

Purpose – To study the impacts of elections and succession processes on SOE stocks. Design/methodology/approach – Through events studies we longitudinally investigate the impacts of political events (elections) and of succession processes on SOE stocks over more than 20 years. We also document changes in management, showing that SOEs face greater turnover in management than their private peers. Stock quotations were obtained from Economatica and company and executive data were retrieved from the B3 and CVM. Findings – There is some but not a general impact of elections and succession processes on SOEs. More recently, the impacts have increased. CEO turnover is greater in SOEs than in their private peers and changes in management are greater in cases of power shifts. Originality/value – We shed light on phenomena that happen frequently in Brazil: CEO successions in SOEs and political events impacting SOEs.

Management turnover, ownership change, and post-bankruptcy failure of small businesses

We provide the first analysis of management turnover and ownership change as determinants of post-bankruptcy failure of small businesses. Examining micro-level data on Slovenian firms that attempted bankruptcy reorganization and utilizing multiple empirical approaches, we find that changes prior to completed reorganization proceedings never reduce, and in the case of foreign incoming owners or insider incoming managers in fact increase, prospects of firm liquidation. Firm liquidation prospects robustly decrease only with changes that occur after completed proceedings, involve ownership transfer, and feature domestic incoming owners. These results continue to hold under an alternative conceptualization of firm failure. Our findings are consistent with the importance of disruption costs in the process of turning around ailing small businesses. Our analysis casts novel light on the ongoing debate about the consequences of debtor-in-possession rule in bankruptcy and the relevance of successor origin in management turnover and ownership change for firm outcomes.

Divest to Acquire

Are divestitures only an ex-post reactive correction of past inefficient acquisitions or are they also an ex-ante proactive strategy to enhance the value of future acquisitions? We find support for the latter. Firms engaging in divestitures before making acquisitions obtain higher abnormal returns, especially in large acquisitions. These findings are not explained by management turnover or activist targeting. We provide evidence that the ‘divest to acquire’ motive ensures better performance of subsequent acquisitions and argue that divestitures and acquisitions are both critical components of a proactive approach to creating shareholder value.

The driving force in corporate environmental governance

Purpose Due to environmental externalities, micro-enterprises with profit-seeking features do not develop sufficient motivation for environmental governance. In a fiscally decentralized system, local environmental protection authorities perform environmental supervision, and the intensity of the regulations that they implement has an important influence on corporate environmental governance. Based on the promotion tournament framework, this paper aims to discuss the driving mechanism of corporate environmental governance using turnover of environmental protection department directors (EPDDs) as an indicator. Design/methodology/approach Using samples of A-share companies listed on the Shanghai and Shenzhen exchanges from 2007 to 2014, this paper examines the impact of EPDD turnover on corporate environmental governance and its underlying mechanism. Findings The results show that corporate environmental governance exhibits a political periodicity that changes with the turnover of the EPDD, and the periodicity remains after controlling for the influence of changes in provincial party secretary and governor. Internal mechanisms analysis indicates that, without financial independence, local environmental protection departments rely on increasing sewage charges, not environmental protection subsidies, to promote corporate environmental governance. Further, considering heterogeneity among officials, it finds that the younger a new EPDD is, the more pronounced the periodicity of corporate environmental governance. However, there is no significant difference between in-system and out-system turnover. Originality/value In general, this paper describes the mechanisms of corporate environmental governance from the perspective of political economics, and the results have implications for the potential improvement of the government’s environmental supervision functions and the development of ecological civilization in China.

How does council–manager conflict affect managerial turnover intention? The role of job embeddedness and cooperative context

AbstractTurnover intention is an important yet underexamined concept in local government studies. Although the association between council–manager conflict and managerial turnover intention is well documented, the underlying mechanisms have not yet been elucidated. This study fills this research gap by analysing two variables in the relationship: organizational job embeddedness and cooperative context. Results from partial least squares structural equation modelling (PLS‐SEM) reveal that organizational job embeddedness mediates the link between task conflict and managerial turnover intention. The results also indicate that a cooperative context can moderate the negative indirect relationship between council–manager task conflict and managerial turnover intention.

Environmental Policy Uncertainty and Corporate Environmental Information Disclosure：Evidence from the Turnover of Local Environmental Protection Directors

Theoretically, the turnover of local environmental protection directors may not only make the environmental policy stricter and promote corporate environmental information disclosure, but also cause the environmental policy to be broken and inhibit corporate environmental information disclosure. To this end, based on the research perspective of environmental policy uncertainty, this paper selects heavily polluting enterprises in China’s Shanghai and Shenzhen Stock Exchange A-share from 2009 to 2017 as the research object, and examines the impact of the turnover in local environmental protection directors on corporate environmental information disclosure. The study finds that the turnover in local environmental protection directors has a significant positive impact on corporate environmental information disclosure, and the positive impact is not significantly different between state-owned enterprises and private enterprises, but the positive impact is declining over time. After cross-sectional analysis, it is found that the above-mentioned positive impact is mainly manifested in companies with low levels of marketization, close regulatory distance and poor environmental performance. In other words, when the marketization level is low, the positive impact is more significant, showing that the promotion can effectively compensate for the lack of the market mechanism; when the regulatory distance is long, the positive impact is significantly reduced, indicating that the promotion has a “distance attenuation effect”; when the environmental performance is poor, the positive impact is more significant, indicating that this promotion effect is stronger for companies of poor environmental performance. After examining the influence mechanism, it is found that the influence mechanism has heterogeneity of property rights, that is, the turnover of local environmental protection directors promotes the environmental information disclosure of private enterprises by increasing the intensity of environmental regulations and environmental subsidies, but promotes the environmental information disclosure of state-owned enterprises only by improving the intensity of environmental regulations. The conclusions expand the research on the driving factors of corporate environmental information disclosure from the perspective of the turnover of local environmental protection directors, and provide useful enlightenment for the relevant government departments to urge enterprises to assume the main responsibility of environmental governance.

Debt Contracting on Management

ABSTRACTChange of management restrictions (CMRs) in loan contracts give lenders explicit ex ante control rights over managerial retention and selection. This paper shows that lenders use CMRs to mitigate risks arising from CEO turnover, especially those related to the loss of human capital and replacement uncertainty, thereby providing evidence that human capital risk affects debt contracting. With a CMR in place, the likelihood of CEO turnover decreases by more than half, and future firm performance improves when retention frictions are important, suggesting that lenders can influence managerial turnover, even outside of default states, and help the borrower retain talent.

Cultural intelligence as a predictor of expatriate managers turnover intention and creative self-efficacy

PurposeThe purpose of the study is to investigate the relationship between cultural intelligence (CQ) and job satisfaction and its effect on creative self-efficacy and turnover intention within the expatriate manager community of the UAE.Design/methodology/approachThe study proposes a theoretical model that was tested using a survey instrument administered to expatriate managers working in multi-national organizations in Dubai’s Jabal Ali Free Trade Zone.FindingsThe results show that job satisfaction fully mediates the relationship between CQ and turnover intention. Furthermore, the results indicate that job satisfaction partially mediates the relationship between CQ and creative self-efficacy.Originality/valueThe study contributions to the literature on international business by examining how expatriate manager’s job satisfaction is affected by CQ and its effect on turnover intention and creative self-efficacy within the expatriate manager context, which is seldom investigated.

Going-concern opinions and corporate governance

This paper looks into the issuance of auditor's going-concern opinions and investigates how it triggers subsequent changes in corporate governance, specifically, the corporate control, executive compensation and management turnover. Using a difference-in-difference approach with the exogenous shock of Auditing Standard No. 5 (AS5) in 2007, we find that going-concern opinion leads to the decrease in blockholder ownership and institutional ownership, the reduction in CEO's cash compensation and total compensation, and the increase in the turnovers of top executives and auditors, indicating strong monitoring function of the auditors.

Why Do Women Struggle to Climb the Corporate Ladder? Evidence from Retail Frontline Managers

Today women are still struggling to climb the corporate ladder. While existing gender studies have focused on individual workers or C-suite executives, why men climb the corporate ladder faster than women remains a mystery. To fill this void in the literature, we explore gender differences and disparities in low-level management by empirically investigating the performance of frontline managers in a large sportswear retail chain. We observe a substantial performance gap between male and female managers—stores with male mangers generate 34.4% higher sales than stores with female managers. Meanwhile, we find male managers are more likely assigned to stores with high sales potential than female managers. After matching stores based on sales-potential characteristics, the performance gap becomes quantitatively and statistically insignificant. These results suggest that the seemingly large gender gap in managerial performance reflects the fact that store assignment is inequitable across genders. This interpretation is supported by a triple differences (DDD) estimation—we find no evidence that manager gender changes associated with manager changes affect store sales. We rule out an alternative hypothesis that differential manager ability across genders contributes to the gender gap. We conduct a maximum likelihood estimation of a discrete-time Markov chain that models the processes of store assignment and manager turnover, and we rule out the possibility that inequitable store assignment can be explained by a gender preference hypothesis. We develop a resource inequity index to measure gender inequity in store assignment and link it to the gender pay gap based on manager compensation data.

Rise from the Dead: An Empirical Analysis of Mutual Fund Manager Turnover, Demotion, and Rehiring

Rise from the Dead: An Empirical Analysis of Mutual Fund Manager Turnover, Demotion, and Rehiring

Collective turnover: organization design and processes or contagion effects?

PurposeUsing organization-level data, the purpose of this paper is to investigate whether and how turnover spreads at different job levels (i.e. managers, non-managers) and how vacancy rate and manager span of control precipitate continued turnover.Design/methodology/approachOrganization-level longitudinal data were collected quarterly from 40 Canadian organizations on various HR metrics from 2009 to 2012, totaling 232 observations. The authors used covariate balance propensity score (CBPS) weighting to make stronger causal inferences.FindingsThe organization-level data provided limited support for turnover spreading at different job levels. Instead, vacancy rate predicted subsequent non-manager turnover rates, whereas span of control predicted subsequent manager turnover rates.Practical implicationsThe implications of this research are twofold. First, to offset continued turnover among non-managers, it may be wise for organizations to fill vacancies promptly, particularly when unfilled positions affect job demands and resources of those who remain. Second, to minimize ongoing manager turnover, organizations may benefit from redesigning work units to have smaller manager-to-employee ratios.Originality/valueThis study adds to the collective turnover literature by demonstrating that organizational factors play a substantive role in predicting continued manager and non-manager turnover. Moreover, by using longitudinal data and CBPS weighting, this research allowed for establishing temporal precedence and greater confidence that these factors play a causal role. Lastly, this research highlights how the factors precipitating collective turnover differ between managers and non-managers.

Antecedents of project managers turnover intention: Psychological distress as mediator

The Infomation Technology (IT) sector is growing rapidly there are vast opportunities for the IT personnel. The success of any project depends on the skills of project managers. This study aims to address the behaviour of project managers and project team leaders that are working in software houses in Pakistan that how project managers and project team leads react when they have to deal with complex and riskier projects. This study explores the effects of project related factors (project risk and shareholder relationship) on the software houses project manager’s intention to leave their jobs and psychological distress. The mediating effect of intrinsic motivation is also explored. This study intends to overcome the existing gap, as in literature these variables relationship is not studied. It was a time lag study based on two online questionnaires for data collection. Data was collected from the project managers and project team leaders of the software houses. Total 40 software houses were used for data collection. The findings suggest that psychological distress mediates the relationship of project risk, stakeholder relationship and intention to leave. There was no significant mediating effect of intrinsic motivation. The results showed that project manager intention to leave depend on psychological distress. The data was collected from the software houses of twin cities of Pakistan. So its results cannot be generalized to all software houses operating in Pakistan. Data was obtained from software houses operating at large level that are involved in multiple projects, less data was collected from the software houses operating at small level. This study contributes to existing body of knowledge of project management. The findings of this study will help the owners of project based IT organizations to understand the project related factors contribution in developing project managers and project team leads intention to leave job and how these factors affect their mental health that can lead to negative effects.