Employee Turnover Research Articles (Page 1)

IMPACT This article shows that the opinions of local government practitioners are important for standard-setters because they have hands-on experience of applying the standards in practice. The authors also present a number of managerial implications, such as the importance of training and the impact of employee turnover. The challenges related to IPSAS implementation in small municipalities provide relevant and actionable insights for policy-makers and accounting standard-setters both within and beyond Poland. ABSTRACT Poland has its own national accounting standards for public sector financial reporting. The authors explored changes in attitudes of Polish local government practitioners towards international financial reporting standards (the IPSAS) versus the national standards through the lens of attitude theory, together with the role of national identity as examined in social identity theory. Over a three-year period (2021–2023), the divide between supporters of IPSAS and their opponents appeared to widen, with the percentage increase in opposition being somewhat higher. The research participants became more assertive in their opinions on the implementation of IPSAS. Respondents from larger communities tended to be in favour of IPSAS. The need for accrual reporting and national standards was understood, but there was little support for the IPSAS—mainly due to lack of knowledge about them. This opinion appears to have strengthened over time, showing that the role of national identity is relevant for countries that already have developed their own standards. However, in the case of Poland, nationalism only has a minor role in IPSAS adoption, and economic and practical factors are more important.

Purpose This study examines the impact of motivational tools on organizational commitment by using the Fuzzy Cognitive Mapping (FCM) method, which is a modeling method for complex decision-making. As a result, this study aims to provide managers with an evidence-based decision-support model for employee retention and enhancing organizational commitment. By revealing the causal relationships between motivational factors that affect organizational commitment and their relative weights of importance, the research analyzes the extent of the direct and indirect impacts created by various motivational tools. Consequently, businesses can strategically direct their resources to create the highest impact, significantly reduce employee turnover rates and achieve long-term workforce stability. Design/methodology/approach Using an FCM approach, the study models the causal relationships between motivational factors and organizational commitment. Expert judgments were incorporated to create a hierarchical structure of motivational attributes, which were analyzed through iterative simulations. Findings The study shows that “career and promotion opportunities” and “authority and responsibility” play the most significant roles in shaping organizational commitment. These are closely followed by “Income” and “Job Quality,” which are equally important. The findings highlight that employee motivation is a complex and interconnected concept, requiring a well-rounded approach rather than focusing on just one factor to drive improvement. Practical implications Businesses should strengthen organizational commitment by creating career paths that clarify progression criteria and timelines, encouraging decision-making authority within employees' areas of expertise, ensuring that roles become more diverse and meaningful through job enrichment programs, and supporting these efforts by offering competitive compensation and benefits packages. Originality/value This research is adopted to elucidate the dynamics of motivation and organizational commitment by employing FCM method to elucidate the dynamics of motivation and organizational commitment. In contrast to classical motivation theories, FCM has enabled the empirical modeling of the bidirectional, dynamic, and complex interactions between motivational factors, revealing that job security–traditionally considered a “hygiene factor”–plays a systemic role in amplifying other factors. The resulting causal map provides managers with a concrete, visual, and evidence-based decision support system for prioritizing resource allocation and intervention strategies.

Each company has different implementation of motivation and compensation according to the company's capabilities, one of which is implemented by Bank Syariah Indonesia KC. Kotamobagu. Motivation and compensation should be given to employees so that they have the spirit to work and welfare so that the company's goals and objectives are achieved. In the past year, employee performance has decreased resulting in a high employee turnover rate. This type of research is field research, while the research method and approach use qualitative methods with a descriptive approach. This study uses data collection techniques through observation, interviews and documentation. This study found several things. First, the application of motivation to employee performance, including direct motivation: providing direct encouragement, namely greeting, shaking hands, giving praise, giving a smile when meeting and parting, holding routine events to read the Qur'an to strengthen the mentality of employees, holding outbound activities, providing career paths, and holding training. While indirect motivation: upholding a sense of family, and providing office facilities. Second, the application of compensation to employee performance, including providing basic salary, office facilities, awards (rewards), and allowances. While the provision of bonuses is not appropriate. Third, the implications of implementing motivation and compensation for employees, namely employees feel happy, increasingly satisfied with their work, have a positive attitude. However, employee loyalty begins to decline because their performance also declines because their achievements are not properly appreciated, they should get 20% of the results of their achievements but only get 15%, so that the level of employee welfare is less guaranteed, employee discipline increases. Therefore, the implementation of motivation is appropriate but the provision of compensation such as bonuses is less appropriate. From these findings, this study concludes that the implementation of motivation is in accordance with the theory and needs of employees, but the compensation received by employees does not match the achievements that employees have achieved while meeting the targets seen from the evidence of the 2022 management system recap preview in the moderation management system criteria column shows that there are some that need to be fixed. Therefore, the implementation of compensation is not in accordance with the expectations and desires of employees, so that it affects employee performance to be unproductive in the past year, thereby increasing the employee turnover rate.

Employees are the fundamental source of a sustainable competitive advantage. Without the high quality of human capital, organisations cannot attain a competitive advantage that can be sustained over time. Employer branding is a strategy that focuses on engaging and attracting the best talent from the job market, which is crucial for sectors known for high employee turnover rates. In recent years, digital platforms and information technology systems have revolutionised employer branding by helping organisations connect with talent in more personal and innovative ways. In this study, we sought to explore and understand the role of LinkedIn in employer branding efforts and evaluate the benefits of using LinkedIn to brand an employer as the first choice for prospective employees. Additionally, the research proposes a LinkedIn-Integrated Employer Branding Model (LIEBM) that incorporates LinkedIn strategies. Qualitative data were collated from the recruiting heads of the leading four- and five-star hotels in Al Ain, United Arab Emirates. The findings indicate that LinkedIn is widely used to improve an organisation’s employer brand image through various strategies. The results also demonstrate that employing LinkedIn strategies enhances the benefits of employer branding, contributing to actionable insights in the hotel industry to make excellent decisions at pre-recruitment, recruitment and selection stages.

Orientation: The hospitality industry is known for its high employee turnover rates, which pose challenges to organisational stability and service quality. Human resource management practices play a crucial role in shaping employees’ job satisfaction, engagement and retention. Research purpose: Using empirical data from formally employed hospitality employees, this study examined how selected human resource management practices, notably training and development, teamwork, work-life balance and compensation, impact turnover intentions with psychological capital as a mediating variable. Motivation for the study: As a result of the labour-intensive and customer-oriented focus of the hospitality industry, high employee turnover rates are a continuous concern. Research approach/design and method: A structured questionnaire was administered using QuestionPro. Participants were identified using snowball sampling. One hundred and fifty respondents who are formally employed in the hospitality industry completed the questionnaire. Main findings: The findings of this study suggest that human resource management practices significantly enhance psychological capital, leading to lower turnover intentions. Organisations that invest in employee well-being and development should foster resilience, hope, optimism and self-efficacy, reducing the likelihood of voluntary turnover. Practical/managerial implications: The value of sound human resource management practices for hospitality establishments is a main implication, and management needs to develop strategies to retain talent in an increasingly competitive labour market. Contribution/value-add: The findings support the importance of strengthening compensation and benefit structures, fostering work-life balance, and leveraging teamwork as a retention strategy for hospitality establishments.

This study aims to analyze the factors that cause high employee turnover rates and their impact on improving human resource (HR) performance in the culinary industry. The research methods used include field observation, documentation analysis, and in-depth interviews with owners and employees of several culinary businesses. The results indicate that high turnover is caused by the absence of standard operating procedures (SOPs), a lack of training and competency development programs, and low work motivation due to a lack of recognition and welfare. High employee turnover has various negative impacts, including reduced team stability, increased recruitment and training costs, decreased customer service quality, and weakened productivity and operational effectiveness. Furthermore, the repeated adaptation process that new employees must undergo hinders the achievement of long-term performance targets. Therefore, a more comprehensive HR management strategy is needed, including the implementation of clear SOPs, improved employee welfare and motivation, and the implementation of ongoing training and retention programs to support the growth and competitiveness of culinary businesses amidst the dynamics of a competitive industry.

From incivility to bullying and harassment, poor workplace behavior covers a spectrum of behaviors. As many as 1 in 3 health professionals report experiencing bullying, costing the National Health Service £2.28 billion per year due to increased sickness, higher employee turnover, litigation, and lost productivity. This national survey highlighted the reality of workplace behavior and burnout in Gynecologic Oncology in the United Kingdom. An online peer-reviewed survey was distributed to all British Gynaecological Cancer Society members using Microsoft Forms. The survey ran from October 4 to November 16, 2024. Results were analyzed using Microsoft Excel (v 16.89). A total of 118 responses were received from 691 British Gynaecological Cancer Society members (17% response rate). Seventy-eight percent (92/118) of respondents had experienced poor workplace behaviors in the last 12 months. The most common behaviors reported were persistent attempts to belittle and undermine work (55%, 65/118), freezing out/ignoring/excluding (41%, 48/118), and undue pressure to produce work (42%, 50/118). High levels of burnout were reported, with 79% (93/118) finding work emotionally exhausting and 58% (69/118) feeling burned out by their work. Teamwork is particularly important within Gynecologic Oncology; however, 24% (28/118) felt that people are rejected for being different, and 14% (16/118) felt mistakes are held against them. Subspecialty trainees, women, and ethnic minorities experienced the worst workplace behavior compared to other groups. Gynecologic Oncology team members experience persistent incivility, bullying, and poor psychological safety in the workplace. Burnout levels in Gynecologic Oncology exceed those seen in other specialties. This survey provides key insights into Gynecologic Oncology workplace culture, laying the groundwork to develop meaningful solutions to improve team culture, reduce attrition, and protect staff well-being and patient outcomes.

Research Aims: This study examines the influence of supervisor incivility on hotel employees’ productivity and turnover intention, and further investigates the mediating role of ego depletion in these relationships. Design/Methodology/Approach: Participants were hotel employees (N = 300) who were selected using snowball sampling. A predictive research design and partial least-squares path modelling were used to gauge the propositions of the study. Research Findings: The results indicate that supervisor incivility has a significant impact on ego depletion, employee productivity, and turnover intention. Ego depletion was found to have a substantial effect on both employee productivity and turnover intention, and served as a mediating factor between supervisor incivility and turnover intention, but not in the relationship between supervisor incivility and employee productivity. Theoretical Contribution/Originality: This study utilized the SOR model to show how rude behaviour from a boss can impact how employees work and their desire to leave the job. This occurs through a process known as ego depletion. The model helps to explain how a boss's rudeness influences employees’ decisions and actions. Managerial Implication in the South East Asian Context: The findings of this study indicate that when supervisors exhibit incivility, hotel employees may experience rising ego depletion, thus affecting productivity and leading to increased turnover intentions. Such incivility in the hotel environment can ultimately diminish the service quality and heighten guest dissatisfaction. Research Limitation & Implications: This study highlights the need for organizations to foster respectful and supportive supervisor–employee relationships and to promote a positive work environment that safeguards employee well-being and enhances performance. However, the respondents were drawn exclusively from the National Capital Region of the Philippines.

Background: Over the past decade, the growth of ecommerce and omnichannel order fulfillment has led to a spike in last-mile delivery services. Last-mile delivery being the most expensive portion of the supply chain has resulted in process improvement initiatives by industry and academia targeting lower operational costs. Methods: In this study, we use simulation to account for the daily randomness regarding order quantities with missed deliveries being rolled over to the next period and attrition of the capacities used to meet the demand for each period. Further, to alleviate the impact on operations due to attrition, we consider the use of automation as a replacement for permanent capacity. Results: From the simulation results, we observe that the negative operational impact of employee turnover can be overcome with a combination of delivery robots and crowdsourcing with a payback period as short as 1.55 years. Conclusions: Optimal resource allocation is further refined by the use of simulation. The use of advanced automation such as robots seems to be a viable option for businesses to lower operational costs for some scenarios.

Abstract This study investigates the trade-off between perceived productivity gains and career concerns under consideration of new ways of management control in corporate coworking, where teams are deployed to coworking spaces to foster innovation. Employing a methodological triangulation, we combine a principal-agent-based mathematical model with a qualitative multi-case study of eight corporate coworking teams, drawing on 31 semi-structured interviews with employees and employers. Our findings show that teams in coworking spaces perceive productivity gains driven by increased motivation, creativity, and team collaboration facilitated by physical proximity and co-discipline. At the same time, these environments lower barriers for external career networking, thereby increasing the perceived risk of employee turnover. To navigate this trade-off, employers must adjust traditional management control mechanisms to fit the corporate coworking context. In addition to personnel selection and incremental output monitoring, cultural control, role modeling, and fostering an intrapreneurial mindset emerge as key levers to affect the employees’ behavior respectively. By integrating theoretical modeling with empirical evidence, this study contributes to the literature on management control and extends the emerging discourse on corporate coworking. For practitioners, it offers actionable insights into selecting suitable employees for coworking environments and balancing autonomy with appropriate control. Ultimately, our work highlights the nuanced dynamics of corporate coworking and provides strategies to leverage its innovation potential while mitigating career-related mobility risks.

With the acceleration of digital transformation and intensified workplace competition, work stress has become a core factor affecting employee well-being and organizational performance. A 2023 World Health Organization (WHO) report indicates that approximately 35% of workers worldwide experience psychological problems such as anxiety and burnout due to chronic work stress. As a key psychological capacity for coping with stress, the cultivation and improvement of employee resilience has become a research focus in organizational management and occupational health. Based on literature research and theoretical analysis, this paper systematically explores multiple pathways to enhance employee resilience, incorporating classic frameworks such as resource conservation theory and psychological capital theory. Research indicates that enhancing employee resilience requires more than a single-dimensional intervention; rather, it requires a coordinated system of "individual empowerment, organizational support, and social protection": At the individual level, emotional management, cognitive restructuring, and health management skills must be strengthened; at the organizational level, flexibility systems, mental health support, and a positive culture must be improved; and at the societal level, a solid external foundation must be established through policy regulations, cultural guidance, and public services. This article's findings can provide practical references for companies to optimize human resource management and reduce employee turnover. They also offer theoretical insights for subsequent research in the field of occupational mental health, ultimately contributing to a mutually beneficial relationship between employee personal development and organizational sustainability.

Employee turnover remains a critical challenge in the maritime transportation sector, where unique working conditions such as long-term separation from family, high occupational risks, and irregular schedules often lead to dissatisfaction and high resignation rates. This study aims to analyze the determinants of employee turnover by conducting a systematic literature review of previous studies on employee competence, career path, and work engagement, with job satisfaction as a mediating variable. Articles were collected from reputable databases including Scopus, Web of Science, Emerald, Springer, Sage, Thomson Reuters, and Sinta journals, covering publications from 2016 to 2024. Through a structured screening process, 32 relevant articles were identified and analyzed using comparative analysis to synthesize similarities, differences, and gaps across studies. The findings reveal that employee competence, career path, and work engagement significantly affect turnover, both directly and indirectly through job satisfaction. However, research focusing specifically on the maritime sector remains limited, creating a contextual gap in understanding turnover under extreme occupational settings. The proposed conceptual framework integrates these variables to provide a holistic model of turnover dynamics, offering theoretical enrichment and practical guidance for human resource strategies. This study contributes to the literature by highlighting the unique context of maritime transportation and by formulating hypotheses for future empirical validation. Keywords: Employee Turnover, Job Satisfaction, Employee Competence, Career Path, Work Engagement

Background Recent meta-analyses present the main predictors of voluntary turnover intention (VTI) and propose the investigation of mediators and moderators as a way to enhance the explanation of the relationship. Objectives This study conducts a scoping review of the main moderating and mediating variables in studies on VTI, focusing on the public servants in the executive branch. The review aimed to fill gaps by including more studies from developing and Asian countries, identifying the main mediating and moderating variables that can help explain VTI from the initial thought to the actual departure. Method: The PRISMA protocol for scoping reviews was followed. Online database searches were conducted to identify empirical articles published in the last 20 years, from which 51 publications were selected. Results Forty-five different variables were identified, grouped into six different dimensions: (a) motivation, attitudes, and behaviors related to work; (b) person-organizational context relationship; (c) organizational characteristics and context; (d) personal conditions related to work; (e) human resource management practices; and (f) demographics. Moderating variables were found in 15 studies, mediating variables in 26 studies, and 10 studies evaluated both relationships. Conclusion Seven variables showed a complete mediating effect, which can strongly contribute to explaining the path leading to VTI. These variables are person-organization fit, goal clarity, intrinsic motivation, organizational prestige, leader-member exchange, job satisfaction, and organizational support. Additionally, important moderators related to human resource management practices were detected. Human Resources (HR) departments within public sector organizations can leverage the key mediating and moderating variables from this review to periodically assess employee turnover and VTI.

The study develops and empirically tests a moderated mediation framework that studies the intricate relationships between furlough-induced financial and psychological costs, relative deprivation, job turnover intentions, and the moderating roles of self-efficacy and autonomy support. In particular, we combine Relative Deprivation Theory (RDT) and Conservation of Resources (COR) theory to elucidate why resource losses create subjective experiences of disadvantage through social and temporal comparisons, thus triggering turnover. The Basic Psychological Needs Theory (BPNT) is used to theorize the autonomy support as a moderator and understand how organizational practices meeting the autonomy need (i.e., offering choice, understanding, and acknowledgement) can shape the psychological process of deprivation to turnover. The findings validate substantial effects of furlough-induced costs on turnover, which are mediated by relative deprivation. To our surprise, autonomy support enhanced, rather than reduced, the detrimental effect of relative deprivation, indicating that increased understanding and acknowledgment within organizations may lead to higher leaving intentions. This emphasizes the critical importance of managing employees’ psychological experiences during furlough using cautious communication techniques.

This research aims to determine and analyze the effect of compensation and work motivation on employee turnover rates, with a case study conducted at PT. B-One Mineral Jambi. The study focuses on three main variables: compensation, work motivation, and employee turnover. The population of this research consists of all employees of PT. B-One Mineral Jambi, totaling 80 respondents, who were selected using a census sampling technique so that the entire population was included as the research sample. Data were collected using a structured questionnaire that had been tested for both validity and reliability to ensure the accuracy of the measurement instruments. The analytical methods used in this study included descriptive and quantitative approaches, processed with the help of the SPSS software for multiple regression analysis. The findings of this research show that compensation has a significant and positive effect on employee turnover, indicating that inadequate or unsatisfactory compensation can increase the likelihood of employees leaving the organization. Likewise, work motivation also has a significant positive effect on turnover rates, meaning that lower motivation levels tend to encourage employees to seek alternative employment. Therefore, improving compensation systems and fostering intrinsic motivation are crucial strategies to reduce turnover and maintain employee stability in the company.

Purpose This study investigates the impact of an inclusive leadership style on employee turnover intentions, with perceived inclusion and well-being as mediators of the relationship. Given the rise of shortages in skilled labor, employee retention has become especially vital for organizations. We argue that inclusive leadership is one mechanism to reduce turnover intentions by making employees feel valued in their uniqueness and feel like they belong to their respective workgroups. This, in turn, increases well-being and ultimately decreases turnover intentions. Design/methodology/approach To test these predictions, a two-wave survey was performed with 282 employees of a large German insurance company. Afterwards hierarchical regression analyses were used to test the proposed model and hypotheses. The instruments' reliability and validity were established. Findings Support for the existence of a serial mediation effect of perceived inclusion and well-being on the relationship between inclusive leadership and turnover intentions was found. However, it appears that well-being has a stronger influence on turnover intentions than perceived inclusion. Originality/value This research explores the relationship between inclusive leadership and turnover intentions with more detail by considering two mediators of the relationship. It is also successfully integrates inclusive leadership into the relational work design model as a stimulus-organism-response (SOR)-type model.

The present study is concerned with the critical challenges confronting Ukrainian small and medium-sized enterprises (SMEs) in personnel management in the context of economic instability and wartime conditions. Conventional human resources instruments, such as interviews and the evaluation of résumés, have been shown to be deficient in accurately assessing candidates' behavioural, cognitive and emotional compatibility. This has resulted in elevated levels of employee turnover and protracted periods of vacant positions being filled. In order to address the aforementioned shortcomings, the article proposes a novel integrated human resources (HR) management approach that combines Thomas International psychometric testing (namely, Personal Profile Analysis (PPA), General Intelligence Assessment (GIA), High Potential Trait Indicator (HPTI), and Trait Emotional Intelligence Questionnaire (TEIQue)) with the principle-oriented framework of PMBOK® 7 and advanced AI-driven analytics. A thorough analysis of openly published Western case studies, including those from Everything Office, Johnsons Workwear, and Ice River Springs, reveals significant outcomes: up to a 50% reduction in employee turnover, a 30% decrease in vacancy time-to-fill, and an 18–22% increase in team productivity following the implementation of this three-component model. Utilising these findings, the study proposes an adaptive HR model customised for crisis environments. This model personalises motivational strategies based on employees' behavioural, cognitive and emotional profiles, accelerates onboarding processes, and enhances organisational resilience in unpredictable conditions. The scientific novelty of the present study lies in the synthesis of psychometrics, project management principles, and artificial intelligence into a cohesive HR management system, offering quantitative diagnostics of employee engagement and stress resilience. This is of particular relevance for Ukrainian businesses during wartime and post-crisis recovery. Practical recommendations are provided for the phased integration of psychometric testing, PMBOK-aligned HR processes, and AI-driven monitoring into Ukrainian SMEs, with the objective of optimising recruitment, retention, and employee development. These include the establishment of ethical testing protocols, the benchmarking of job roles, and the implementation of quarterly AI analytics to predict turnover risks. The implementation of these measures is intended to foster sustainable business operations in challenging contexts.

This research investigates how artificial intelligence (AI) applications influence employee retention and turnover reduction at the University of Baghdad, against the backdrop of the persistent challenges Iraqi universities face in maintaining a stable workforce. Adopting a quantitative descriptive–analytical design, the study developed a structured questionnaire with fifty (50) items, grouped into three dimensions: organizational culture, artificial intelligence, and employee turnover. The survey was distributed to a randomly selected sample of 150 administrative and technical employees from the humanities and administrative faculties of the University of Baghdad, yielding 146 valid responses for statistical analysis. The results demonstrate that AI plays a significant role in strengthening retention strategies and lowering turnover rates. More precisely, AI technology reduced employees' intention to leave, decision-support technology contributed to decreasing job dissatisfaction, and intelligent automation helped achieve relative job stability. In general, the evidence confirmed a direct impact of AI—measured as an independent variable—on turnover dimensions, highlighting strategic importance in embracing such technology into human resource practices in higher education. The study concludes by recommending more investment in AI-based systems within universities, along with structuring efforts to build a constructive organizational culture and training sessions for raising employees' awareness regarding the benefits of AI, improving workforce stability, and enhancing institutional performance.

This study aims to examine the simultaneous influence of Work-Life Balance and Job Stress on Employee Turnover Intention at PT. Multi Alfa Mandiri, Tangerang City. The population consists of employees at PT. Multi Alfa Mandiri, Tangerang City, with a sample size of 50 respondents using saturated sampling technique. This research employs a quantitative approach, collecting data through questionnaires supported by secondary data. Data analysis was conducted using multiple linear regression. The results indicate that partially, Work-Life Balance (X1) has a significant effect on Turnover Intention with a t-value of 4.640 > t-table 2.012 and sig. 0.000 < 0.05. Job Stress (X2) also has a significant effect with a t-value of 4.161 > t-table 2.012 and sig. 0.000 < 0.05. Simultaneously, Work-Life Balance and Job Stress significantly influence Turnover Intention with an F-value of 117.181 > F-table 3.20. The R Square value of 83.3% shows that both variables collectively affect Turnover Intention, while the remaining 16.7% is influenced by other factors not examined in this study

Voluntary employee turnover presents a dichotomous nature. While it can foster innovation and structural renewal, it also leads to dysfunctions such as the loss of social capital and elevated recruitment costs. Through a qualitative literature review, presented as a theoretical essay, this study explores this phenomenon. The primary reflections encourage managers to consider turnover as a strategic indicator with multiple dimensions and dual impacts. The study proposes future research to simultaneously examine the positive and negative effects of this phenomenon and, subsequently, to investigate the moderating role of turnover rates and variations in the hierarchical level of employees who have resigned.