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Journal articles on the topic 'Reducing Turnover'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

Geier, C. David. "Reducing turnover time." OR Nurse 2, no. 4 (2008): 10–13. http://dx.doi.org/10.1097/01.orn.0000315599.69961.23.

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2

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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3

Richardson, Nigel G. B. "What about reducing turnover?" BMJ 335, no. 7613 (2007): 221.3–221. http://dx.doi.org/10.1136/bmj.39289.658102.be.

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4

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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5

Barrick, Murray R., and Ryan D. Zimmerman. "Reducing voluntary, avoidable turnover through selection." Journal of Applied Psychology 90, no. 1 (2005): 159–66. http://dx.doi.org/10.1037/0021-9010.90.1.159.

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6

Kohl, John P., and David B. Stephens. "Reducing personnel turnover and improving morale." Long Range Planning 22, no. 4 (1989): 125–28. http://dx.doi.org/10.1016/0024-6301(89)90090-3.

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7

McEvoy, Glenn M., and Wayne F. Cascio. "Strategies for reducing employee turnover: A meta-analysis." Journal of Applied Psychology 70, no. 2 (1985): 342–53. http://dx.doi.org/10.1037/0021-9010.70.2.342.

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8

Williams, Ruth. "Reducing turnover among new starters: a case study." Nursing Management 24, no. 7 (2017): 17. http://dx.doi.org/10.7748/nm.24.7.17.s14.

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9

Nowak, Paul, Gary Holmes, and Jim Murrow. "A Model for Reducing Health Care Employee Turnover." Journal of Hospital Marketing & Public Relations 20, no. 1 (2010): 14–25. http://dx.doi.org/10.1080/15390940903450925.

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10

Gamst, Glenn. "Carrier Turnover Correlates." Newspaper Research Journal 7, no. 4 (1986): 1–13. http://dx.doi.org/10.1177/073953298600700401.

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A survey of the San Jose Mercury News' current and former carriers, their parents and district managers, provides extensive information about why youth carriers leave their jobs. Some unexpected findings emerge about route obligations, new subscriber verification, collections, and the possibility carriers who quit will return to work. The author makes suggestions for reducing carrier turnover.

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11

Andrews, Kate S., and Tijani Mohammed. "Strategies for Reducing Employee Turnover in Small- and Medium-Sized Enterprises." WIJAR Volume 4 Issue 1 4, no. 1 (2020): 57–71. http://dx.doi.org/10.47670/wuwijar202041katm.

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Employee turnover leads to increased operational costs and workloads and affects sales performance. Reducing employee turnover is essential for managers of small and medium sized enterprises to minimize costs and increase sales performance. Grounded in the job embeddedness theory, the purpose of this qualitative multiple case study was to explore strategies the managers of small and medium sized enterprises use to reduce employee turnover that negatively affects sales performance. Data were collected using semistructured, face-to-face interviews, and a review of organizational documents. The p

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12

Kumar, Mohinder, and Suchitra Malhotra. "Reasons for delay in turnover time in operating room- an observational study." Bangladesh Journal of Medical Science 16, no. 2 (2017): 245–51. http://dx.doi.org/10.3329/bjms.v16i2.27473.

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Background: Operating room (OR) like casualty room is the most productive area of a hospital. Turnover time although is a non-productive time in the operating room, yet it is important. Its efficient utilisation require multidisciplinary team work especially supporting services which play a major role in reducing turnover time in the operating room. Since present medical college where study was being conducted is still in its evolving stage, it was considered desirable for its quality improvement to study various factors which are contributing in turnover time delay so that appropriate measure

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13

De Clercq, Dirk, and Imanol Belausteguigoitia. "Reducing the harmful effect of role ambiguity on turnover intentions." Personnel Review 46, no. 6 (2017): 1046–69. http://dx.doi.org/10.1108/pr-08-2015-0221.

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Purpose The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be buffered by employees’ access to relevant individual (innovation propensity), relational (goodwill trust), and organizational (procedural justice) resources. Uncertainty due to unclear role descriptions decreases in the presence of these resources, so employees are less likely to respond to this adverse work situation in the form of enhanced turnover intentions. Design/methodology/approach Quantitative data came from a su

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14

Smith, Kenneth J., David J. Emerson, Charles R. Boster, and George S. Everly, Jr. "Resilience as a coping strategy for reducing auditor turnover intentions." Accounting Research Journal 33, no. 3 (2020): 483–98. http://dx.doi.org/10.1108/arj-09-2019-0177.

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Purpose The purpose of this paper is to examine the potential counteracting influence of individual resilience levels on the tendency of role stressors, stress arousal and burnout to reduce job satisfaction and increase turnover intentions. Design/methodology/approach This study surveys 332 auditors from the offices of nine public accounting firms. The structural equations modeling procedures examine an expanded role stress model to assess the nature and extent of the role that resilience plays in reducing stress, burnout, job dissatisfaction and turnover intentions. Findings Resilience has a

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15

Ellepola, M. G. "Reducing Employee Turnover in Apparel Manufacturing Industry: Case Study." i-manager’s Journal on Management 8, no. 3 (2014): 42–46. http://dx.doi.org/10.26634/jmgt.8.3.2661.

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16

Hakan Saglam, Mehmet, N. V. Iziumtseva, Zh I. Torianyk, and V. I. Shevchenko. "MANAGERIAL STRATEGIES FOR REDUCING EMPLOYEE TURNOVER IN BANKING INSTITUTION." Financial and credit activity: problems of theory and practice 4, no. 27 (2018): 31–40. http://dx.doi.org/10.18371/fcaptp.v4i27.153994.

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17

Yeatts, Dale E., and Rudy Ray Seward. "Reducing Turnover and Improving Health Care in Nursing Homes." Gerontologist 40, no. 3 (2000): 358–63. http://dx.doi.org/10.1093/geront/40.3.358.

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18

Wai Chi Tai, Teresa, and Chester D. Robinson. "Reducing Staff Turnover: A Case Study of Dialysis Facilities." Health Care Management Review 23, no. 4 (1998): 21–42. http://dx.doi.org/10.1097/00004010-199802340-00003.

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19

Tai, Teresa Wai Chi, and Chester D. Robinson. "Reducing Staff Turnover: A Case Study of Dialysis Facilities." Health Care Management Review 23, no. 4 (1998): 21–42. http://dx.doi.org/10.1097/00004010-199810000-00003.

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20

Hilal, Susan, and Bryan Litsey. "Reducing police turnover: Recommendations for the law enforcement agency." International Journal of Police Science & Management 22, no. 1 (2019): 73–83. http://dx.doi.org/10.1177/1461355719882443.

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Law enforcement is a career that offers long-term employment; however, not everyone who enters the profession stays until they retire. Because the costs of employing a police officer can be significant to both the organization and the individual seeking to pursue and maintain a career in law enforcement, identifying ways to reduce police turnover is important. This study captures the experiences of officers who left prematurely, whether voluntarily or involuntarily, to help identify what agencies can do to keep officers long term. Data for this exploratory study was gathered via semi-structure

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21

Aliyu, Olayemi Abdullateef, and Munyaradzi Wellington Nyadzayo. "Reducing employee turnover intention: a customer relationship management perspective." Journal of Strategic Marketing 26, no. 3 (2016): 241–57. http://dx.doi.org/10.1080/0965254x.2016.1195864.

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22

van der Aa, Z., J. Bloemer, and J. Henseler. "Reducing employee turnover through customer contact center job quality." International Journal of Human Resource Management 23, no. 18 (2012): 3925–41. http://dx.doi.org/10.1080/09585192.2012.669782.

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23

Ismail, Zuriadah, Noor Lela Ahmad, Norlia Mat Norwani, and Mohd Nazir bin Md Zabit. "Incentive Effects of Granting Equity-Based Payment on Reducing Top Executive Turnover." Research in World Economy 10, no. 5 (2019): 157. http://dx.doi.org/10.5430/rwe.v10n5p157.

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The main focus of the study is to examine the incentive effect of granting equity-based payments for reducing turnover among the executives. In specific, the study was guided on determining the influencing effects of managerial ownership and equity-based payment may reduce executive turnover among the Malaysian Listed companies. From the analysis, the main finding shows that firms with equity-based programme with a presence of family control indicates that turnover is likely to be a lower. This implies that family ties play a significant role for removing of inefficient executives. And, where

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24

Murray, Bryce W., Sergio Huerta, and Thomas Anthony. "A Strategy for Reducing Surgical Backlogs: Lessons from a Veterans Administration Hospital." American Surgeon 77, no. 5 (2011): 597–601. http://dx.doi.org/10.1177/000313481107700520.

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A process was developed to use a nontraditional operative day (Saturday) to increase the number of inguinal herniorrhaphies (IHs) performed. The purpose of this analysis was to compare operating times and outcomes between patients undergoing IH on Saturday versus the weekday. A retrospective review was conducted that included patients who underwent IH from October 2008 to January 2010. This cohort was divided based on the day on which surgery occurred. The outcome measures were operative times, room turnover time, and complication rates. Operative time was shorter for Saturday IHs (50.7 vs 67.

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25

Weizhong, Liang, Zhou Zheng, and Zhao Zuojun. "Application of Split Gluteus Maximus Muscle–Adipofascial Turnover Flap and Subcutaneous Tension-Reducing Suture Technique in Repair of Decubitus Ulcers." International Surgery 99, no. 4 (2014): 447–51. http://dx.doi.org/10.9738/intsurg-d-13-00034.1.

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Abstract The purpose of this study was to study the clinical effect of split gluteus maximus muscle–adipofascial turnover flap and tension-reducing suture in the treatment of decubitus ulcers. Thirty-one cases of sacrococcygeal decubitus ulcers were repaired by split gluteus maximus muscle–adipofascial turnover flap. The surface of flaps ranged from 5 × 6 cm to 7 × 8 cm. The skin was then closed, primarily using subcutaneous tension-reducing suture. Eighty-eight percent of the flaps (27 of 31) healed primarily. The split gluteus maximus muscle–adipofascial turnover flap and tension-reducing su

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26

Uddin, Majbah, Robert Allen, Nathan Huynh, et al. "Effectiveness of a Countdown Timer in Reducing or Turnover Time." Journal of Mobile Technology in Medicine 6, no. 3 (2017): 25–33. http://dx.doi.org/10.7309/jmtm.6.3.5.

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27

Taylor, Susan Lee, and Robert Cosenza. "Reducing turnover in public accounting firms: An internal marketing strategy." Services Marketing Quarterly 17, no. 2 (1998): 135–47. http://dx.doi.org/10.1080/15332969.1998.9985329.

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28

Taylor, Susan Lee, and Robert M. Cosenza. "Reducing Turnover in Public Accounting Firms: An Internal Marketing Strategy." Journal of Professional Services Marketing 17, no. 2 (1998): 135–57. http://dx.doi.org/10.1300/j090v17n02_10.

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29

Griffiths, Austin, Crystal Collins-Camargo, Angelique Horace, Jay Gabbard, and David Royse. "A New Perspective: Administrator Recommendations for Reducing Child Welfare Turnover." Human Service Organizations: Management, Leadership & Governance 44, no. 5 (2020): 417–33. http://dx.doi.org/10.1080/23303131.2020.1786760.

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30

McCafferty, Tim, and Joseph Hamilton. "Reducing Voluntary Turnover through Career Development: Strategic HRD Research Proposal." International Journal of Business and Management Research 8, no. 4 (2020): 137–42. http://dx.doi.org/10.37391/ijbmr.080409.

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Voluntary employee turnover in the United States continues to spiral out of control and is expected to steadily increase in the coming years. Annual cost to American businesses exceeded $630 billion and is expected to exceed $700 billion within the next 24 months. The reasons for the sharp increase in voluntary turnover are not generational by nature as employees of all generations seek a connection with their employer and the ability to share in the firm’s growth. The reasons expressed by employers and employees include lack of training, weak relationships with managers and a general disconne

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31

Parke, Bonny, and Barbara G. Kanki. "Best Practices in Shift Turnovers: Implications for Reducing Aviation Maintenance Turnover Errors as Revealed in ASRS Reports." International Journal of Aviation Psychology 18, no. 1 (2008): 72–85. http://dx.doi.org/10.1080/10508410701749464.

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32

Rivolta, Mia L. "Heir to the Throne: Choice of the Replacement CEO After Unexpected CEO Turnovers." International Journal of Financial Research 9, no. 2 (2018): 172. http://dx.doi.org/10.5430/ijfr.v9n2p172.

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This paper analyzes firms’ choice of replacement CEOs after unexpected CEO turnovers, and the impact of the replacement decision on shareholder wealth. More specifically, I investigate whether the selection of replacement CEOs from the board facilitates a smoother leadership transition. I find that while selecting replacement CEO from existing board members allows the company to quickly fill the CEO position, thereby reducing uncertainty and transitional costs (measured by new CEO turnover, senior management turnover and delay), it may not be beneficial to shareholders. I provide evidence that

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33

Oh, Jinuk. "A Multi-Level Model of Transformational Leadership in Reducing Employee Turnover." Academy of Management Proceedings 2018, no. 1 (2018): 11330. http://dx.doi.org/10.5465/ambpp.2018.11330abstract.

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34

Dubach, Markus, and Michael P. Russelle. "Reducing the Cost of Estimating Root Turnover with Horizontally Installed Minirhizotrons." Agronomy Journal 87, no. 2 (1995): 258–63. http://dx.doi.org/10.2134/agronj1995.00021962008700020019x.

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35

Thomas, Christy. "Retaining educational fundraisers: Reducing turnover by investing in human capital management." International Journal of Educational Advancement 10, no. 2 (2010): 99–107. http://dx.doi.org/10.1057/ijea.2010.13.

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36

Huang, Tzu‐Ling, May‐Kuen Wong, Yea‐Ing Lotus Shyu, Lun‐Hui Ho, Jin‐Rong Yeh, and Ching‐I Teng. "Reducing turnover intention to improve care outcome: A two‐wave study." Journal of Advanced Nursing 77, no. 7 (2021): 3083–92. http://dx.doi.org/10.1111/jan.14831.

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37

Hawthorne-Spears, Nina, and Mary Shepherd. "Bedside clinicians retain nurses through turnover analysis and best practices." Journal of Nursing Education and Practice 9, no. 12 (2019): 27. http://dx.doi.org/10.5430/jnep.v9n12p27.

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The nursing shortage is projected to grow to well over 500,000 by 2020. Health care organizations are faced with increasing vacancies, mandating that strategic initiatives be developed to address the imperative of retaining their registered nurses (RNs). The implications for reducing RN turnover include improved safety and quality outcomes for patients. RN turnover also has financial implications. The average annual hospital cost of RN turnover is between $5.2 and $8.1 million dollars. Houston Methodist Hospital in the Texas Medical Center is a large, 1,200-bed metropolitan facility that emplo

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38

Memon, Mumtaz Ali, Rohani Salleh, and Mohamed Noor Rosli Baharom. "The link between training satisfaction, work engagement and turnover intention." European Journal of Training and Development 40, no. 6 (2016): 407–29. http://dx.doi.org/10.1108/ejtd-10-2015-0077.

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Purpose The purpose of this paper is to examine the casual relationship between training satisfaction, work engagement (WE) and turnover intention and the mediating role of WE between training satisfaction and turnover intention. Design/methodology/approach Data were collected from 409 oil and gas professionals using an email survey questionnaire. Structural equation modelling, using Analysis of Moment Structures (IBM AMOS) 22.0, was performed to test the hypothesized model. Findings The results suggest that training satisfaction is significantly positively related to employees’ level of WE an

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39

Hodgin, Robert, and Ashish Chandra. "Applying Economic Model ‘Efficiency Wage’ Concept for Pharmacists." Journal of Health Management 16, no. 4 (2014): 465–70. http://dx.doi.org/10.1177/0972063414548552.

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Professional articles regarding managerial means to address pharmacist turnover generally focus on policy and psychological dimensions in lieu of relative cost analysis. We present a cost–benefit argument, based on ‘efficiency wage theory’ from the economics literature to reduce the rate of pharmacist turnover in retail establishments and hospitals. Drawing from national pharmacist data, we discuss the rationale for how much management could enhance pharmacist salaries in an organization to cost effectively reduce the turnover rate. We suggest using the approach as an adjunct to existing manag

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40

Li, Dan, Xing Li, Lijun Wang, Guofeng Wang, and Cameron Newton. "Work–family Conflict Influences the Relationship Between Family Embeddedness and Turnover Intention." Social Behavior and Personality: an international journal 47, no. 4 (2019): 1–13. http://dx.doi.org/10.2224/sbp.7640.

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We drew on conservation of resources theory to investigate the relationships between family embeddedness, work–family conflict, family–work conflict, and employee turnover intention, thereby extending the literature relating to antecedents of turnover intention to the family domain. Participants were 175 employees of a construction company in China, who completed online surveys. Results showed that family embeddedness was negatively related to work–family conflict and family–work conflict, and that the relationship between family embeddedness and turnover intention was partially mediated by fa

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41

He, Zhen, Xu-Tao Zhang, and Min Zhang. "Reducing the voluntary turnover rate of dispatched employees by the DMAIC process." Total Quality Management & Business Excellence 25, no. 7-8 (2014): 842–55. http://dx.doi.org/10.1080/14783363.2014.904573.

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42

Ghosh, Rajashi, Thomas G. Reio, and Hyejin Bang. "Reducing turnover intent: supervisor and co-worker incivility and socialization-related learning." Human Resource Development International 16, no. 2 (2013): 169–85. http://dx.doi.org/10.1080/13678868.2012.756199.

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43

Laureani, Alessandro, and Jiju Antony. "Reducing employees' turnover in transactional services: a Lean Six Sigma case study." International Journal of Productivity and Performance Management 59, no. 7 (2010): 688–700. http://dx.doi.org/10.1108/17410401011075666.

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44

Eady, J. A., and M. G. Nicholls. "Reducing workforce turnover in Asian factories using a mixed-mode modelling approach." Journal of the Operational Research Society 62, no. 4 (2011): 651–61. http://dx.doi.org/10.1057/jors.2010.17.

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45

Geloso, Vincent. "The Turnover-Reducing Effects of the Minimum Wage may Harm the Economy." Economic Affairs 36, no. 3 (2016): 318–25. http://dx.doi.org/10.1111/ecaf.12185.

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46

Hee, Cordelia H. S., and Florence Yean Yng Ling. "Strategies for reducing employee turnover and increasing retention rates of quantity surveyors." Construction Management and Economics 29, no. 10 (2011): 1059–72. http://dx.doi.org/10.1080/01446193.2011.637569.

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47

Rutherford, Brian N., Yujie Wei, JungKun Park, and Won-Moo Hur. "Increasing Job Performance and Reducing Turnover: An Examination of Female Chinese Salespeople." Journal of Marketing Theory and Practice 20, no. 4 (2012): 423–36. http://dx.doi.org/10.2753/mtp1069-6679200405.

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48

Islam, Talat, Mubbsher Munawar Khan, and Fida Hussain Bukhari. "The role of organizational learning culture and psychological empowerment in reducing turnover intention and enhancing citizenship behavior." Learning Organization 23, no. 2/3 (2016): 156–69. http://dx.doi.org/10.1108/tlo-10-2015-0057.

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Purpose The purpose of this paper is to examine the association among organizational learning culture (OLC), psychological empowerment (PE), affective commitment (AC), organizational citizenship behavior and turnover intention. Design/methodology/approach This study was undertaken via a questionnaire conducted among Malay-Chinese working in banking and insurance sector of Malaysia. Findings PE and OLC were found to influence employee’s citizenship behavior toward their organization and turnover intention. In addition, AC was found to perform the role of mediator between them. Research Limitati

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49

Pasewark, William R., and Ralph E. Viator. "Sources of Work-Family Conflict in the Accounting Profession." Behavioral Research in Accounting 18, no. 1 (2006): 147–65. http://dx.doi.org/10.2308/bria.2006.18.1.147.

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Turnover of experienced and well-trained professionals continues to be a problem for accounting firms. Much of the turnover is among individuals who are trying to satisfy demands of both work and family. This study examines the sources of work-family conflict and their association with job outcomes in the accounting profession. One source of work-family conflict, work interfering with the family (WIF), is found to significantly relate to job satisfaction and turnover intentions. Females are much more likely than males to experience turnover intentions when their work interferes with their fami

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50

Castro-González, Sandra, Belén Bande, and Guadalupe Vila-Vázquez. "How Can Companies Decrease Salesperson Turnover Intention? The Corporate Social Responsibility Intervention." Sustainability 13, no. 2 (2021): 750. http://dx.doi.org/10.3390/su13020750.

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Salespeople turnover is a key issue that can threaten a company’s survival, either by reducing its income or increasing its expenses. The purpose of this study is to analyze the impact of corporate social responsibility (CSR) practices on the salespeople turnover. Drawing from social network theory, this research suggests that the perception of CSR practices influences salespeople turnover through their impact on the perception of the company’s reputation and the organizational pride that sellers experience. Additionally, the moderating role of interpersonal justice in the CSR-organizational p

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