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Books on the topic 'Employee Retention Strategies'

Author: Grafiati

Published: 5 June 2025

Last updated: 1 August 2025

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1

Levit, Alexandra. Success for hire: Simple strategies to find and keep outstanding employees. ASTD Press, 2008.

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2

Denton, D. Keith. Recruitment, retention, and employee relations: Field-tested strategies for the '90s. Quorum Books, 1992.

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3

David, Sears. Successful talent strategies: Achieving superior business results through market-focused staffing. American Management Association, 2003.

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4

Bradshaw, Laura. Strategies for obtaining & retaining scarce talent at Chase Manhattan. Information Management Forum, 1997.

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5

Council, Corporate Leadership. Driving employee performance and retention through engagement: A quantitative analysis of the effectiveness of employee engagement strategies. Corporate Leadership Council, 2004.

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6

Burmeister, Misti L. From boomers to bloggers: Success strategies across generations. Synergy Press, 2008.

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7

Institute, Saratoga, and American Management Association, eds. Retention management: Strategies, practices, trends : a report. American Management Association, 1997.

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8

Cronin, Brian E. Strategies to attract and retain a capable transportation workforce. Transportation Research Board, 2011.

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9

Hospital, Johns Hopkins. Assessment of strategies to retain experienced technical and professional healthcare personnel after retirement age: Mature healthcare workers focus on group research : final report. U.S. Dept. of Labor, Employment and Training Administration, Office of Policy Development and Research, 2008.

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10

Greg, Ridgeway, ed. Strategies for improving officer recruitment in the San Diego Police Department. RAND Corporation, 2008.

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11

United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, ed. Modernizing the nuclear security enterprise: Strategies and challenges in sustaining critical skills in federal and contractor workforces : report to the Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, Committee on Homeland Security and Governmental Affairs, U.S. Senate. U.S. Govt. Accountability Office, 2012.

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12

Deloitte & Touche. and Ontario Association of Non-Profit Homes and Services for Seniors., eds. Becoming an employer of choice: Recruitment and retention strategies OANHSS - professional development forums outputs from the workshop, December 14, 2000. Deloitte & Touche, 2000.

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13

Office, General Accounting. Military personnel: Perspectives of surveyed service members in retention critical specialties : briefing report to congressional requesters. The Office, 1999.

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14

Office, General Accounting. Military personnel: Systematic analyses needed to monitor retention in key careers and occupations : report to Congressional requesters. The Office, 2000.

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15

Office, General Accounting. Military personnel: Longer time between moves related to higher satisfaction and retention : briefing report to the chairman and ranking minority member, Subcommittee on Defense, Committee on Appropriations, U.S. Senate. The Office, 2001.

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16

Office, General Accounting. Military personnel: Longer time between moves related to higher satisfaction and retention : briefing report to the chairman and ranking minority member, Subcommittee on Defense, Committee on Appropriations, U.S. Senate. The Office, 2001.

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17

Office, General Accounting. Military personnel: Higher allowances should increase use of civilian housing, but not retention : report to the chairman and ranking minority member, Subcommittee on Military Personnel, Committee on Armed Services, House of Representatives. U.S. General Accounting Office, 2001.

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18

Office, General Accounting. Military personnel: Full extent of support to civil authorities unknown but unlikely to adversely impact retention : report to the Chairman and Ranking Member, Subcommittee on Military Personnel, Committee on Armed Services, U.S. Senate. U.S. General Accounting Office, 2001.

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19

Office, General Accounting. Military personnel: Perceptions of retention-critical personnel are similar to those of other enlisted personnel : report to the Chairman and Ranking Minority Member, Subcommittee on Military Personnel, Committee on Armed Services, House of Representatives. U.S. General Accounting Office, 2001.

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20

Office, General Accounting. Military personnel: Information on selected National Guard management issues : report to congressional committees. U.S. General Accounting Office, 2003.

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21

Office, General Accounting. Military personnel: DOD needs more data to address financial and health care issues affecting reservists : report to congressional committees. U.S. General Accounting Office, 2003.

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22

Office, General Accounting. Military personnel: General and flag officer requirements are unclear based on DOD's 2003 report to congress : report to congressional committees. U.S. General Accounting Office, 2004.

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23

Office, General Accounting. Military personnel: Navy enlisted personnel management : fact sheet for congressional requesters. The Office, 1990.

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24

Office, General Accounting. Military personnel: Oversight process needed to help maintain momentum of DOD's strategic human capital planning : report to the Secretary of Defense. U.S. General Accounting Office, 2003.

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25

Office, General Accounting. Military personnel: Services need to assess efforts to meet recruiting goals and cut attrition : report to the Chairman and Ranking Minority Member, Subcommittee on Personnel, Committee on Armed Services, U.S. Senate. The Office, 2000.

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26

Office, General Accounting. Military personnel: Joint officer development has improved, but a strategic approach is needed : report to the Subcommittee on Military Personnel, Committee on Armed Services, House of Representatives. U.S. General Accounting Office, 2002.

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27

Office, General Accounting. Military personnel: Actions needed to achieve greater results from Air Force family need assessments : report to the Honorable George R. Nethercutt, Jr., House of Representatives. U.S. General Accounting Office, 2001.

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28

Office, General Accounting. Military personnel: Management and oversight of Selective Reenlistment Bonus Program needs improvement : report to the chairman, Subcommittee on Defense, Committee on Appropriations, House of Representatives. U.S. GAO, 2002.

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29

Office, General Accounting. Military personnel: DOD needs more effective controls to better assess the progress of the selective reenlistment bonus program : report to the Subcommittee on Defense, Committee on Appropriations, House of Representatives. U.S. General Accounting Office, 2003.

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30

Effective Employee Retention Strategies for HTM. AAMI, 2023. http://dx.doi.org/10.2345/9781570208713.

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31

Finders and keepers: Recruitment and retention strategies. Alberta Human Resources and Employment, 2003.

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32

Ahlrichs, Nancy S. Competing for Talent: Key Recruitment and Retention Strategies for Becoming an Employer of Choice. Davies-Black Publishing, 2000.

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33

McCooey, Dawn. Keeping Good Employees on Board: Employee Retention Strategies to Navigate Any Economic Storm. Morgan James Publishing, 2009.

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34

Keeping Good Employees On Board Employee Retention Strategies To Navigate Any Economic Storm. Morgan James Publishing, 2009.

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35

Sears, David. Successful Talent Strategies: Achieving Superior Business Results Through Market-Focused Staffing. American Management Association, 2002.

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36

Hanks, Michael. CREATING a CULTURE of ENGAGEMENT: Selling Strategies for Improving Employee Retention. Primedia eLaunch LLC, 2022.

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37

Managing Employee Turnover: Dispelling Myths and Fostering Evidence-Based Retention Strategies. McGraw-Hill Education, 2012.

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38

David, Allen, and Phil Bryant. Managing Employee Turnover: Dispelling Myths and Fostering Evidence-Based Retention Strategies. Business Expert Press, 2022.

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39

(Editor), Magid Igbaria, and Conrad Shayo (Editor), eds. Strategies for Managing IS/IT Personnel. IGI Global, 2003.

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40

Association, American Management, and Saratoga Institute. Retention Management: Strategies, Practices, Trends : A Report (Saratoga Institute/AMA Special Reports). AMACOM/American Management Association, 1997.

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41

How Great Leaders Prevent Team Burnout: 7 Proven Strategies to Improve Employee Retention, Build a Positive Work Culture, and Maximize Your Team's Productivity and Effectiveness. Guerreiro LLC, Kristel, 2023.

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42

How Great Leaders Prevent Team Burnout: 7 Proven Strategies to Improve Employee Retention, Build a Positive Work Culture, and Maximize Your Team's Productivity and Effectiveness. Guerreiro LLC, Kristel, 2023.

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43

Mbamalu Okoro, Henrietta. Organizational Culture and Performance. The Rowman & Littlefield Publishing Group, 2022. https://doi.org/10.5040/9780761878087.

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The recent merger waves in most organizations fail to increase organizational performance and sustain a competitive advantage. Several U.S. organizational mergers failed to sustain market competition and retain employees. Most consolidated and merged banks in Nigeria are in distress and have failed to increase organizational performance. Currently, organizational leaders are facing challenges regarding how to integrate two or more merged cultures to maintain employee commitment, job satisfaction, and employee retention. The author used a quantitative correlational and regression study that col

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44

BAHADUR TIWARI, BHUPENDRA, E. ESWARA REDDY, and SAM X. KINGSLEY JOSHUA. INNOVATIVE HUMAN RESOURCE PRACTICES AND EMPLOYEE ENGAGEMENT WITH SPECIAL REFERENCE TO IT SECTOR. Jupiter Publications Consortium, 2023. http://dx.doi.org/10.47715/jpc.b.978-93-91303-79-2.

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The industry of information technology in India includes the following services namely IT and software services, IT enabled services, hardware (engineering) services, and e-businesses/e-governance associated with government services. IT services are outsourcing of software support/installation, processing services, systems integration, exports of products and services, and training/education of the information technology science. The significant improvements in the industry have brought about a vital need for systematic process of managing the majority of employees in the IT industry. There wa

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45

Finney, Martha I., ed. Building High-Performance People and Organizations. Praeger, 2008. http://dx.doi.org/10.5040/9798400622083.

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Business success depends on employee innovation, drive, skill, endurance, and dedication. Engaged employees, studies show, provide tangible advantages to the organization like greater customer satisfaction and improved profitability. In contrast, the Gallup Organization has discovered that disengaged workers cost U.S. business between $250 billion and $350 billion each year. How do you engage employees and, in turn, create the high-performance organization? That's what this set is all about. From the latest theories on motivation to innovations in HR to methods to increase employee retention,

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46

Bussin, Mark. Retention Strategies: The Key to Attract and Retain Excellent Employees. Knowledge Resources, 2018.

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47

Dibble, Suzanne. Keeping Your Valuable Employees: Retention Strategies for Your Organization's Most Important Resource. Wiley & Sons, Incorporated, John, 2008.

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48

Keeping your valuable employees: Retention strategies for your organization's most important resource. Wiley, 1999.

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49

Frey, Bruno S., and Jana Gallus. Awards in Firms. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198798507.003.0006.

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Money is not always successful in sustaining and raising employee motivation. When money is perceived to be controlling, financial incentives may backfire and undermine motivation. High-powered incentives can also lead to strategic behaviour and gaming. Many firms are aware of the limitations of monetary incentives. They use non-financial rewards in an effort to sustain and raise employee motivation. Awards are a special kind of non-financial yet extrinsic incentive, whose value resides primarily in the recognition conveyed among peers and in the public. Awards are used in firms to raise emplo

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50

Helge, Kris S., Ahmet Meti Tmava, and Amanda R. Zerangue. Sustaining and Enhancing the Scholarly Communications Department. ABC-CLIO, LLC, 2019. http://dx.doi.org/10.5040/9798216021773.

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Learn how to develop, manage, and maintain a scholarly communications department. More and more academic libraries are being asked to provide scholarly communications services to their campuses, ranging from general information about copyright law to instruction for creating and hosting digital repositories and publishing services. To support academic librarians and information specialists in starting their own scholarly communications departments, Sustaining and Enhancing the Scholarly Communications Department begins by introducing key scholarly communications concepts, including copyright,

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