Improve Employee Retention Research Articles

To Prevent Attrition in Business Process Outsourcing, Focus on People

AbstractAddressing the high rate of attrition that has long plagued business process outsourcing (BPO) enterprises has become essential in light of the sector's expansion across numerous industries around the world. A study of one Indian BPO enterprise revealed that many of the factors that contribute to attrition can be offset by an organizational focus on people. On the basis of their findings, the researchers offer numerous strategies for improving employee retention without compromising business processes. Managers in any sector can apply these suggestions to help ensure the continued growth and success of their organizations. © 2013 Wiley Periodicals, Inc.

Does the Planetree Patient-Centered Approach to Care Pay Off?

Although the Planetree patient-centered approach to care is being implemented in many institutions around the world, its impact is still the subject of some debate. On the one hand, it is viewed as the most cost-effective way to provide care and create a positive work environment that reduces staff burnout. On the other hand, it is argued that it requires higher staffing ratios and a substantial infusion of financial resources and is time consuming, which in turn results in more work. The present study addresses the economic agenda of the Planetree patient-centered approach to care and has been designed to answer the following question: do the advantages of the Planetree patient-centered approach outweigh its costs? This question is of considerable interest for health care administrators and managers because the relevant authorities the world over have limited resources to allocate to health care organizations. Using a trend analysis approach to cost-benefit in a rehabilitation center, this study shows that the revenues the model generates are greater than the costs of implementing it. Fewer grievances and vacant positions, an improved employee retention rate, a better working atmosphere, and a high level of employee satisfaction (higher than in similar establishments) were also noted.

Indigenous Social Workers' Turnover Intentions in Taiwan: We Are More Disadvantaged than Our Clients!

After an observation of the high turnover rate among Indigenous social workers, particularly working in small Indigenous-owned local community associations in eastern Taiwan, research was conducted to understand the dynamic issues activating turnover intention. Twelve Indigenous service providers from six organisations underwent semi-structure interviews. The findings revealed that workers from small agencies are less protected whilst undertaking an entire range of problems and crises transferred from different tiers of organisations compared to their counterparts from larger organisations. An in-depth analysis demonstrated that Indigenous social work is increasingly dominated by a neo-liberal phenomenon, thereby imposing a strong threat to both the bidding organisations and the workers and creating adverse working conditions. Power further exerts itself in particular ways via the interaction between workers and organisations, activating turnover intentions. The findings urge a greater awareness of sensitivity to the heterogeneity of Indigenous communities, and encourage rethinking the strategies to improve employee retention and labour conditions.

Determinants of Indian sub-continent officer–seafarer retention in the shipping industry

The retention of officer–seafarers within the international shipping industry is a difficult problem facing shipping and ship management companies. One strategic option open to all companies that should improve overall retention is to seek to become an employer of choice by providing an intellectual capital environment attractive to officer–seafarers. This is investigated through a survey of officer–seafarers covering areas where ship management can exercise some control over their working conditions. These cover recognition by their employer and commensurate rewards, organizational culture and structure and building relationships with external parties. Experienced Indian sub-continent officer–seafarers were the sample population resulting in more than 200 valid completions. These were analysed using correlation and regression. Although all hypotheses were in the predicted direction, only four passed the significance test: long-term career prospects, a smooth and fair recruitment process, a better relationship with maritime authorities and an employee-friendly organizational culture. Stepwise regression indicated that only organizational culture had a significant positive effect on intention to remain a seafarer. The items in the organizational culture construct accord with recommendations from the literature on becoming an employer of choice and improving employee retention, providing guidance for attracting and retaining officers.

Critical success factors in gaining user customer satisfaction in outsourced IT services

PurposeThe purpose of this paper is to identify the critical success factors in gaining user customer satisfaction in IT outsourced services and find how it helps in the competitive advantage and customer retention for the service provider. Improving the service quality and customer satisfaction of outsourced IT service is the main rationale behind pursuing this research.Design/methodology/approachThree firms were selected for studying primarily because a large part of their IT support work is outsourced to multiple vendors and support work is carried out, both on site and offshore. A structured, open‐ended interview was conducted because of the exploratory nature of this case study. The primary data were collected through face‐to‐face interviews, with 12 senior managers. Extensive secondary data were provided by the interviewees.FindingsThe paper provides evidence that by following critical success factors there are few expected outcomes to client and service provider organizations, like user satisfaction for the client, and competitive advantage and customer retention in IT service‐providing organizations. As evident from the interview with the three companies, from their experience over the years of outsourcing the IT services, the service providers are able to sustain better employee retention. Customers have seen improved employee attitude and morale, increased productivity of the service provider, which resulted in reduced costs to customers over the years.Research limitations/implicationsThe findings were based solely on oil and gas organizations from North America and UK. Also, service providers for these organizations have the majority of their operations out of India, and again, the feedback from the customers may be focused only on these service providers, and may not reflect service practices in other geographic, economic or cultural settings. The implication of this research on theory is, by following these critical success factors, user customer satisfaction is likely to improve with outsourced IT services.Practical implicationsThis research may help in reducing service provider burn‐out and improve employee retention. Lessons learned are that to be a successful IT service provider in a long‐run, one needs to understand the end user and executives of client, and also its own knowledge workers. Also, the findings may provide valuable insights for practitioners.Originality/valueIT outsourcing is ultimately a people‐centric business. Many client and service provider companies make the error of assuming that it's a process‐centric event, or a simple business transaction. The best outsource service providers focus on morale, resistance, retention, and cultural evolution. Implementing effective service management will pay back in terms of better service and improved business performance, and result in stronger long‐term relationships between suppliers and recipients.

Construction workers’ perceptions of health and safety training programmes

As zero-accidents cultures expand in popularity, knowledge and implementation of safety regulations have become priorities for construction organizations. An expanded literature review revealed that many industry leaders have responded by increasing the frequency and content of health and safety training programmes; however the provision of training largely has remained consistent. Identifying workers’ conceptions of the training they receive is critical to the design and deployment of effective workplace education programmes. Utilizing a hybrid questionnaire of qualitative and quantitative components to assess perceptions and knowledge, data were collected from a sample (n = 121) representing construction professionals across the United States who had completed an OSHA 10-Hour Construction Safety Training Course. The data described a workforce dissatisfied with training effectiveness and characterized a widespread situation in which the distinguishing characteristics of adult learning had not been addressed by qualified trainers. Strong health and safety training programmes improve employee retention as well as compliance with health and safety requirements. Trainees are more likely to respond positively to training programmes when adult learning theories are integrated into safety trainer readiness programmes.

Relationships between commitments to the organization, the superior and the colleagues, and the intention to leave among truckers

PurposeThe purpose of this study is to use three foci of commitment (to the organization, to the colleagues, and to the superior) to improve employee retention in high turnover work environments.Design/methodology/approachIn this study, survey questionnaires measuring affective commitment to the organization, the supervisor‐dispatcher and colleagues were administered to 294 truckers. The two‐step approach was used. While the first step involved a confirmatory factor analysis, the second step used structural equation modeling to test hypotheses.FindingsFindings show that the model that best fits the data is the one in which both affective commitments to the dispatcher and to the colleagues affects the intention to leave the organization through affective commitment to the organization.Originality/valueExisting research on trucker turnover has neglected to examine the role of psychological variables such as employee commitment. Using field theory premises, this research contributes to the literature on trucker turnover by demonstrating the relevance of using several foci of commitment to predict intention to leave the organization.

A workforce design model: providing energy to organizations in transition

The purpose of this qualitative study was to examine the change in performance realized by a professional services organization, which resulted in the Life Giving Workforce Design (LGWD) model through a grounded theory research design. This study produced a workforce design model characterized as an organizational blueprint that provides virtuous values to an open system in such a way to generate boundless energy to coordinate, motivate and stimulate human capital in accomplishing organizational objectives. The model represents an organizational strategy and structure that builds upon four primary disciplines – liberating leadership, authentic engagement, appreciative culture and sustainable systems – and encompasses each discipline's corresponding operational practices. The operational practices were formulated to operationalize the model and to provide specific actionable tasks that would be meaningful to managerial practitioners. The potential utility and adaptability of the LGWD model and its related practices provides an organizational configuration maximizing the proficient use of human capital in the advancement of managerial objectives.The LGWD suggests that a collaborative correlation of the four disciplines, through the activation of operational practices, assists in the creation of a workforce that is self‐engaging and an organization that is effective, productive, and successful. The main conclusions of this study are that specific organizational characteristics and conditions inspire human capital to flourish and contribute in organizational effectiveness. The model advocates that effective and efficient use of human capital is a prerequisite to improving corporate performance as measured by enhanced revenues, increased operating profits, improved employee retention, and superior client relations.

Electrical contractor makes the right connection

PurposeDescribes training for the CSCS electrical certification scheme health and safety test carried out by UK contractor Grimwood and Dix.Design/methodology/approachExplains the background to the training, the way in which it is organized and the benefits it has brought.FindingsReveals that the training has helped to reduce minor accidents at the firm by around 40 percent, improved employee retention and enhanced the company's reputation for professionalism.Practical implicationsDetails the significant savings made by carrying out the training in‐house.Social implicationsHighlights how the UK construction industry in general is placing more emphasis on health and safety and operative competence.Originality/valueReveals that Grimwood and Dix has been approved as a test center by the test's awarding body, and so is able to train operatives from other companies.

Enhancing the ties that bind: mentoring as a moderator

PurposeThe purpose of this paper is to examine the moderating role of mentoring on the relationships between perceived organizational support, supervisor support, and job fit on turnover intentions.Design/methodology/approachThe paper explains the topics, provides background and discussion of the main concepts. The study uses regression analyses to test the moderating relationships using a total sample of 610 employees split among three separate organizations.FindingsThe results suggest that mentoring becomes more effective in reducing turnover intentions as employees experience increasing levels of perceived organizational support, supervisor support, and job fit.Practical implicationsThe results suggest mentoring can be beneficial to both organizations and individuals. Organizations benefit by improving employee retention. Likewise, individuals benefit through strengthened relationships provided by mentoring and the associated positive outcomes.Originality/valueThe paper makes a contribution to the literature by being among the first to examine mentoring as a potential moderator in the context of perceived organizational support, supervisor support, job fit, and turnover intentions.

How Managers Can Retain Qualified In-Home Caregivers in a Competitive Job Market

This article addresses how home health care managers can improve employee retention at their respective agencies. It begins by discussing the growing shortage of nurses, certified nursing assistants (CNAs), and home health aides and continues by identifying several key factors that can have a dramatic effect on an in-home caregiver's morale and job loyalty. The article provides the home health care manager with a number of steps that can be taken to manage these factors in such a way as to create a pleasant working experience for these employees, thus decreasing employee turnover.

Goldratt's thinking process applied to employee retention

PurposeThis study seeks to investigate the nature and extent of employee retention and turnover for metropolitan police and fire departments.Design/methodology/approachIn order to maximize the system production, the weakest link must be improved and all other links in the processes regulated to the speed of the weakest link. The weakest link is the constraint. In the case of public safety employee retention, there are several reasons given why employment is terminated. In order to increase the number of public safety personnel that are retained, all steps must be examined together to determine the constraint; the core problem for termination. Since the constraint is not always obvious, Goldratt developed the thinking process. This is a series of steps used to locate the constraint, determine the solution, and how to implement the solution. These steps are actually referred to as the thinking process.FindingsFindings suggest that a proper cause and effect process will produce a desired path to change. It was determined how one type of organization could contain employee turnover by using the logic of Goldratt's thinking process.Research limitations/implicationsThis procedure is practical and can be applied to any problem anywhere at any time. This allows further research into other settings.Practical implicationsThis process underscores the importance for a systematic process of problem‐solving by pin‐pointing the problem, determining a workable solution, and implementing the solution. The key is to begin by looking for the underlying causes of the problem which produces an undesirable effect. Using this structured cause and effect process, a future reality tree is then developed with the desired effect. This research reveals how the Goldratt thinking process can be applied to business problems with multiple variables.Originality/valueThis research is based on an actual situation in which employee retention was a problem for five years. By improving employee retention, additional human resource expenses are significantly reduced.

Measuring the impact of values at BDO Stoy Hayward: Creating an award‐winning business with strong values‐based management

In 2001, BDO Stoy Hayward decided to develop a strong values‐based culture, which has generated major enhancements in staff opinions, during a period of restructure and business growth. Nick Tatchell, senior project director at ISR, works with the company to test the attitudes of its people. Here, he discusses how BOD Stoy Hayward embedded its values and how this has improved employee retention and satisfaction.

Mechanisms of Support

Employment in a children's hospital of a major medical center can be stressful for healthcare providers, especially when faced with potential losses of pediatric and adolescent patients. Although it seems natural to believe that emotional distress following the death of a patient would be addressed, this is not always the case. The current manuscript presents results of a survey of healthcare providers at Shands Children's Hospital at the University of Florida, a not-for-profit teaching hospital. Hospital staff (N = 94) responded to the survey with a 100% return rate. Responses identified situations considered to be stressful, and described how healthcare providers in this setting dealt with these incidents. Regarding existing hospital resources, respondents reported using multidisciplinary patient care conferences, social workers, and co-workers most often, as sources of support. Respondents also provided a lengthy listing of recommendations for improvement. Addressing the issues presented in this study may result in improved employee retention and lower overall turnover rates.

First Direct focuses on family and fun

PurposeShows how a family‐friendly policy has a positive effect on recruitment and employee retention at First Direct.Design?methodology/approachDescribes First Direct's flexible working patterns, health schemes, on‐site nursery, perks and employee incentives.FindingsReveals that the package of benefits has not only helped First Direct to attract good employees, but also makes them more productive at work.Practical implicationsUnderlines the benefits that companies can gain by treating their employees well.Originality/valueShows how parents, especially mothers, can make an important contribution to the workforce given the necessary support. Gives ideas for improving employee retention in a call centre.

Managing Human Resources to Improve Employee Retention

Managers face increased challenges as the demand for health care services increases while the supply of employees with the requisite skills continues to lag. Employee retention will become more important in the effort to service health care needs. Appropriate human resource management strategies and policies implemented effectively can significantly assist managers in dealing with the employee retention challenges ahead.

Opportunity Knocks: Perceptions of Fairness in Employee Benefits

This article considers potential conflicts between the principles of equity, equality and need in perceptions of fairness regarding employee benefits, based on self-interest bias, and makes specific predictions regarding perceptions of distributive justice in specific benefit plans. It includes predictions regarding perceptions of procedural justice. A survey of 497 employees in seven Canadian organizations tested the predictions. Findings indicate that need is still an important criterion for assessing distributive justice in employee benefits, although the survey also found evidence of self-interest bias. Perceptions of procedural justice were found to be significantly higher in plans with extensive communication and employee participation in plan design. Organizations that take a proactive approach to understanding how employees determine their perceptions of procedural and distributive justice in employee benefits, and design a benefit plan accordingly, can potentially increase employees’ perceptions of justice regarding employee benefits and reap associated benefits including improved employee retention, enhanced ability to hire and increased benefit satisfaction.

THE RELATIONSHIP OF PERCEIVED ORGANIZATIONAL INNOVATIVENESS (PORGI) ON IS&T EMPLOYEE CONTINUANCE: A LISREL MODEL

This paper explores how employees' perception of an organization's innovativeness impacts their desire to continue an association with the organization. The study uses Structural Equation Modeling — LISREL to explore the relationship between latent constructs of the employees' Perceived Job Satisfaction, and Perceived Organizational Innovativeness (PORGI) with their desire for (employment) Continuance with the organization. PORGI is measured through perceived innovation management, organizational career culture, personnel and innovation management policies. The latent construct of "Employee Continuance" is measured through loyalty and a desire to stay. The latent construct of Job Satisfaction is measured by the perceived job satisfaction of the employees. A survey was conducted among Information Systems and Technology (IS&T) employees and the data was analyzed using LISREL confirmatory factor analysis. The results indicate that Perceived Organizational Innovativeness and Job Satisfaction have significant impact on employee retention. Employees that perceived the organization as being innovative demonstrated higher levels of loyalty and had a higher desire to stay connected with their organization. The study concludes that it behooves organizations to support innovative technologies, if only to improve employee retention. Additional organizational implications and technological adoption strategies to strengthen employee retention are discussed.

Managing Employee Life Cycles to Improve Labor Retention

Since much has been written about how to hire and recruit good people, the focus of this article is on how to retain employees. After briefly examining the cost of employee turnover, the author provides a management framework that can help improve employee retention and increase profitability. It is stressed that employees at every phase of the life cycle need to believe that the work they do is important and meaningful. The author concludes that if people see that their employers care about them and their careers, they will deliver better results and will be more committed to their careers with the company.

Extended Care Career Ladder Initiative (ECCLI): Baseline Evaluation Report of a Massachusetts Nursing Home Initiative

The Commonwealth of Massachusetts initiated the Extended Care Career Ladder Initiative (ECCLI) as part of a broader Nursing Home Quality Initiative, adopted by the Legislature in 2000. This legislation is a response to high turnover and vacancies among paraprofessionals in long-term care, creating instability that threatens quality and access to health care. Basic to these initiatives is the equation of good care for consumers with good jobs and opportunities for frontline caregivers. Thus it asks long-term care providers to partner with other organizations (including community based groups, unions, work force development agencies, community colleges, and other long-term care providers) to mount demonstration projects that offer insight into new care-giving and workplace practices that improve the quality of care and the quality of jobs. These projects should also demonstrate how the accomplishment of care giving and workforce quality goals can be mutually reinforcing. Sponsors hope that such projects will offer clear and replicable models for both the long term care industry, and the workforce development community that supports the industry and its potential and existing labor force. ECCLI'S overall program goal is to promote systemic change and build capacity within the long-term care and work force development communities in support of the following goals and objectives: (1) Improve quality of care; (2) Promote skill development; (3) Create and institutionalize career ladders and other workplace practices that support and develop workers; and (4) Improve employee retention. The attached baseline evaluation report is presented as a working paper for the information of researchers and practitioners in the field of nursing home quality and workforce development. It covers the period from March 2001 to June 2001 when the ECCLI program was getting underway, and was submitted to the Commonwealth Corporation of Massachusetts, the quasi-public agency that is administering the funds from the Nursing Home Quality Initiative. Future reports will analyze data collected by the researchers after this baseline and planning period. Major findings include insight into the process of forming consortia across unfamiliar realms of human services (health care and workforce development and education), and challenges for the participants as they consider and implement organizational change as well as training programs for frontline workers as well as supervisors.