Employee Turnover Research Articles

Rumors killing: organizational rumors and employee turnover intentions

Rumors killing: organizational rumors and employee turnover intentions

Understanding employee retention in the age of AI and robotics: a study of technology competencies and turnover intentions in the hotel sector

Purpose This study leverages the frameworks of the conservation of resources theory frameworks and Person-Organization Person-Job Fit Theory to scrutinize the direct effects of employee STARA (smart technologies, artificial intelligence, robotics and algorithms) competencies on turnover intentions. Concurrently, this study aims to investigate the mediating influence of the intention to use technologies in the aforementioned relationship. Design/methodology/approach Data were amassed from 547 employees in the US hotel industry and subjected to structural equation modeling for analysis. Findings The results reveal that there is no significant correlation between employee technology competencies and turnover intentions. However, mediation analysis elucidates that technology competencies among employees are positively and significantly correlated with turnover intentions via the intention to use technology. Moderation analysis further substantiates that this positive correlation is augmented when employees perceive a high level of alternative job opportunities. Research limitations/implications This research suggests that hotel businesses should not only focus on technological adoption but also consider how employees’ techno-competencies and their perceptions of fit within the organization can impact their willingness to stay or leave, thereby offering a more comprehensive approach to employee retention strategies. Originality/value Unlike previous research that primarily viewed STARA technologies as job replacers and threats, this study reframes them as complements to employees’ roles.

Organizational Culture and Employee Turnover at Dahabshiil Bank in Mogadishu, Somalia

The main objective of this study was to establish organizational culture and employee turnover at Dahabshiil Bank in Mogadishu, Somalia. This study conduct at Dahabshiil Bank in Mogadishu, Somalia. This study started February 2021 and finished August 2024. Methods: The study aimed to analyze the organizational culture and employee turnover of Dahabshiil Bank in Mogadishu, Somalia. A total of 200 employees were included, with a sample size of 133. A quantitative research design was chosen for efficiency and cost-effectiveness. Data was collected through a structured questionnaire tool, and quality control measures included validity and reliability. The study involved random and purposive sampling, and all responses were checked for accuracy. The data analysis involved quantitative data analysis and descriptive evaluation. Result: The survey data on organizational values revealed a diverse range of perceptions among respondents. A significant portion expressed dissatisfaction with the clarity of communication about organizational values, while nearly half agreed that they receive clear communication. Employees' self-assessment of their role in promoting a respect-oriented culture revealed diverse perspectives. The influence of organizational values on employees' decisions to stay at work revealed a wide range of perspectives. Recognition by the bank for observing organizational core values revealed a diverse range of experiences and sentiments. The performance appraisal system showed mixed opinions, with 28.1% strongly disagreeing and 17.3% disagreeing. The study shows a negative perception of employee participation in innovation, with a majority disagreeing (85.7%). The impact of Dahabshiil Bank's innovation orientation on employees' commitment to the bank was varying, with 58.6% disagreeing and 30.0% positive, suggesting that the bank's innovation focus influences their decision to stay. Recommendation: The bank should enhance its organizational values through strategies like improved communication, leadership involvement, employee engagement, and feedback mechanisms. To foster a diverse workforce, the bank should reassess its core values. Effective communication is crucial, and leaders should promote the organization's values. To retain employees, tailored retention strategies should consider career progression, compensation, and work-life balance. The recruitment process should be streamlined, and career progression pathways should be established. Lastly, fostering innovation requires increased resources, support, and recognition for employees who contribute to it.

Can Employee Training Stabilise the Workforce of Frontline Workers in Construction Firms? An Empirical Analysis of Turnover Intentions

The construction industry is a critical pillar of China’s economy, providing substantial employment opportunities for society. However, the high turnover rate among frontline construction workers has become a significant challenge to the development of the industry. This high mobility not only increases recruitment and training costs for companies but also seriously affects the quality, safety, and productivity of construction projects. This study aims to investigate the impact of employee training on the turnover intention of frontline employees in the construction industry, as well as to analyze the role of organizational identification and perceived supervisor support. Data were analyzed through a structured questionnaire survey of 533 frontline construction employees using the study’s Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that training is effective in reducing turnover intention among frontline employees and that this effect is partly achieved by increasing employees’ organizational identification. In addition, perceived supervisor support moderates the relationship between employee training and turnover intention, and the effect of employee training on reducing turnover intention is more significant when perceived supervisor support is high. This study further validates the applicability of social exchange theory in the context of China’s construction industry, reveals the key roles of employee training and organizational identification in reducing turnover intention, and highlights the important influence of perceived supervisor support as a means of enhancing the effectiveness of employee training, which provides a rationale for Chinese construction firms to optimize the training system and enhance supervisor support in order to improve employee retention intention.

Exploring the Relationship Between Employee Engagement, Satisfaction, Performance, and Turnover: An Empirical Study

Employee engagement, satisfaction, performance, and turnover are the critical elements of organizational success. This study explores the relationships among these variables, focusing on how employee engagement impacts employee satisfaction and how these factors collectively influence performance and turnover. We took a sample size of 50 employees to carry out demographic analyses and apply regression techniques to understand the interaction between engagement and satisfaction. The results bring out significant correlations that are very useful in indicating what strategies organizations can use to improve engagement and reduce turnover. Keywords: Employee engagement, employee satisfaction, employee performance, employee turnover, regression analysis, organizational success

Effective Recruitment and Employee Development Tools in the Context of Labor Shortages in the Service Sector

The labor shortage in the food service, retail, and hospitality industries is becoming an increasingly pressing issue, complicating business growth. High employee turnover significantly raises costs associated with recruitment, training, and adaptation, which is particularly challenging for small and medium–sized enterprises. This article examines the causes of the labor shortage, including demographic decline, seasonality, competition for talent, and evolving employee expectations.Special attention is given to effective methods of recruitment and employee retention. The study explores non–material motivation tools, such as individual development plans, career planning, and workBlife balance support. Streamlining the hiring process through automation, HR branding, and the cultivation of corporate culture are highlighted as key strategies for reducing turnover.Furthermore, the importance of a systematic approach to employee training and development is emphasized, contributing to increased engagement and service quality. The article concludes that a comprehensive approach to personnel management is essential for enhancing companies’ competitiveness in the context of labor shortages.

Examining sustainable hospitality practices and employee turnover in Pakistan: The interplay of robotics awareness, mutual trust, and technical skills development in the age of artificial intelligence.

Integrating robots and artificial intelligence (AI) into workplaces is becoming increasingly prevalent across various sectors, including hospitality. This trend has raised concerns regarding employee anxiety and the potential for higher turnover intentions, particularly when AI technologies are perceived to undermine professional expertise. This study explores the relationship between awareness of robotics and AI and employee turnover intentions, framed within the Conservation of Resources Theory (COR). To address the challenges posed by AI in the workforce, hotel managers must prioritise organizational support in areas such as financial resources, policy development, career advancement, and employee adaptation. The hospitality industry is leveraging AI and robotics to enhance guest interactions and service delivery, yet this technological shift may inadvertently increase employees' intentions to leave their positions. Employing a cross-sectional design, we gathered data through a structured questionnaire utilizing a five-point Likert scale, targeting 435 employees from 5- and 7-star hotels in Lahore, Pakistan, including CEOs, managers, directors, supervisors, executives, and room service operators. Our findings reveal a significant positive relationship between awareness of robotics and AI and employee turnover intentions. Moreover, mutual trust (MT) emerged as a moderating factor positively affecting the association between robotics awareness and turnover intentions. While technical grooming (TG) and job insecurity (JI) were not previously discussed in the literature, our research indicates that they also play critical roles in this context, highlighting the complex interplay of factors influencing turnover intentions in the face of advancing technology.

Onboarding Dairy Farm Employees: Improving the New Employee Experience.

The first days and weeks on the job set the course for a new dairy farm employee. This project involved an educational intervention to increase the use of new employee onboarding practices in dairy farms and analyzes the resulting effects on (1) levels of onboarding practice use, (2) manager perceptions of employee performance, (3) manager satisfaction with the onboarding program, (4) manager concerns about compliance with state and federal employment regulations, and (5) employee turnover. Onboarding advisors (educators and consultants) provided templates, examples, and intensive facilitation directly with farm managers to learn and adopt onboarding practices. A total of 36 dairy farms participated in the onboarding project, and 17 provided a complete set of data from before and after the intervention and were included in this analysis. Dairy managers' self-reported data indicated statistically significant increases, measured on a 4-point scale, in their levels of onboarding practice use after the intervention for compliance (increase from 2.47 to 3.24) and clarity (increase from 2.53 to 3.24). Of 23 recommended onboarding practices, dairy managers reported tripling their adoption of mission statements, first day safety training, and sharing job descriptions, while adoption of 5 other practices more than doubled. Managers' satisfaction with their onboarding program experienced a significant increase, going from a mean of 2.65 before the intervention to 5.06 afterward on a 7-point scale. Dairy farm managers reported they were more concerned about their compliance with federal and state employment regulations after participating in the onboarding project, possibly due to increased awareness and rapidly changing regulations. Finally, of the 11 farms that reported complete employee turnover information, there was an encouraging decline in turnover from before (44%) to after the intervention (28%) but the result was not statistically significant. Our findings demonstrate that, according to self-report, an educational intervention providing templates, resources, and access to professionals with HRM skills was effective in helping farms improve onboarding and increase adoption of specific HRM practices.

Crafting Excellence: Insights in Talent Development in the Hospitality Industry

The hospitality industry faces persistent challenges with high employee turnover rates, which can significantly impact service quality and overall guest satisfaction. The next generation of the workforce plays a crucial role in talent development strategies, as their growth and development directly influence the quality of service provided by the organisation. Therefore, this research aims to review talent development practices that can improve trainees’ engagement, skill development, and retention within hotel establishments. The researchers conducted a systematic literature review using the preferred reporting items for systematic reviews, which include the Meta-Analyses (PRISMA) guidelines and flow chart. The initial search yielded peer-reviewed articles published in English between 2014 and 2024. The researchers established inclusion criteria to ensure the relevance of the 19 selected articles, specifically focusing on talent development practices within the hospitality industry. The themes found based on the review are comprehensive training programs, continuous learning opportunities, and supportive work environments in fostering a skilled workforce. The findings may provide actionable insights for hospitality organisations seeking to optimise their talent development strategies, ultimately resulting in improved service quality and customer satisfaction in the competitive hospitality landscape.

IMPACT OF TOXIC LEADERSHIP, EMOTIONAL EXHAUSTION & LACK OF WORK-LIFE BALANCE ON TURNOVER INTENTIONS: MEDIATING ROLE OF JOB STRESS

This study examines the impact of toxic leadership, emotional exhaustion, and lack of work-life balance on the employee turnover intentions, with a focus on mediating role of job stress. Research posits that toxic leadership, characterized by abusive, manipulative and harmful behaviors, exacerbates emotional exhaustion and disrupts work-life balance, thereby increasing employee stress & heightening turnover intentions. Using a survey-based method, data were collected from employees across various industries and structural equation modeling was employed to test the proposed model. The results indicate that toxic leadership is positively related to emotional exhaustion and a lack of work-life balance, both significantly contribute to job stress. Job stress, in turn, mediates the relationship amid these factors and employee turnover intentions. The findings suggest that organizations need to address the toxic leadership behaviors, enhance work-life balance programs, and mitigate emotional exhaustion to reduce stress at work and decrease turnover intentions. This study contributes to the understanding of the psychological mechanisms driving turnover intentions and provides valuable insights for the organizations aiming to improve the retention and employee well-being.

STRUCTURAL DISPARITIES OF HUMAN RESOURCES IN THE HOSPITALITY INDUSTRY IN ROMANIA

This study analyzes the structural disparities of human resources in Romania's hospitality industry during the period 2008–2023, offering a comprehensive perspective on employment dynamics, salary evolution, and productivity across different regions and gender categories. The research highlights the central importance of human resources in ensuring service quality and customer satisfaction, emphasizing the significant contribution of well-trained personnel to maintaining the sector’s competitiveness. Although the industry was profoundly affected by the global economic crisis and the COVID-19 pandemic, it demonstrated remarkable resilience, quickly recovering losses and adapting to new economic and social conditions. The analysis reveals significant disparities between Romania’s regions, influenc ed by economic, demographic, and infrastructural factors. Developed regions, such as Bucharest-Ilfov, North-West, and Center, experienced faster growth in employee numbers and salaries, supported by substantial investments and consistent demand for tourism services. In contrast, less developed areas, such as South-West Oltenia and North-East, recorded modest growth, constrained by deficient infrastructure and limited access to tourist markets. The upward trend in nominal net wages within the hospitality sec tor reflects a gradual professionalization of the workforce and an effort to attract and retain qualified employees. The COVID-19 pandemic caused an abrupt decline in employee numbers and productivity in 2020, but the sector demonstrated remarkable recovery capabilities. By 2023, both the number of employees and productivity levels had surpassed pre -pandemic values, underscoring the adaptability of hospitality companies through service diversification, the use of modern technologies, and the implementation of policies aimed at reducing employee turnover. The study also highlights the predominance of women in this industry, who accounted for over 60% of the workforce throughout the analyzed period. However, recent trends indicate a slight increase in male participation in roles associated with flexibility and physical effort, suggesting a gradual diversification of gender structure within the sector. Based on these findings, the paper recommends continued investments in professional training, retention policies such as creating attractive working conditions, and initiatives to promote diversity and inclusion in the workplace. Additionally, the importance of leveraging human resource analysis for crisis management and implementing adaptive strategies to support sustainable growth and long-term competitiveness is emphasized.

Characteristics and Expectations of Low-Paid Workers in the Care Services Sector in Poland

The article analyses the specific nature of work among elderly caregivers in Poland as a low-paid group and identifies these employees’ expectations towards employers. In the context of an aging society, which increases the demand for caregiving services, the low level of compensation and social prestige associated with this profession poses a significant challenge that may negatively impact employees’ engagement and job satisfaction. The study is based on literature review, a survey method directed at caregiving sector employees and statistical data analysis, which enabled a comprehensive identification of factors affecting their motivation and expectations. The results indicate the need to implement motivational strategies aimed at improving working conditions and enhancing job satisfaction among caregivers. Applying such solutions may contribute to increased productivity and reduced employee turnover in this professional group.

The Effect of Incentives on Employee Turnover in the Service

The Effect of Incentives on Employee Turnover in the Service

Generation Z in Search of Leadership to Create Commitment Model of Intergenerational Leadership for Creating Commitment (MILCC)

Generation Z is already integrating into the fast and changing world of work around us and the effects of its entry are noticeable in rapid employee turnover, perceptions of an absence of commitment to organizations, and difficulty in understanding employee needs. This article presents a model for creating commitment for Generation Z employees. The model is based on extensive research on executive leadership's impact on creating commitment for Generation Z employees. The research was conducted in the methodology of mixed methods research which was based on a qualitative study where interviews with managers in the field of Israeli High-Tech as well as a quantitative study in which 180 Generation Z employees working in Israeli High-Tech participated. The Model of Intergenerational Leadership for Creating Commitment (MILCC) was constructed in light of research findings showing that managers' leadership was the most significant factor in creating employee engagement. The model presents four circles of influence producing employee engagement and shows five core management and leadership components managers must strengthen and develop to create commitment: authentic leadership, agile management, soft skills, ability to build motivation, and digital leadership. This article and model reinforce the view that alongside the changes in the world of work, organizations and managers must change their approach to employees and organizational expectations.

Factors Influencing Employee Turnover in the Hotel Industry in Chitwan

Employee turnover is a critical issue in the hotel industry, posing significant financial and operational challenges, particularly due to the sector's higher turnover rates compared to other industries. This study aims to identify key factors influencing turnover intentions, such as working environment, career growth opportunities, compensation, and job satisfaction. A quantitative research design was employed to identify the factors influencing employee turnover. The study population consisted of staff from tourist-standard hotels registered with the Regional Hotel Association of Nepal (RHAN). Twelve hotels were selected by convenience sampling, and 180 questionnaires were distributed, with 100 completed responses, resulting in a 55.5% response rate. The findings revealed that job satisfaction had a significant negative impact on turnover intentions, while other factors like working environment, career growth, and compensation were not statistically significant predictors. The study concludes that improving job satisfaction is essential to reducing turnover. The implication of this study is that managers or owners should prioritize initiatives to enhance job satisfaction as a strategic approach to reducing employee turnover intentions.

The Effect of Distributive Justice and Procedural Justice on Turnover Intention Mediated By Job Satisfaction (A Study on Pt Konishi Lemindo Indonesi)

This study aims to analyze the influence of distributive justice and procedural justice on employee turnover intentions at PT Konishi Lemindo Indonesia, with job satisfaction as an intervening variable. In the era of globalization, human resources are an important factor in the sustainability of the company. High employee turnover rates can result in losses for the company, so it is important to understand the factors that affect turnover intentions. This study uses a quantitative approach with primary data obtained from questionnaires. The results of the study show that distributive justice and procedural justice have a significant effect on job satisfaction, which in turn has an impact on employee turnover intentions. This research provides important insights for company management to increase job satisfaction and reduce employee turnover through the application of the principles of fairness in the organization.

Business Strategy for Hospital A (RSIA) Denpasar City with Business Model Canvas (BMC)

The role of RSIA is less to provide real benefits to the community and has the potential to go bankrupt if there is no improvement in management. The indicators can be seen from the decline in visitation rates by 10% in 2022 and 5% in 2023, high employee turnover, hospital image through Google Reviews resulting in low average scores, and complaints on various services provided by the hospital. This study aims to map Hospital A's business model using the business model canvas so that the strengths, weaknesses, opportunities, and threats that could potentially harm the hospital can be identified. Data collection was conducted using interviews with triangulation techniques to key informants, comparison informants, and expert informants. The research approach is positivism or qualitative, which emphasizes meaning. The findings obtained are that Hospital A's market segmentation is the lower middle class with the application of vertical growth; in the value propositions block there are shortcomings such as no new services and technology, lack of communication, poor service, interior and exterior design using and needing renewal, and inadequate facilities, but has advantages in terms of price and cleanliness; in the channel block, strategic location but does not have good visibility; in the customer relationship block, there is different service treatment between room classes; hospital revenue streams from usage fees and brokerage fees; physical resources of employees are inadequate with untimely salary payments; in the key partnership block, the hospital collaborates with midwives and clinics.

The Impact of Intrinsic and Extrinsic Job Satisfaction on Turnover Intentions: A Moderating Effect of Public and Private Sector Employees

The operational efficiency in China's private and public sectors presents significant differences that managers are unaware of, leading to increased turnover intentions. The current research covers the impacts of intrinsic and extrinsic job satisfaction on turnover intentions within the Chinese public sector. This research investigates the correlation between job satisfaction and employee turnover intentions in the Chinese public and private sectors. Data were gathered via questionnaires distributed to employees from multiple public and private enterprises and institutions. The findings indicate clear differences between employees in the public and private sectors regarding the influence of job satisfaction on intentions to turnover. Specifically, Chinese public employees show less extrinsic job satisfaction and less desire to quit than employees employed in the private sector. Moreover, compared to employees in the private sector, those working in the public sector have a direct but insignificant negative relationship between extrinsic job satisfaction and turnover intentions. To improve employee motivation, it is recommended that public-sector managers prioritize enhancing extrinsic job factors and consider reallocating dissatisfied employees to more suitable roles. Furthermore, managers should evaluate whether their organization’s turnover rate is overly high, as it will deteriorate productivity and efficiency.

The Relationship between High-Performance Work Practices and Employee Turnover Intention: An Analysis Based on a Systematic Literature Review

The Relationship between High-Performance Work Practices and Employee Turnover Intention: An Analysis Based on a Systematic Literature Review

Examine the Role of Organization Justice in Predicting Turnover Intention Among Employees

This study investigates the impact between two important variables in the workplace - organizational justice and turnover intentions in the higher education sector. The study focuses on the higher education sector, where employee retention is critical. Data from academic staff employed in higher education institutions were acquired from a convenience sample through a self-reported online questionnaire from November 2021 until January 2022. The sampling technique involved reaching out to academic staff through research universities. In order to obtain data quantitative, questionnaires included multiple items replicated from earlier studies. Out of the 500 academic staff members who were sampled, 304 responded, resulting in a response rate of 61.00%. These 304 responses were included for analysis. To evaluate the proposed hypothesis, we conducted a statistical analysis using the partial least squares (PLS) structural equation modeling (SEM) technique in Smart PLS 4.0 software. The relationship between distributive justice and interactional justice was found negatively related to turnover intention among academic staff in research universities while procedural justice was not related to turnover intention. These findings also provide valuable insights into the impact of organizational justice on employee retention in the higher education sector. The findings could have implications for employers, human resource practitioners, and policymakers looking to understand the factors influencing employee turnover in this sector. In conclusion, the study highlights the significance of the study and its potential to contribute to the existing literature on organizational justice and turnover intentions. The study demonstrates the importance of creating a just workplace culture in higher education and its potential impact on employee retention. Future research limitations and recommendations are also outlined in the report.