Reduction In Turnover Research Articles

In the post-pandemic era, nursing workforce constraints continue to foster concerns for the future of health care among nurse leaders worldwide. Causal factors attributing to disparity between workforce supply and demand are well documented in literature while operational outcomes from comprehensive solutions are scarce. Nurse leaders seeking to meet the operational demands of a constrained workforce must embrace innovative care delivery models aimed to meet the generational needs of the workforce. Operational outcomes measured in fiscal year 2023, defined as July 1, 2022-June 30, 2023, include: a total savings of 30 million dollars in premium labor spend, an increase in the organization's fill rate to 86%, a 62% reduction in agency spend, 8% reduction in turnover, including a 9% reduction in first-year turnover, a 4% reduction in vacancy rate, and 20% less time spent on staffing and scheduling tasks.

This study aims to analyze the level of employee cohesiveness at PT. Pelindo IV (Persero) Makassar Branch and identify the key factors influencing it. Employee cohesiveness is essential in fostering a collaborative work environment, increasing productivity, enhancing job satisfaction, and reducing turnover rates. This research employs a quantitative approach with a descriptive design. Data were collected through questionnaires distributed to 63 respondents, selected using the Slovin formula from a total population of 172 employees. The analysis includes validity and reliability tests, followed by index number analysis to measure the level of cohesiveness based on four key indicators: social strength, group unity, attractiveness, and teamwork. The findings reveal that employee cohesiveness at PT. Pelindo IV (Persero) Makassar Branch is at a high level. Transformational leadership and effective communication significantly contribute to fostering a cohesive workplace by strengthening teamwork, encouraging mutual support, and enhancing collaboration. The study concludes that strong employee cohesiveness creates a harmonious work environment, improves efficiency, and supports organizational goal achievement. It is recommended that the company continue to strengthen leadership strategies and promote open communication to maintain and further enhance cohesiveness within the organization. Future research should explore other industries and incorporate qualitative approaches to gain deeper insights into employee interactions and workplace dynamics.

Small and Medium Enterprises (SMEs) within the Zimbabwean manufacturing sector play a pivotal role in the nation's economic growth. This study critically investigates the role of training and development programmes to enhance the performance of manufacturing SMEs in Mashonaland West Province. The study was underpinned by pragmatism research philosophy. Structured questionnaires and structured interview guides were used to collect quantitative and qualitative data from 80 respondents. Quantitative data were analysed using descriptive statistics and correlations while qualitative data were analysed using NVivo. The main study findings establish that there is a positive relationship between training and development and performance of manufacturing SMEs. Study findings show that in the rapidly evolving business landscape, maintaining a competitive edge requires continuous investment in upskilling and reskilling the workforce. The study establishes that in the manufacturing sector, where innovation is a key driver of success, training and development can foster a culture of continuous improvement and adaptability. This can lead to the development of new products, processes, or business models, ultimately enhancing the competitiveness of the organisation. The study revealed that investing in training and development demonstrates an organisation's commitment to its employee that can positively impact employee engagement, morale and retention. Well-trained and empowered employees are more likely to feel valued, contributing to higher job satisfaction and reduced turnover rates. Retaining skilled and experienced personnel is crucial for maintaining institutional knowledge and driving continuous improvements within manufacturing SMEs. The recommendations proffered by the study are that manufacturing SMEs should adopt a strategic, data-driven approach. This includes assessing skill gaps, aligning training objectives with business goals and continuously evaluating the impact of training initiatives on key performance indicators. By investing in the training and development of their workforce, manufacturing SMEs can enhance productivity, foster innovation, improve employee engagement and ultimately strengthen their overall competitiveness in the market.

The ability to read the Qur'an of students in Islamic universities is still a Employee turnover is a common phenomenon in the business world, especially in the retail sector. High turnover rates can have a negative impact on operational efficiency, recruitment costs, and employee motivation. This study aims to analyze the factors that influence employee turnover at Toko Top Mode, Makassar. This study uses a descriptive qualitative approach with data collection methods through observation, interviews, and literature studies conducted in January 2025. Research informants consisted of managers and employees in various divisions. The results of the study indicate that employee turnover at Toko Top Mode is influenced by several main factors, namely lack of career development opportunities, less supportive work environment, uncompetitive compensation and benefits, and imbalance between work and personal life. These factors cause job dissatisfaction, which encourages employees to seek opportunities elsewhere. These findings are expected to provide insight for management in developing better human resource policies to reduce turnover rates and increase workforce stability in the retail industry.

ABSTRACT Low unionization rates, a falling real federal minimum wage, and outsourcing have hampered wage growth in the low-wage sector in the United States for several decades. In recent years (2014–2023), a number of large private retailers—including some of the largest employers in the United States—have opted to institute or raise company-wide, voluntary minimum wages (VMWs) for their employees. We use anonymized payroll data from a large credit bureau and a major payroll provider to study the effects of these national retailer policies on adopting employers’ own wages and employment as well as their spillovers to other employers in shared local labor markets, variously defined. Using stacked event studies centered around multiple VMW events and a continuous treatment variable defined as the gap between local-area wages and the company minimum, we find that VMWs result in sizable wage increases and reductions in turnover at the companies that implement them. Turning to wages at other companies, we estimate small, often economically negligible, spillover effects across multiple measures of exposure to VMWs and numerous definitions of relevant competitors, including firms connected by worker flows. Together, the evidence points to little role for strategic interactions in the transmission of large retailers’ wage policies to other firms. Voluntary minimum wage policies have affected over 3 million jobs at adopting employers, yet their impact on the broader labor market is limited.

Reducing nurse job burnout is vital for quality care and turnover reduction, particularly in emergency departments. Given that moral distress is a crucial predictor of job burnout, this study seeks to identify factors that can alter this relationship and its underlying mechanisms. The finding is essential for enhancing job satisfaction among emergency nurses and improving patient safety and healthcare quality. This study employed a cross-sectional design and was conducted in May 2024 among nurses in the emergency departments of five tertiary hospitals in Southern China. The survey instruments included the General Demographic Questionnaire, Moral Distress Scale-R (MDS-R), Hospital Ethical Climate Survey (HECS), Rushton Moral Resilience Scale (RMRS), and Maslach Burnout Inventory Human Services Survey (MBI-HSS). Descriptive analysis and Pearson correlation analysis were performed using SPSS 27.0. The structural equation model was constructed with AMOS 28.0 software, and Bootstrap testing was conducted. The results showed that moral distress directly affected job burnout (β = 0.265, 95%CI [0.114, 0.391]). Hospital ethical climate and moral resilience both played mediating roles in the relationship between moral distress and job burnout (β = 0.161, 95%CI [0.091, 0.243]) (β = 0.216, 95%CI [0.123, 0.337]). Hospital ethical climate and moral resilience play chain mediating roles between moral distress and job burnout (β = 0.090, 95%CI [0.047, 0.161]). The hospital ethical climate and moral resilience play chain mediating roles between moral distress and job burnout. It is recommended that managers pay comprehensive attention to emergency nurses' moral distress. By improving the hospital ethical climate and enhancing nurses' moral resilience, the level of job burnout can be reduced.

Purpose: This study examines the impact of strategic leadership on Generation Z employees and explores how these leadership styles influence organizational performance. Generation Z, born between 1997 and 2012, brings distinct workplace expectations, including a desire for transparency, flexibility, and a meaningful work environment. Strategic leadership, with its focus on vision, adaptability, and informed decision-making, is crucial to harnessing Gen Z’s potential and fostering a culture of engagement, innovation, and productivity. Methodology: This study adopts a mixed-methods approach, collecting quantitative data through surveys and qualitative insights through interviews with Gen Z employees and strategic leaders across industries such as technology, finance, and healthcare. Findings: Results indicate that Gen Z responds positively to leadership styles that prioritize inclusivity, support open communication, and emphasize purpose-driven work. Leaders who actively promote innovation and involve employees in meaningful decision-making are particularly successful in engaging this cohort. Additionally, findings reveal that strategic leadership approaches tailored to Gen Z's values improve organizational outcomes, as evidenced by increased employee satisfaction, enhanced productivity, and reduced turnover rates. This study highlights the importance of adaptability in leadership strategies and suggests that aligning leadership practices with Gen Z’s preferences can significantly contribute to organizational performance. Unique Contribution to Theory, Practice and Policy: Recommendations include adopting flexible work models, encouraging ethical transparency, and creating career development opportunities, all of which cater to the unique motivations of Gen Z and build a foundation for sustained organizational success.

With nursing retention as a primary evaluative aim, corporate-level clinical preceptors (CCPs) were operationalized in the acute care setting. This role combined key elements of preceptorship and mentorship to support novice nurses' transition to practice. CCPs conducted check-ins through regular rounding, e-mails, surveys and open conversations, resulting in significantly reduced turnover rates, particularly within the first year of practice, and enhanced clinical competence and confidence. Further study of centralized preceptor programs is indicated.

Objective: The objective of the article is to determine the relationships between selected job characteristics in hotel enterprises and employees’ work engagement and investigate how this may relate to their intention to leave. Research Design & Methods: The research involved employees directly serving hotel guests (front office) of six Tricity hotels in Poland. The hotels included in the study were medium and higher standard facilities that provide a wide and comprehensive range of services. We conducted the research using a direct survey, with 108 participating respondents. Findings: Survey research conducted among employees of Tricity hotels showed a significant correlation between the analyzed job characteristics and work engagement, which in turn significantly weakens hotel employees’ intention to leave. Implications & Recommendations: The obtained results provide valuable information about the relationships between selected characteristics of the work process in the hotel industry and how they affect work engagement and intention to leave. The results may help the management of hospitality companies formulate recommended actions to optimize work conditions so that they are conducive to higher service quality and reduced employee turnover. Contribution & Value Added: The research results expand knowledge of human resources management, in particular regarding optimization of the work process conditions in the hotel industry to strengthen employees’ engagement. This is an original study, which treats the proposed relationships holistically in the context of the specifics of the hotel industry.

Intensive care units (ICUs) are high-stress environments where nurses frequently encounter futile treatments. These experiences can lead to compassion fatigue (CF) and increase turnover intention (TI) among ICU nurses. To examine the levels of attitudes towards futile treatment (ATFT), CF and TI among ICU nurses, to explore their relationship and identify the factors influencing ATFT. This cross-sectional study involved 440 ICU nurses who were members of the Turkish Society of Critical Care Nurses. Data were collected via an online survey using the Attitudes Towards Futile Treatment Scale (ATFTS), Compassion Fatigue-Short Scale (CFS) and Turnover Intention Scale (TIS). Descriptive statistics, correlation analyses and hierarchical regression analyses were conducted to analyse the data. The findings of the study indicated that ICU nurses' ATFTS, CFS and TIS scores were 43.18 ± 6.44, 74.25 ± 23.33 and 8.39 ± 3.03, respectively. There was a significant negative correlation between ATFTS and CFS (r = -0.428, p = .001) as well as TIS (r = -0.204, p = .029). In the final hierarchical regression model, the significant predictors of ATFTS included participation in patient-related decisions (β = -0.148, p = .001), performing futile treatment practices (β = 0.342, p = .001), work burnout (β = -0.165, p = .015), secondary trauma (β = -0.130, p = .011) and TI (β = -0.170, p = .039). This study found that ICU nurses' ATFTs are negatively correlated with compassion fatigue and turnover intention. Enhancing ICU nurses' involvement in decision-making and providing psychological and emotional support to manage compassion fatigue and turnover intention may help improve their attitudes towards futile treatment. The study highlights the critical need to address compassion fatigue and turnover intention among intensive care unit (ICU) nurses to mitigate their negative attitudes towards futile treatments. By improving emotional resilience and involving nurses more actively in ethical decision-making processes, health care institutions can enhance the quality of care provided in ICUs, reduce turnover rates and ultimately support the well-being of the nursing staff.

Employee attrition has become a significant challenge for organizations worldwide, affecting productivity, employee morale, and overall business success. Employee turnover not only disrupts business operations but also imposes significant financial costs in terms of recruitment, training, and lost expertise. Organizations facing high attrition rates often struggle to maintain team stability, meet project deadlines, and ensure consistent knowledge retention. Moreover, a consistent cycle of new employee onboarding disrupts team synergy and knowledge transfer, further complicating operational efficiency. This research investigates the causes and consequences of employee attrition, highlighting its impact on organizational performance. Drawing insights from HR professionals, the study explores strategies for mitigating attrition through improved engagement, leadership development, and effective retention techniques. Factors such as salary dissatisfaction, workplace stress, limited career growth, and managerial inefficiencies have emerged as key contributors to attrition. The study emphasizes the importance of fostering positive work environments, implementing structured career development programs, and enhancing leadership practices to improve retention rates. Additionally, understanding individual employee needs, offering tailored growth opportunities, and promoting a sense of belonging are identified as crucial factors in improving retention. By examining case studies from prominent organizations such as Infosys and Alembic Pharmaceuticals, this research highlights practical examples of how companies have successfully addressed attrition through strategic interventions. Infosys, for example, achieved improved employee retention by enhancing career growth opportunities, implementing mentorship programs, and introducing flexible work arrangements. Similarly, Alembic Pharmaceuticals reduced its high attrition rate by restructuring its employee engagement programs, improving workplace recognition strategies, and introducing mentorship initiatives. These real-world examples demonstrate how strategic interventions, when effectively implemented, can reduce attrition and strengthen organizational performance. The findings aim to provide actionable insights for organizations seeking sustainable growth. By understanding the factors that contribute to employee turnover, businesses can develop effective policies that prioritize employee well-being, engagement, and long-term commitment. Implementing proactive measures, such as mentorship programs, leadership training, and personalized career advancement plans, can greatly reduce turnover rates. Additionally, organizations that actively promote work-life balance, mental health support, and recognition programs often experience lower attrition rates. Through this comprehensive approach, organizations can mitigate attrition’s negative effects while fostering a motivated and dedicated workforce poised for success. By investing in employee satisfaction and organizational culture, businesses can create an environment where employees feel valued, motivated, and committed to the organization's growth.

Employee retention is an important issue for manufacturing companies, especially in the face of a shortage of qualified workers. The company's ability to retain potential employees is crucial, because retaining competent employees is more effective than looking for new employees. Career development and employee well-being programs are considered important factors in increasing loyalty and job satisfaction, which in turn can reduce employee turnover rates. This study aims to examine the influence of career development and welfare programs on employee retention in manufacturing companies. The research method used was qualitative with a purposive sampling approach, involving 60 respondents who worked for more than two years. The variables studied included career development (dedication, commitment, passion, and learning) as well as welfare programs (salary, supervision, co-workers, and communication), which were associated with employee retention (working conditions, vision and mission, work attitudes, and work assessments). The results of the study show that clear career development and supportive wellbeing programs significantly increase employee commitment, loyalty, and retention. The practical implications of these findings are the importance of companies offering appropriate career development opportunities and adequate wellbeing programs to create a productive work environment and high employee loyalty.

Introduction: Employee attrition poses significant challenges for organizations, impacting productivity and profitability. This study explores attrition patterns using machine learning models, integrating predictive analytics with established human resource theories to identify key drivers of workforce turnover. Methods: The research analysed a dataset comprising demographic, job-related, and engagement factors. Logistic Regression was employed as the baseline model to interpret linear relationships, while Random Forest and Decision Trees captured non-linear interactions. Performance metrics such as accuracy, precision, recall, F1-score, and AUC-ROC were used to evaluate model effectiveness, alongside feature importance analysis for actionable insights. Results: Results revealed that job satisfaction, tenure, departmental dynamics, and engagement levels are critical predictors of attrition. Random Forest emerged as the most effective model, achieving an accuracy of 92% and an AUC-ROC of 94%, highlighting its capability to capture complex patterns. Decision Trees provided interpretable decision rules, offering practical thresholds for HR interventions. Logistic Regression complemented these models by offering insights into direct, linear relationships between predictors and attrition. Conclusion: The study finds that machine learning improves attrition analysis by identifying complex patterns and enabling proactive retention strategies. Predictive analytics strengthens traditional theories, providing a structured approach to reducing employee turnover. Organizations can use these insights to enhance workforce stability and performance. Future research could incorporate qualitative methods and longitudinal studies to refine strategies and assess long-term impacts.

The high employee turnover over several years at PT Jatianom Indah Farm has had an impact on the organization's ability to optimize sales so that it can maintain its position in the market. Therefore, companies need to review employee satisfaction which is influenced by the leadership style and organizational culture within the company. Employee satisfaction is also influenced by employee performanceThis study aims to examine the influence of leadership style and organizational culture on employee performance, with employee job satisfaction as a mediating variable. Using a quantitative approach, data were collected through a Likert-scale questionnaire with a 100% response rate from 110 participants. Structural Equation Modeling (SEM) was employed to analyze the outer model, inner model, and hypotheses. The results show that leadership style and organizational culture significantly affect employee performance, and both variables also significantly influence employee job satisfaction. Furthermore, employee job satisfaction significantly impacts employee performance and mediates the relationship between leadership style and employee performance. However, employee job satisfaction does not mediate the relationship between organizational culture and employee performance. Improving employee satisfaction is expected to reduce employee turnover within the company.

CCCZ Company is a private limited company in Zambia founded in 1999. It is the leading poultry products processor in the country. CCCZ Company recognises the need to train and develop its human capital as it is its greatest investment. It has therefore continued to invest heavily in training its employees with a view to creating a globally competitive and adaptive Human Resource base to meet the ever-increasing citizens’ demand for quality service delivery. However, employee turnover is increasingly being seen as an organizational threat to its sustainability by causing talent and knowledge loss thereby increasing hiring and training costs. The objective of the study was to investigate the role of training and development at CCCZ Company and to assess how the training and development strategies have reduced employee turnover at CCCZ Company. This study used both quantitative and qualitative data analysis methods. The findings were triangulated from the two methods. Logistic regression analysis highlights that satisfaction (OR = 0.000123, p < 0.001) and strategy effectiveness (OR = 0.085, p < 0.001) significantly reduce turnover, indicating that satisfied employees are highly unlikely to consider leaving. However, the working environment (OR = 4.364, p = 0.044) and inadequate resources (OR = 191.62, p < 0.001) are strong predictors of turnover, showing that challenging conditions increase turnover risk. Qualitative findings reveal that retention strategies, such as mentorship programs and flexible work hours, enhance job satisfaction but face challenges due to budget constraints and resistance to change. Overall, while training positively influences retention by improving satisfaction and engagement, further improvements could strengthen its impact.

Employee turnover negatively impacts small and medium enterprises (SMEs) sustainability. Grounded in the transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies SME leaders in Nigeria used to reduce employee turnover. The participants were three SME business owners who successfully reduced employee turnover. Data were collected using semi structured interviews and a review of company documents. Through thematic analysis, four themes were identified: effective leadership practices, focus on employees’ working conditions, enhancing employees’ competence, and implementing attractive employee benefits. The findings from this study include workable strategies SME leaders could use to reduce turnover.

Introduction: The quality of internal hospital management plays a critical role in shaping employee satisfaction. In Indonesian public hospitals, ensuring high internal quality standards is essential for maintaining workforce motivation, reducing turnover rates, and enhancing healthcare service delivery. Employee satisfaction is often linked to key performance indicators such as efficiency, patient outcomes, and institutional reputation.Objectives: This study aims to describe the implementation of Patient-Centered Care (PCC) and analyze its effect on patient satisfaction and quality of care in hospitals during the Covid-19 pandemic.Methods: This study is a quantitative analytical research with a cross-sectional design approach. The research was conducted in two hospitals, namely Unhas Hospital and Ibnu Sina Hospital Makassar. The sample size was 313 patients who were selected proportionally based on inclusion criteria.Results: There was a relationship between the implementation of PCC and patient satisfaction at Unhas Hospital (p = 0.049), but on the other hand, there was no relationship between the implementation of PCC and patient satisfaction at Ibnu Sina Hospital (p = 0.059). There was a relationship between the implementation of PCC and the quality of service at Ibnu Sina Hospital (p = 0.007), but on the other hand, there was no relationship between the implementation of PCC and patient satisfaction at Unhas Hospital (p = 0.398). Conclusions: This study has a relationship between the application of PCC and patient satisfaction at Unhas Hospital, but on the contrary, there is no relationship between the application of PCC and patient satisfaction at Ibnu Sina Hospital

This study aims to examine the role of the work environment in improving employee performance through a bibliometric analysis of scientific literature published between 1991 and 2024. The relationship between workplace conditions and employee productivity is explored using a systematic approach based on data extracted from the Scopus database. The research methodology applies a comprehensive bibliometric analysis utilizing VOSviewer software to map and analyze 105 scientific documents. The literature search focused on the keywords "Work Environment" and "Employee Performance," addressing the evolution of research in this field. The analysis results reveal a substantial increase in the number of publications discussing the link between the work environment and employee performance. Scientific articles dominate 70.4% of total publications, indicating a strong empirical research foundation. This finding suggests that workplace flexibility has become a crucial factor in modern organizations. The implementation of flexible work policies has proven effective in reducing employee turnover rates and increasing productivity. Furthermore, the study identifies three interconnected main clusters: human resource development, performance elements, and compensation systems, which collectively form the foundation for optimizing the work environment. The research highlights the importance of a holistic approach in creating a supportive work environment by considering both physical and psychological aspects to enhance overall organizational performance. These findings contribute to the development of more effective human resource management strategies in the contemporary era.

Artha Jaya Motor Workshop in Sagulung, Batam, faces challenges in workforce recruitment and human resource management. Traditional recruitment processes are considered inefficient, while the lack of a clear organizational structure impacts the workshop’s operations. To address these issues, a practical work project was carried out focusing on modern recruitment strategies using social media and digital platforms such as Google Form. The goal of this project is to improve recruitment effectiveness, establish an efficient organizational structure, and reduce employee turnover by creating clear work contracts. The outcomes of this activity are expected to support the growth of Artha Jaya Motor Workshop and positively contribute to the local economy.

This study investigates how employee skills and workplace diversity influence customer satisfaction, brand awareness, and employee retention in Indonesian restaurants in Taiwan. Using Structural Equation Modeling (SEM), the research explores the direct and indirect effects of these variables, with customer satisfaction acting as a crucial mediator. The findings highlight that employee skills significantly enhance customer satisfaction, which directly strengthens brand awareness and customer retention. Likewise, workplace diversity enriches customer experience, improving satisfaction and broadening brand reach. Notably, customer satisfaction mediates the relationships between employee skills, workplace diversity, and retention, underscoring its pivotal role in linking workforce dynamics to business outcomes. This paper contributes to Human Capital Theory and Social Exchange Theory, emphasizing the strategic value of developing employee skills and fostering workplace diversity. Practical implications suggest that restaurant owners should invest in training programs and inclusive workplace policies to enhance customer experience, build brand loyalty, and reduce employee turnover, ultimately driving business success.