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Journal articles on the topic 'Employee turnover'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T. S. PRASANNA. "Employee Engagement and Employee Turnover." Indian Journal of Applied Research 4, no. 5 (2011): 328–29. http://dx.doi.org/10.15373/2249555x/may2014/97.

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2

Lee, Shinwoo. "Employee Turnover and Organizational Performance in U.S. Federal Agencies." American Review of Public Administration 48, no. 6 (2017): 522–34. http://dx.doi.org/10.1177/0275074017715322.

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Contrary to received wisdom, could turnover actually be good for an organization? Traditional research on turnover in the public management field treats turnover as a dependent variable, emphasizing its negative role on organizational performance without sufficient theoretical or empirical support. With an emphasis on the type of employee turnover as a situational factor, this research establishes the hypothesized relationships between different employee turnovers—employee transfers, quits, and involuntary turnover—and organizational performance, and tests them using panel data from 2010 to 20

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3

Zhang, Cheng, Jirawan Deeprasert, and Songyu Jiang. "Psychological contract and turnover intention in luxury hotels." Problems and Perspectives in Management 22, no. 3 (2024): 80–95. http://dx.doi.org/10.21511/ppm.22(3).2024.07.

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Human resources are critical assets in the hotel industry, and retaining employees is crucial for the sustainable development of hotels. To reduce employee turnover, the study aims to explore the role of psychological contract and emotional labor on turnover intention. Data from an online survey of 743 employees of luxury hotels in China were analyzed using structural equation modeling (SEM). The results show that employer relational psychological contracts (p &amp;lt; 0.001), employee relational psychological contracts (p &amp;lt; 0.001), and employer transactional psychological contr

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Sahu, Sangeeta, Avinash Pathardikar, and Anupam Kumar. "Transformational leadership and turnover." Leadership & Organization Development Journal 39, no. 1 (2018): 82–99. http://dx.doi.org/10.1108/lodj-12-2014-0243.

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Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed question

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5

Ahn, Ji-Young, and Shilu Huang. "Types of employee training, organizational identification, and turnover intention: evidence from Korean employees." Problems and Perspectives in Management 18, no. 4 (2020): 517–26. http://dx.doi.org/10.21511/ppm.18(4).2020.41.

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Many organizations are willing to increase human capital investment through various employee training programs. This study empirically examines a proposed model that explains the relationship between the different types of employee training, including general and firm-specific training and employee turnover in Korean firms. This study used a survey sample of 10,069 employees in 467 publicly traded firms in South Korea. 78% of participating companies provided training programs to the employees. This study conducted quantitative cross-sectional regression analyses to test the hypotheses. The stu

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Rather, Bilal Ahmad. "Employee Turnover: Where Do Employers Miss?" Asian Journal of Management 9, no. 1 (2018): 149. http://dx.doi.org/10.5958/2321-5763.2018.00023.9.

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7

Ogundare, Emmanuel. "The Effect of Organisational Stress on Employee Turnover Intention Mediated by Employee Job Dissatisfaction Among Employees in Malaysia." International Journal of Economics, Business and Management Research 09, no. 06 (2025): 267–310. https://doi.org/10.51505/ijebmr.2025.9616.

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The study investigates the mediating effect of employee job dissatisfaction (EJD) on the relationship between the dimensions of organisational stress and employee turnover intention (ETI) among employees in Malaysia. A conceptual framework was developed to measure the direct relationships between the dimensions of organisational stress and employee turnover intention as well as the direct relationships between dimensions of organisational stress and mediating variable – employee job dissatisfaction. The direct relationship between mediating variable – employee job dissatisfaction and employee

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Seneviratna, D. M. K. N., L. L. G. Chathuranga, W. M. C. J. T. Kithulwatta, and R. M. K. T. Rathnayaka. "A Mixed Model Approach for Identifying the Impact of Soft Productivity Factors on Employee Turnover among Information Technology Employees in Sri Lanka." Sri Lankan Journal of Applied Statistics 25, no. 1 (2024): 1–13. http://dx.doi.org/10.4038/sljas.v25i1.8113.

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Employee turnover has become one of the major issues in the IT industry today; especially the productivity of an organization is deeply related to the employee turnover rate. The objectives of the current study are to investigate the basic factors that affect employee turnover, examine the relationships between selected soft productivity factors with employee turnover, and suggest ways of minimizing employee turnover rates in IT companies. Initially, eleven soft productivity factors are considered. The selected factors are categorized into two different categories workplace environment and emp

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Lin, Li, John Baur, John Joseph Ivers, and Michael R. Buckley. "Employee-Employer Turnover Voluntariness Typology and Third-Party Involvement in Turnover." Academy of Management Proceedings 2017, no. 1 (2017): 10431. http://dx.doi.org/10.5465/ambpp.2017.10431abstract.

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10

Narwaria, Trapati, Rajiv Dwivedi, Anil Vashisht, et al. "A Bibliometric Analysis of Employee Turnover Intention among IT Sector Employees." International Review of Management and Marketing 14, no. 6 (2024): 355–63. http://dx.doi.org/10.32479/irmm.17067.

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Employee turnover is an important problem in the IT sector. However, there are still few comprehensive discussions on the current trends in employee turnover research. This study aims to comprehensively investigate relevant literature from 2019 to 2023 by bibliometric analysis to facilitate detailed exploration. The study has collected many academic documents and provided a comprehensive overview of recent research landscapes. Using the Scopus database, we used library analysis to examine the publication on employee turnover intentions between 2019 and 2023. The results showed a significant in

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11

Teng, Mingfei, Hengshu Zhu, Chuanren Liu, Chen Zhu, and Hui Xiong. "Exploiting the Contagious Effect for Employee Turnover Prediction." Proceedings of the AAAI Conference on Artificial Intelligence 33 (July 17, 2019): 1166–73. http://dx.doi.org/10.1609/aaai.v33i01.33011166.

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Talent turnover often costs a large amount of business time, money and performance. Therefore, employee turnover prediction is critical for proactive talent management. Existing approaches on turnover prediction are mainly based on profiling of employees and their working environments, while the important contagious effect of employee turnovers has been largely ignored. To this end, in this paper, we propose a contagious effect heterogeneous neural network (CEHNN) for turnover prediction by integrating the employee profiles, the environmental factors, and more importantly, the influence of tur

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12

Fardilah, Heryadi, and Heryadi Fardilah. "ANTESEDEN EMPLOYEE TURNOVER." Jurnal Manajemen dan Pemasaran Jasa 10, no. 2 (2018): 217. http://dx.doi.org/10.25105/jmpj.v10i2.1668.

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<p><em>This research is concerning the effect of workplace environment, job satisfaction, and job performance on employee turnover, and the background is to get the convenience of employees condition, the satisfaction of job results, maximum performance, and keep and reduce</em><em> in and out employees. The purpose of this research is to see</em><em> how far the influence of workplace environment, job satisfaction, and job performance on employee turnover</em><em>. Planning of this research uses primary</em><em> data that is got <

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13

Митрофанова and Aleksandra Mitrofanova. "Managing Employee Turnover." Management of the Personnel and Intellectual Resources in Russia 4, no. 4 (2015): 47–51. http://dx.doi.org/10.12737/13240.

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This article continues the abstract of lectures on “Economics of personnel management” for bachelor degree program. The article reveals the essence and content of employee turnover. It Presents stages of the cyclical nature of employee turnover. Content of the main negative and positive consequences of employee turnover in the organization is displayed. Main stages of the procedure of staff turnover management areshown in consecutive stages. The main indicators for measuring employee turnover are provided.

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14

Blachford, Pauline. "Reducing Employee Turnover." Canadian Journal of Optometry 76, no. 2 (2014): 29. http://dx.doi.org/10.15353/cjo.76.528.

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15

Ramaseshan, B. "Retail employee turnover." Journal of Retailing and Consumer Services 4, no. 3 (1997): 193–99. http://dx.doi.org/10.1016/s0969-6989(96)00044-6.

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16

Weisberg, Jacob, and Alan Kirschenbaum. "Employee turnover intentions." International Journal of Human Resource Management 2, no. 3 (1991): 359–75. http://dx.doi.org/10.1080/09585199100000073.

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17

Hussey, D. E. "Editorial. Employee turnover." Strategic Change 7, no. 6 (1998): 311–12. http://dx.doi.org/10.1002/(sici)1099-1697(199809/10)7:6<311::aid-jsc379>3.0.co;2-4.

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18

Mou, Rongguang. "Analysis of the Impact of Employees' Own Indicators on Employee Mobility." Theoretical and Natural Science 51, no. 1 (2024): 18–25. http://dx.doi.org/10.54254/2753-8818/51/2024ch0150.

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Abstract. Nowadays, the enterprise employee turnover rate has become an important factor in measuring enterprise knowledge loss, human resource management, enterprise comprehensive competitiveness, and enterprise expenditure. Therefore, as much as possible may affect the enterprise employee turnover data and analyze the influence on employee turnover degree can maintain stable staff and increase its comprehensive competitiveness in the market economy system. Employee mobility is not only affected by corporate and macro environmental factors, such as corporate culture, incentive system, employe

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19

Trisna Wijayanthi, Ida Ayu, Mochammad Subagio, Agus Suhendra, Hartini Hartini, and Alfais Amin Darmawan. "Employee Retention Implementation Prevents Employee Turnover." Siber Journal of Advanced Multidisciplinary 2, no. 2 (2024): 288–301. http://dx.doi.org/10.38035/sjam.v2i2.211.

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The purpose of this study is to build a hypothesis regarding the influence between variables that can later be used for further research in the scope of human resource management. The article on the application of employee retention in preventing employee turnover is a scientific literature article within the scope of the research methodology. The approach used in this literature review research is descriptive qualitative. The data collection technique is to use literature studies or conduct a review of relevant previous articles. The data used in this descriptive qualitative approach comes fr

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20

Kaffaso, Yoseph Vernon Suardi, and Luh Putu Mahyuni. "Antecedents of Turnover Intention in Millennial Employees: Employee Engagement and Organizational Culture as Mediation Variables." International Journal of Science and Society 6, no. 2 (2024): 281–92. http://dx.doi.org/10.54783/ijsoc.v6i2.1138.

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This research aims to find the antecedents of turnover intention in millennial employees, where employee engagement and organizational culture mediate. This research was conducted at banks in Bali Province. The population was all banking employees in Bali Province. From this population, 230 samples were taken, namely bank employees. Data was collected using a questionnaire method. The collected data was then analyzed using Structural Equation Modeling (SEM) Partial Least Squares (PLS). This research shows that professional identity and work environment negatively impact turnover intention, and

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Chairiza, Dinda, Zulkarnain Zulkarnain, and Siti Zahreni. "Pengaruh Burnout dan Employee Engagement terhadap Intensi Turnover Karyawan Hotel." ANALITIKA 10, no. 2 (2018): 69. http://dx.doi.org/10.31289/analitika.v10i2.1791.

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<h1>Turnover as an actual form of turnover intention is a general phenomena in hospitality business. There are various factors that influence employee turnover intention, such as burnout experienced by employees and employee engagement that employees. The aim of this research is to determine the influence of burnout and employee engagement toward employee turnover intention at X Group Hotel. Multiple analysis result of this research showed that burnout and employee engagement influenced towards employee turnover intention at X Group Hotel. Burnout positively influenced to employee turnov

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22

Aanchal and Heena Atwal. "Perceived Employer Branding, Employee Engagement and Employee Outcomes: A Proposed Mediation Model." Colombo Business Journal 14, no. 2 (2023): 32–56. http://dx.doi.org/10.4038/cbj.v14i2.156.

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This paper develops a conceptual framework to understand the relationship between perceived employer branding, employee engagement, and desirable attitudinal and behavioural outcomes. This conceptual framework proposes employee engagement as a mediator between perceived employer branding and different attitudes and behaviours such as job satisfaction, organisational commitment, turnover intention, task performance, and organisational citizenship behaviour in accordance with social exchange theory and the job-demand resources model. The paper expanded the research on employer branding by presen

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23

Booth LeDoux, Suzanne M., Louis Champagne, and Jared A. LeDoux. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.10026049.

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LeDoux, Suzanne M. Booth, Jared A. LeDoux, and Louis Champagne. "Employee retention: a turnover analysis of boomerang employees." International Journal of Work Organisation and Emotion 10, no. 2 (2019): 91. http://dx.doi.org/10.1504/ijwoe.2019.104289.

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25

Yaseen, Al-Dubai Omar. "The influence of emotional intelligence and organizational politics on employee turnover and performance." Frontiers in Management and Business 1, no. 2 (2020): 51–62. http://dx.doi.org/10.25082/fmb.2020.02.003.

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Employees are viewed as the most valuable organizational assets especially in today’s competitive environment. Accordingly, it is essential to retain skilled employees and provide a supportive environment to improve their performance especially in service companies as their employees have direct communication and interaction with customers. The purpose of this research is to examine the influence of organizational politics and emotional intelligence on two fundamental employee outcomes: turnover intention and employee performance. In addition, the current study examined the moderating impact o

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26

Herr, Raphael M., Luisa Leonie Brokmeier, Joachim E. Fischer, and Daniel Mauss. "The Benefits of an Employee-Friendly Company on Job Attitudes and Health of Employees: Findings from Matched Employer–Employee Data." International Journal of Environmental Research and Public Health 19, no. 15 (2022): 9046. http://dx.doi.org/10.3390/ijerph19159046.

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Background: This study explored the association of an employee-friendly work environment with employees’ job attitudes (engagement, commitment, turnover intentions, and job satisfaction), and health (mental and general health), applying matched employer–employee data. Methods: The German Linked Personnel Panel (LPP; n = 14,182) survey simultaneously captures the data of employees and the human resources (HR) management of companies. A two-step cluster analysis of 16 items of the HR valuation identified relatively more- and less-employee-friendly companies (EFCs). Logistic regressions tested di

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27

Wibisono, Virgi Fahrezi, and Ni Wayan Mujiati. "Pengaruh Employer Branding terhadap Turnover Intention Dimediasi Employee Engagement di XYZ Headhunter." Mutiara: Multidiciplinary Scientifict Journal 1, no. 7 (2023): 315–22. http://dx.doi.org/10.57185/mutiara.v1i7.62.

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Turnover intention is a mental or psychological decision that exists between individual approaches with reference to continuing a job or to leave a job. This turnover can be a clue to the stability of employees in an organization or company, meaning that if the more frequent or higher the turnover rate, the organization can be said to be unstable. Based on the results of a pre-survey conducted by 10 people at Startup XYZ Headhunter, using three statement indicators, the results showed that most respondents showed a desire to leave the company. This study uses employer branding variables as exo

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Dr. S. O. Junare, Dr S. O. Junare, and Dr Sweta Patel. "Studying Interrelation: Employee Turnover & Technology." Indian Journal of Applied Research 3, no. 8 (2011): 445–46. http://dx.doi.org/10.15373/2249555x/aug2013/143.

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Pandey, Dhruba Lal. "Human Resource Practices and Employee Turnover." Journal of Advanced Research in Dynamical and Control Systems 12, SP8 (2020): 572–81. http://dx.doi.org/10.5373/jardcs/v12sp8/20202557.

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30

Satpathy, Dr Ipseeta, and Debi Prasad Das. "Review of Literature on Employee Turnover." Indian Journal of Applied Research 4, no. 2 (2011): 25–3. http://dx.doi.org/10.15373/2249555x/feb2014/94.

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ESER, Hazal, and TÜZÜN İpek KALEMCİ. "Socially Responsible Human Resource Management and Turnover Intention Relations: Does Employer Brand Matter?" International Journal of Contemporary Economics and Administrative Sciences 12, no. 1 (2022): 505–25. https://doi.org/10.5281/zenodo.7101312.

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<strong>Abstract</strong> Since high employee turnover rates have emerged as one of the main problems in the tourism sector, the aim of this paper is to examine the relationship between socially responsible human resource management (SR-HRM), employer brand and employee turnover intention. The paper also aims to investigate whether employees’ employer brand perceptions moderate the relationship between SR-HRM and turnover intentions. An empirical study is conducted on hospitality sector. Quantitative research method is used by collecting questionnaires from 209 employees working in five-

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Wijaya, Donny Agung Harvida, Chandra. "FAKTOR YANG MEMPENGARUHI TURNOVER KARYAWAN DAN STRATEGI RETENSI SEBAGAI PENCEGAHAN TURNOVER KARYAWAN : SEBUAH TINJAUAN LITERATUR." JIANA ( Jurnal Ilmu Administrasi Negara ) 18, no. 2 (2020): 13–23. https://doi.org/10.46730/jiana.v18i2.7926.

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Factors Affecting Employee Turnover and Retention Strategies as Prevention of Employee Turnover: A Literature Review. Turnover can be interpreted as the discharge of an employee from the company where he works. Turnover in organizations can lead to instability and uncertainty about labor conditions and will increase costs that must be incurred by the organization. Turnover can be experienced by organizations in the private and public sectors. The writing of this article uses the literature review data collection method for various reports, publications or news about employee turnover. There ar

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Tanjung, Nurjannatin Aliya Albany, and Farina Islami. "Proses Sosialisasi dan Keluar Karyawan Perusahaan: Tinjauan pada Fenomena Turnover." Calathu: Jurnal Ilmu Komunikasi 7, no. 1 (2025): 23–35. https://doi.org/10.37715/calathu.v7i1.5037.

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Turnover is a situation when an employee decides to exit and is no longer involved with the company. The increase in turnover percentage that occurs in Indonesia needs attention because it can have an impact on both the individuals and companies involved. This research seeks to explore this phenomenon by conducting in-depth interviews with two sources with experience of more than three company turnovers uses the theory of socialization process and exit process from Miller, Jablin and Putnam. The results of this research state that success in the socialization process can reduce employee turnov

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Oh, Jinuk, and Nita Chhinzer. "Is turnover contagious? The impact of transformational leadership and collective turnover on employee turnover decisions." Leadership & Organization Development Journal 42, no. 7 (2021): 1089–103. http://dx.doi.org/10.1108/lodj-12-2020-0548.

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PurposeThis study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?Design/methodology/approachLatent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea.FindingsThe results indicate a negative relationship between transformati

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Hoang, Thi Thuy Duong. "The impact of manager training on employee turnover intentions: the serial mediation roles of employee satisfaction and employee’s perception of management style." Journal of International Economics and Management 24, no. 3 (2024): 161–75. https://doi.org/10.38203/jiem.024.3.0099.

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The turnover intention of employees has always been one of the most notable issues within any business environment. While several studies in recent decades have investigated the impact of training in general on employee turnover intention, limited attention has been given to management-level training. Therefore, this research aims to examine how management-level training directly impacts employee turnover intentions through the double mediation effects of employee’s perception of management style and employee satisfaction. The quantitative method was applied with a sample of 245 employees work

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36

Hannia, Hannia, Roswaty Roswaty, and Emilda Emilda. "Pengaruh Pemberian Insentif dan Lingkungan Kerja terhadap Tingkat Perputaran Karyawan Dealer Mobil DFSK Palembang." Jurnal Nasional Manajemen Pemasaran & SDM 4, no. 1 (2023): 19–25. http://dx.doi.org/10.47747/jnmpsdm.v4i1.1134.

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This study deals with the effect of providing incentives and the work environment on the employee turnover rate of the DFSK Palembang Car Dealer simultaneously on the turnover rate. This type of research was quantitative research which employed the associative method. The data collection technique used is a questionnaire. The sample population used in this study was 40 employees of the DFSK Palembang Car Dealer. The data analysis technique in this study used multiple regression analysis. The results of this study using the t-test partially show that the Incentive Giving variable (X1) has a sig

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Triningsih, Ni Nyoman, and Gede Sri Darma. "Compensation, Worklife Balance, Employee Engagement, and Turnover Intention." Quantitative Economics and Management Studies 5, no. 1 (2023): 10–21. http://dx.doi.org/10.35877/454ri.qems2158.

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The significance of conducting this study lies in its pressing relevance to PT Bali Busana Kreasi, aiming to address turnover intention issues and foster a more productive and fulfilling work environment for its employees. The study's core objective is to scrutinize the impact of compensation and work-life balance on turnover intention, with employee engagement serving as a mediating factor. This research employs a quantitative research approach and is conducted at PT Bali Busana Kreasi, situated on Jl Raya Anggi Elok. The data sources encompass both primary and secondary data, with the entire

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Sharma, Naman. "P-O Fit and Employee's Turnover Intentions." International Journal of Human Capital and Information Technology Professionals 10, no. 2 (2019): 51–60. http://dx.doi.org/10.4018/ijhcitp.2019040104.

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Extant studies have established the relationship between person-organization fit and turnover intentions of employees. However, this article aims further to establish the role of employee engagement as a mediator between these variables. The sample used in the study consists of employees from Indian IT sector and data is analyzed with the help of correlation and regression analysis to test both direct and mediating effects. Results obtained confirm the partial role of employee engagement in mediating the above variables in context of Indian IT sector. The study confirms that person-organizatio

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Kanuto, Dr Aham Edward. "Examining the Relationship between Job Satisfaction, Employee Engagement, and Turnover Intentions: Insights for HR Strategy." International Journal of Science and Business 36, no. 1 (2024): 117–30. http://dx.doi.org/10.58970/ijsb.2379.

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This study examines the association between job satisfaction, employee engagement, and turnover intentions within commercial banks in South Sudan. A sample of 234 respondents was collected from various commercial banks, utilizing a covariance-based structural equation modeling (SEM) approach. The study employed a 5-point Likert scale to measure job satisfaction, employee engagement, and turnover intentions. Findings revealed significant direct effects of job satisfaction on both employee engagement (β = 3.326, p < 0.05) and turnover intentions (β = -2.123, p < 0.05), indicating that high

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40

Imam, Haryadi, and Dudija Nidya. "The Influence of Job Satisfaction and Employee Engagement on Turnover Intention at PT. Dayamitra Telekomunikasi, Tbk. (Study of Mitratel Employees)." International Journal of Current Science Research and Review 07, no. 11 (2024): 8230–37. https://doi.org/10.5281/zenodo.14034602.

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Abstract : The rapid advancement of business in the seamless technology era has disrupted nearly every industry. Amidst this disruption, PT. Dayamitra Telekomunikasi (also known as/abbreviated as “Mitratel”) has encountered challenges, particularly an increasing rate of employee turnover. This turnover is thought to be driven by employee dissatisfaction with various internal and external company factors, along with low engagement levels. Previous research suggests that poor job satisfaction often results in higher turnover intentions, whereas strong employee engagement can help red

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Kumar, PDAS, Devadas UM Dr., and Dhammika KAS Prof. "Impact of Employee Value Proposition on Employee Retention: A conceptual paper." International Journal of Economics, Business and Human Behaviour (IJEBHB) 2, no. 3 (2021): 19–33. https://doi.org/10.5281/zenodo.5513384.

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Apparel export that brings larger export income to Sri Lanka, facing a challenge of the highest employee turnover within industries that have led to high-level replacement cost, training cost as well as low productivity, low quality, and customer dissatisfactions. In this Context, Employer Branding has been a strategic reaction towards attracting prospective employees and retaining them, through managing ‘Employee Value Proposition’ (EVP).  This study aimed to develop a conceptual model to show how EVP contributes to employees’ Intention to Retention (IR) through Employe

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42

Mujiati, Ni Wayan, and Anak Agung Sagung Kartika Dewi. "FAKTOR-FAKTOR YANG MENENTUKAN INTENSI TURNOVER KARYAWAN DALAM ORGANISASI." Forum Manajemen 14, no. 2 (2016): 56–63. http://dx.doi.org/10.61938/fm.v14i2.139.

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The event that often occurs in a system and human resource managementin some companies is how employees behave themselves. One of the employeeâ€™sbehavior is turnover intention which refers and led to employees to leave their job.This presentation will explore the factors that determine the turnover intentionof employees in organization. From the search results obtained, the factors thatdetermine turnover intention is; according to Mobley (1986) factors that determineturnover intention of employees divided into two: organizational factors andindividual factors. According to Mathis and John H.

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Soelton, Mochamad, Tri Wahyono, Chairiel Oktaviar, et al. "Job Insecurity Anomaly on Turnover Intention and Employee Performance in The Organization Heavy Equipment Transportation Services." European Journal of Business and Management Research 6, no. 2 (2021): 211–16. http://dx.doi.org/10.24018/ejbmr.2021.6.2.822.

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Human resources are important resources that support organizations in achieving competitive advantage. Therefore, it is important to involve employees to drive the strategic goals of the organization. Heavy equipment transportation services in the era of globalization are expected to face increasingly fierce competition. Therefore, the quality of the organization must be considered. This is inseparable from the role of human resources who will be required to carry out their duties and functions properly. The purpose of this research is to examine and analyze job insecurity, compensation, and w

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V., Elton, Njabulo N., Chantelle M.N., et al. "Antecedents, Consequences and Managerial Retention Strategies of Employee Turnover: A Case of Zimbabwe State Universities." British Journal of Management and Marketing Studies 6, no. 2 (2023): 16–35. http://dx.doi.org/10.52589/bjmms-axsjj9o9.

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This paper analyzes the antecedents, consequences and retention strategies on employee turnover in State Universities. The study purposely sampled 30 employees from five state universities in Zimbabwe. The data were collected through the use of focus group interviews and each group consisted of six employees. Thematic analysis was employed to generate recurring themes from the interviews. The findings of the study show that the causes of employee exit were necessitated by several issues, such as poor career progression, lack of promotion, poor leadership strategies, location and poor working c

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Aigbogun, Osaro, Olawole Fawehinmi, Meng Xing, and Sheikh Ahmad Faiz Sheikh Ahmad Tajuddin. "Deciphering the mediating role of problem-solving skills in predicting employee turnover intention decision." Asian Development Policy Review 12, no. 1 (2024): 53–69. http://dx.doi.org/10.55493/5008.v12i1.4972.

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This study examines how problem-solving skills act as a mediator between external motivation, internal motivation, emotional intelligence, and employee turnover intentions. In order to achieve the objective of this study, a quantitative research approach was employed, and the survey data was collected through purposive sampling from a sample of 101 workers in China. The findings of the partial modeling analysis from Smart PLS 3 affirmed the significant influence of external motivation and problem-solving skills on employee turnover intentions. Problem-solving abilities significantly moderate t

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Dwivedi, Preeti, Vijit Chaturvedi, and J. K. Vashist. "Improving Dysfunctional Employee Turnover." Effulgence-A Management Journal 17, no. 1 (2019): 1. http://dx.doi.org/10.33601/effulgence.rdias/v17/i1/2019/1-15.

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Cleveland, Jeanette N. "Employee Turnover: New Perspectives." Academy of Management Proceedings 2016, no. 1 (2016): 12373. http://dx.doi.org/10.5465/ambpp.2016.12373symposium.

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Husainah, Nazifah, and Azimah Hanifah. "REDUCING EMPLOYEE TURNOVER INTENTION." Sosiohumaniora 23, no. 2 (2021): 234. http://dx.doi.org/10.24198/sosiohumaniora.v23i2.30998.

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5 in recent years, employees of company earnings in foodhall in Jakarta fluctuations have relatively high. This condition is caused by problems about the intention of earnings, The organization, and the company. The purpose of study is to examine the effect of employee organizations and culture in earnings intention, both directly and indirectly through the organization to an enterprise in foodhall in Jakarta. This method uses a method descriptive and explanations at least 200 samples from the survey respondents from 25 outlets in Jakarta that foodhall. Structural Equation Model data verified

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Duda, Jiří, and Lenka Žůrková. "Costs of employee turnover." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2071–75. http://dx.doi.org/10.11118/actaun201361072071.

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The aim of this paper is to establish a general methodology for calculating the costs incurred by employee turnover. This paper deals with identification of costs incurred by the departure of an employee, and does not deal with the cost of recruitment of a new employee. Economic calculations are adjusted to the tax policy in the Czech Republic. The costs of employee turnover (according to Bliss, 2012) include the costs of substitution of the unoccupied position, costs of conducting the exit interview and termination of the contract. The cost of an executive’s time to understand the causes of l

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Chase, Patricia A. "Cost of employee turnover." American Journal of Health-System Pharmacy 49, no. 4 (1992): 814–16. http://dx.doi.org/10.1093/ajhp/49.4.814.

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