Turnover Costs Research Articles

Designing employee benefits to optimize turnover: A prescriptive analytics approach

Employee turnover significantly impacts organizations, particularly those with substantial investments in training their workforce. To mitigate these effects, we propose a Prescriptive Human Resources Analytics approach that optimizes employee benefits to minimize total costs, focusing on turnover management The methodology models employee decision-making using a discrete choice model, with parameters estimated through maximum likelihood. We solve the resulting nonlinear optimization problem with a heuristic tailored to the problem’s complexity. We applied this methodology to a hospital case study, which was used to enhance the transportation system as an employee benefit, considering the associated turnover costs. The results demonstrate that our approach can reduce total costs, optimize the usage level of the designed benefits, and increase employee satisfaction. This research provides a robust framework for data-driven decision-making in HR, offering practical tools for improving employee retention strategies.

Why I'm Careful About Encouraging My Best Employees to Consider Outside Job Offers

This article examines the complex issue of encouraging top employees to consider external job opportunities and provides a strategic perspective on retaining high-performing talent. Drawing from academic research and professional experience, it explores why high-caliber employees represent strategic assets deserving proactive retention efforts. The brief discusses the full costs of turnover, importance of loyal commitment, and balancing internal versus external mobility. It emphasizes crafting fulfilling career paths through development opportunities, mobility channels, and individualized career discussions. Additionally, the article advocates balancing traditional retention tactics with flexible, motivation-harnessing approaches to engage today's workforce. Overall, it argues the savviest talent management thoughtfully weighs open career coaching against organizational needs through attentive, long-term relationships with each employee.

The Impact of Intrinsic Motivation on the Sustainable Extra-Role Performance with the Mediating Role of Job Engagement

Employee motivation and engagement are crucial in attaining optimum workplace productivity because when employees are driven and interested in their duties, they are more likely to give more of themselves, be more innovative, and actively contribute to the organization’s success. The goal of this study is to examine the effects of intrinsic motivation and staff engagement on extra-role performance. It also examines how employee engagement functions as a mediating factor between these factors. The research participants are workers of a Kosovo-based energy production firm. The data were gathered using the convenience sample approach, with 350 people working in various jobs and locations. To investigate the study’s hypotheses, we employed the PROCESS 4 macro model and multiple regression analysis. The study found that motivation from within improves job performance and has a positive relationship with work engagement. Similarly, when the influence of engagement on extra-role performance was investigated, the findings found that engagement had a very significant effect. Furthermore, there was evidence of a positive relationship between intrinsic motivation and extra-role performance, with work engagement serving as a moderator. This study makes an important contribution that sustainably motivated and engaged employees are essentially more likely to stay in the organization, reducing the cost of staff turnover. Good employee performance increases the organization’s ability to adapt to change and innovate, contributing to long-term sustainability.

Fostering Organizational Excellence through Inclusive Leadership: Practical Guide for Radiology Leaders.

Inclusive leadership styles value team members, invite diverse perspectives, and recognize and support the contributions of employees. The authors provide guidance to radiology leaders interested in developing inclusive leadership skills and competencies to improve workforce recruitment and retention and unlock the potential of a rapidly diversifying health care workforce. As health care organizations look to attract the best and brightest talent, they will be increasingly recruiting millennial and Generation Z employees, who belong to the most diverse generations in American history. Additionally, radiology departments currently face critical workforce shortages in radiologists, radiology technicians, staff, and advanced practice providers. In the context of these shortages, the costs of employee turnover have emphasized the need for radiology leaders to develop leadership behaviors that promote recruitment and retention. Radiology department leaders who perceive and treat valued employees as replaceable commodities will be forced to deal with the extremely high costs associated with recruitment and training, decreased morale, and increased burnout. The authors review inclusive versus exclusive leadership styles, describe key attributes and skills of inclusive leaders, provide radiology leaders with concrete methods to make their organizations more inclusive, and outline key steps in change management. By adopting and implementing inclusive leadership strategies, radiology groups can position themselves to succeed in rapidly diversifying health care environments. ©RSNA, 2024 See the invited commentary by Siewert in this issue.

Employee Retention through Organizational Commitment, Work Engagement, and Job Satisfaction

Commitment can increase organizational ownership, performance, and retention with the ultimate goal of minimizing employees' desire to leave the organization because high turnover costs result in costs that are never considered. This research aims to determine and analyze the influence of work engagement and job satisfaction on the organizational commitment of employees PT. Jakartana Tama Ciawi-Bogor, both partially and simultaneously. This research uses descriptive and verification methods. The sample in this study amounted to 161 people using non-probability sampling with a saturated sampling technique. Data collection techniques through distributing questionnaires. Data processing uses multiple linear regression analysis with SPSS Version 25.00. The research results show that work engagement t and job satisfaction positively and significantly affect organizational commitment, both partially and simultaneously.

Factors associated with the non-retention of health sector employees recruited in Iran: a survival analysis

BackgroundHealth staff are an essential component of the health system and a significant factor in improving health outcomes. As a result, without a suitable number of trained and supported workforces, health-related goals will not be achieved. As a result, one of the most significant tasks of the government and healthcare human resource management in healthcare organizations is focusing on development and maintenance of personnel.MethodThis study was a longitudinal and historical cohort study. Data was collected on the 40 medical universities and healthcare organizations under the jurisdiction of Iran Ministry of Health and Medical Education from 2008 to 2018 from the human resources database. In this study the COX regression and survival analysis was used to assess the factors of staff maintenance, retention rate, and the risk of turnover.Result46,939 health workforces were included in the study, of which 13,328 (28.4%) were men and 33,611 (71.6%) were women. Based on the finding of cox regression model, the retention of staff were statistically different between male and female. Employees whose current work place and birthplace were similar had a significantly higher probability of retention. Accordingly, the cox regression result showed, the risk of employee turnover for single personnel was higher than the married ones.Conclusionan applicable policy for increasing maintenance among workforce recruitment, could be considering the native born professionals instead of non-natives born which reduce the costs of employee turnover, including re-hiring, initial and on-the-job training, housing, and other extra living expenses away from home and family.

Power distance, legal protection of intellectual property rights and corporate R&D human resources

Existing studies have mainly investigated the pairwise relationship between culture, intellectual property rights (IPR) protection, and enterprises' innovation input. This paper links culture and IPR law to study their joint impact on enterprises' innovation human input. Based on the panel data of Chinese listed companies in Shanghai and Shenzhen Stock Exchange, studying a specific cultural dimension (i.e., power distance) and its influence with legal protection of IPR on corporate research and development (R&D) human resources (defined in terms of scale and efficiency). Power distance is negatively related to the R&D human resources scale and positively related to their efficiency. This is because power distance affects the R&D personnel's job satisfaction and turnover rate. Relaxed IPR legal environment is not conducive to expanding the scale of R&D human resources. Because the vital interests of R&D personnel are not legally protected, and the turnover cost is reduced. There is an interaction between Power Distance and Legal Protection of IPR, which can moderate relationship between Power Distance and R&D Human Resources Scale. Weak Legal Protection of IPR may enhance the positive correlation between Power Distance and R&D Efficiency. Enterprises should take corresponding measures to enhance their ability of independent innovation and R&D human resource management in culture, IPR protection, and human resources management.

Corporate social responsibility on worker turnover rate and worker turnover cost: the role of symbolic image dimensions and the unemployment rate

Purpose This study aims to examine the relationship between corporate social responsibility (CSR) and worker turnover rate (WTR) and worker turnover cost (WTC) in Vietnamese garment companies, using the mediating role of symbolic image dimensions (SID) of employer image and the moderating role of unemployment rate. Design/methodology/approach This study uses Signaling Theory and Job Embeddedness Theory as theoretical frameworks to examine the mediating role of SID and the moderating role of the unemployment rate on the link between CSR and WTR, as well as the associated cost. Data from 119 Vietnamese garment companies are analyzed using structural equation modeling – AMOS software. Findings The findings suggest that CSR has a direct adverse effect on the WTR and an indirect effect on WTC through WTR. The results also indicate a direct relationship between the level of CSR adopted by companies and workers’ perception of the symbolic attributes of their company’s employer image as sincere, innovative, competent and prestigious. This, in turn, leads to a reduced rate of worker turnover. In addition, this study discovers the moderating influence of the region’s unemployment rate on the correlation between companies’ CSR and WTR. Practical implications The results indicate that companies should view CSR as a strategic tool to obtain better performance by achieving a win-win state of affairs with their workers. It also implies the influence of external economic factors on the relationship between CSR and worker turnover. Originality/value This study contributes to the literature by highlighting the economic benefits of CSR and the SID.

Human Resource Management Practices: Enhancing Employee Engagement and Retention in a Global Context

Employee engagement and retention have become critical concerns for organizations operating in a global context, where talent competition is fierce and turnover costs are high. Human resource management (HRM) practices play a central role in addressing these challenges by fostering a work environment that promotes engagement and encourages employees to stay committed to the organization. various HRM practices that have been found to enhance employee engagement and retention across different cultural contexts. recruitment and selection strategies aimed at attracting candidates who are not only qualified but also aligned with the organization's values and culture. Next, it discusses training and development programs that enable employees to acquire new skills and advance in their careers, thereby increasing their sense of fulfilment and loyalty. Additionally, the paper explores performance management systems that provide regular feedback and recognition, reinforcing employees' sense of purpose and contribution to organizational goals.

Applying Organisational Support Lenses for Employee Retention: The Role of Supervisor Support and Compensation Fairness

Employee retention is critical, yet organisations face challenging talent markets and increasing turnover costs from departing staff. This study examines drivers of retention for professional workers to isolate actionable focus areas for organisations. Drawing on organisational support theory, perceived organisational support, compensation fairness, and quality leader-member exchange relationships are hypothesized to reduce turnover intentions. Survey data from a sample of 120 employees analysed using PLS-SEM, confirmed perceived organisational support as the strongest predictor, followed by compensation equity and supervisor support. All three fulfil socioemotional needs that build affective commitment and loyalty when present. Practical recommendations center on monitoring support perceptions through pulse surveys, purposeful communications conveying care for employees, and leader training on nurturing developmental relationships. Investing in perceived support elements represents a high-yield, affordable retention strategy. These findings refine broader retention drivers, spotlighting the centrality of care and inclusion assurances for anchoring talent. Limitations around generalizability and cross-sectional data point to useful future research directions.

The Impact of Artificial Intelligence in Employee Onboarding Programs

Problem Employee onboarding is one of the most important phases of an employee’s life cycle. Human resources (HR) is vital in setting employees up for success, particularly during this employment stage. Some organizations lose employees before they have had a chance to learn about and acclimate to the organization. An ineffective onboarding program may contribute to high turnover costs and low employee retention. Solution This article discusses emerging trends in the role of artificial intelligence (AI) in human resource development (HRD) and how AI is being used to develop more effective and efficient processes and programs. Recommendations for practitioners will include how AI may create an informative and engaging onboarding program that may increase employee retention. Stakeholders Organizational development (OD) and learning and development (LD) professionals who want a more effective employee onboarding program that will provide the knowledge employees need while creating an engaging learning experience.

THE IMPACT OF ORGANIZATIONAL TRAINING AND DEVELOPMENT ON THE ORGANIZATIONAL PERFORMANCE

Improving organizational performance in today's fast-paced and competitive business world is mostly driven by organizational training and development (OTD) programs. In order to better understand how training interventions, affect KPIs, this study will investigate the complex link between OTD programs and organizational performance. Theoretically, we can comprehend how OTD affects organizational performance after a thorough literature analysis. To shed light on the workings of this connection, a number of theoretical frameworks are employed, such as the resource-based view, social exchange theory, and human capital theory. In addition, the study's conceptual framework is informed by the synthesis of empirical evidence from previous research projects, which helps to uncover trends and patterns in the literature. Examining critical mediating elements between OTD initiatives and organizational performance results is central to the analysis. Since training and development programs increase employees' dedication, enthusiasm, and discretionary effort to the organization's objectives, employee engagement becomes an important mediator. In a similar vein, work satisfaction is recognized as an important intermediary variable; training interventions boost employee satisfaction, which in turn leads to lower turnover costs and improved retention rates. Keywords: Organizational training, development, performance, employee engagement, job satisfaction, innovation, organizational culture, leadership support.

청년 조리사의 지각된 근무환경이 자기효능감, 이직의도에 미치는 영향

The purpose of this study is to uncover the turnover intention of MZ generation cooks, that is, young cooks, and to find out the factors that can lower it. Therefore, to find out the effect of the work environment perceived by young cooks on self-efficacy and turnover intention. An empirical analysis was conducted targeting cooks aged 19 to 34 working in the restaurant industry in Korea. The results of the analysis showed that work environment affects self-efficacy and that high self-efficacy lowers turnover intention. The better the facility environment and welfare environment, the lower the intention to change jobs. Therefore, in order to lower the turnover cost of young cooks, self-efficacy must be increased by investing in the facility environment among the working environment, and factors related to the welfare environment will also be improved to reduce the turnover of young cooks, thereby reducing turnover costs and new recruitment costs.

Lame duck law enforcement

Election losses for incumbent sheriffs result in lame ducks who oversee local law enforcement for as long as 10 months before the next sheriff takes office. Monthly arrest rates decline 11% subsequent to a primary election loss and 20.3% after losing a general election; violent crime arrests drop 24.8% in the two months following a general election loss. Our results demonstrate the costs of electoral turnover where day-to-day duties are sensitive to effort and conscientiousness.

Employee Turnover and Company Value. Were European Companies Equally Affected by the COVID-19 Pandemic?

In this study, we sought to identify how employee turnover affected company value in a sample of 254 European listed companies before and during the COVID-19 pandemic. We specifically tested the hypothesis that the most profitable and socially responsible companies withstood the pandemic better. We then complemented our analysis by identifying potential sectoral differences. We analyzed the association between employee turnover and company value by using a quantile regression model to determine this association at each point of the conditional distribution of company value. All of our financial and non-financial data for the 2019-2020 period were extracted from the Bloomberg database. We found a negative association between employee turnover and company value before and during the pandemic. The additional costs of employee turnover may have therefore reduced stock market values. The negative association weakened considerably during the pandemic for those companies that had the lowest company value, possibly because of the government support and guarantees they received during the lockdowns. Our sectoral analysis showed a stronger effect on traditional industries with intensive human interactions than on modern industries with predominantly virtual interactions. Estimation results from more profitable companies showed a positive association before the pandemic, perhaps because they had an ‘optimal’ level of employee turnover that maximized their productivity and performance and, thus, their stock market value. This association completely reversed during the pandemic, perhaps because their higher profitability was not sufficient to dampen the negative effect of the increase in employee turnover. For the most profitable and socially responsible companies, the same association was much stronger both before and during the pandemic. For almost all of the companies, the estimated coefficients of employee turnover were positive before the pandemic but became negative for those companies that had the lowest stock market values during the pandemic. This study enriches the existing literature by being the first one to show how employee turnover affected the company value of European listed firms before and during the pandemic. It also provides new evidence that this association varied with the level of sectoral sensitivity to the pandemic and was much stronger for the most profitable and socially responsible companies.

Job Tenure and Unskilled Workers before the Industrial Revolution: St Paul’s Cathedral 1672–1748

How were unskilled workers selected and hired in preindustrial labor markets? We exploit records from the rebuilding of St Paul’s Cathedral, London (1672–1748), to analyze the hiring and employment histories of over 1,000 general building laborers, the benchmark category of “unskilled” workers in long-run wage series. Despite volatile demand, St Paul’s created a stable workforce by rewarding the tenure of long-standing workers. More senior workers received more days of work each month, preference when jobs were scarce, and the opportunity to earn additional income. We find the cathedral’s strategy consistent with reducing hiring frictions and turnover costs.

The Importance of Pre-employment Job Motives in Predicting Voluntary Salesforce Turnover in the Gig Economy

ABSTRACT Purpose Given the considerable visible and hidden costs associated with voluntary job turnover and the fact that independent contract workers (“gig workers”) can change jobs with ease, it is imperative for managers and scholars to understand the reasons why someone joins a company in an effort to hire workers who will stay with the company longer. Method A commercial research panel company, Dynata, was used to collect data from current and former independent contract workers. After a rigorous screening protocol, data were collected retrospectively from 495 current and 456 former direct sellers, since direct selling is one of the oldest forms and largest categories of gig work. A binary logistic regression analysis enabled prediction of voluntary job turnover based on the number of reasons for joining the company. Findings Findings from statistical analysis of the reasons for joining a company showed that the greater the number of reasons given for joining, the greater the likelihood of staying with the company. Additionally, statistically significant differences were observed between the current and former direct sellers for nine of the 12 reasons investigated. Importantly, from a predictive modeling perspective, it was possible to predict whether a direct seller would stay with the company or quit the company based on the number of reasons for joining the company. Implications The research has implications for both theory and practice. Utilizing theoretical underpinnings from organizational and behavioral management literatures, pre- and post-employment variables establish the framework for pursuing a better understanding of pre-employment motives for joining a company. Despite calls for more research on individual differences in joining a company, past research efforts may have been hindered by the failure to explore new approaches, new agendas, and new methodologies. Theoretically, the research shows that there is a need to ensure the inclusion of pre-employment motive constructs in examining the construct of voluntary job turnover. Managerially, the cost of turnover is significant, and this is particularly true for salesforce turnover. Reducing the rate of voluntary salesforce turnover even by a small percentage could (1) lead to greater effectiveness, efficiency, and profitability for companies, (2) result in less time invested in a job for which an individual is not necessarily motivated to pursue successfully long-term, and (3) ensure consistent product and service delivery for customers. Originality Little is known about gig workers, and this research project focuses on one of the original gig workforce cadres, direct selling. Additionally, this research is unique in its approach to collecting data retrospectively from current and former independent contract workers as well as in the predictive abilities offered by the data and subsequent statistical modeling.

Evaluation of a charge nurse leadership development program.

Evaluation of a charge nurse leadership development program.

The Influence of Anti-LGBTQIA+ Legislation on Graduate Medical Education

The Influence of Anti-LGBTQIA+ Legislation on Graduate Medical Education

Getting a Worker: Recruiters, Culture, and On‐the‐Job Skilling1

This article explores the relationship between employer hiring for skill and cultural matching. Using 68 semi‐structured interviews with recruiters and human resources professionals, I argue that costly on‐the‐job skilling can push employers to try to stabilize their workforce by, among other things, hiring socially similar applicants. Recruiters for high turnover cost roles considered cultural matching essential to their work, while in other cases it played little to no role. I conclude by discussing the implications of hiring‐for‐fit and on‐the‐job skilling for scholarship on labor markets and social inequality.