Relevant bibliographies by topics / Retail turnover

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Retail turnover'

Author: Grafiati
Published: 4 June 2021
Last updated: 17 February 2022

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Journal articles on the topic "Retail turnover"

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Chen, Chun-Miin (Jimmy). "A review and analysis of service level agreements and chargebacks in the retail industry." International Journal of Logistics Management 29, no. 4 (November 12, 2018): 1325–45. http://dx.doi.org/10.1108/ijlm-09-2016-0205.

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PurposeThe purpose of this paper is to examine service level agreements (SLAs) in the retail industry and uses empirical data to draw conclusions on the relationships between SLA parameters and retailer financial performance.Design/methodology/approachBased on prior SLA theories, hypotheses about the impacts of SLA confidentiality, choice of chargeback mechanisms and chargeback penalty on retailer inventory turnover are tested.FindingsRetailer inventory turnover could vary by the level of SLA confidentiality, and the variation of retailer inventory turnovers could be explained by chargeback penalty.Research limitations/implicationsThe research findings may not be readily applicable to SLAs outside of the retail industry. Also, most conclusions were drawn from publicly available SLAs.Practical implicationsThe significant relationships between SLA parameters and retailer inventory turnover imply that a retailer could improve its financial performance by leveraging its SLA design.Originality/valueNot only does this study contribute to the understanding of retail SLA design in practice, but it also extends prior theories by investigating the implications of SLA design on the retailer inventory turnover.
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Ramaseshan, B. "Retail employee turnover." Journal of Retailing and Consumer Services 4, no. 3 (July 1997): 193–99. http://dx.doi.org/10.1016/s0969-6989(96)00044-6.

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Thornton, S. J., R. P. Bradshaw, and M. J. McCullagh. "Pedestrian Flows and Retail Turnover." British Food Journal 93, no. 9 (September 1991): 23–28. http://dx.doi.org/10.1108/00070709110007440.

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Kozinova, A. T. "An econometric analysis of retail turnover in Russia." Economic Analysis: Theory and Practice 19, no. 6 (June 29, 2020): 1133–53. http://dx.doi.org/10.24891/ea.19.6.1133.

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Subject. The article deals with econometric analysis of retail turnover in Russia and its relationship with macroeconomic indicators, like real disposable household income, consumer prices, etc. Objectives. The purpose is to create effective models to analyze the retail turnover in Russia and its relationship with other macroeconomic indicators, taking into account the existence of periods of economic instability. Methods. I apply correlation and regression methods to analyze statistics. To quantify changes in the retail turnover of Russia during the periods of economic instability, I use dummy variables. Results. The Russia’s retail trade turnover index had a reverse and moderate relationship with the consumer price index, direct and strong relationship with the indices of real disposable household income and imports, direct relationship with the manufacturing index. I offer statistically significant regression models of Russia’s retail turnover with the said macroeconomic indicators. Conclusions. The main advantage of models of retail turnover that are built using a large number of observations is a greater number of simultaneously considered factors. The quantitative assessment of retail turnover elasticity by consumer prices confirms the need for inflation targeting by the Central Bank of the Russian Federation. The higher elasticity of retail turnover in manufacturing as compared with the imports denotes the importance of import substitution policy.
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Peterson, Shari L. "Managerial turnover in US retail organizations." Journal of Management Development 26, no. 8 (August 21, 2007): 770–89. http://dx.doi.org/10.1108/02621710710777273.

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Booth, Simon, and Kristian Hamer. "Labour turnover in the retail industry." International Journal of Retail & Distribution Management 35, no. 4 (April 10, 2007): 289–307. http://dx.doi.org/10.1108/09590550710736210.

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SUCIANI, SUCIANI. "Pengaruh Profitabilitas, Investasi Aktiva Lancar, Perputaran Persediaan, dan Perputaran Piutang terhadap Tingkat Pendanaan Jangka Pendek Perusahaan Retail yang Listing di BEI Periode 2004-2008." BISMA (Bisnis dan Manajemen) 5, no. 1 (June 4, 2018): 17. http://dx.doi.org/10.26740/bisma.v5n1.p17-24.

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To overcome the complexity of competition in the market of retail industry, retail company should make an optimal financing decision. This research focus on short term debt financing of Retail company which is listing in Indonesia Stock Exchange during period (of time) 2004-2008. At that moment, the SBI rates showed progressively trend and degradation of customer purchasing power because of increasing price of goods and competitor of other retail company. Based on the empirical fact, this research aims to examine the influences of profitability, current asset investment, inventory turnover, and receivable turnover to Short Term Debt Financing of retail companies. The technique analyze used multiple linear regression. The result of regression test concluded that simultaneously profitability, current asset investment, inventory turnover, and receivable turnover had significantly influences for short-term debt financing. Also in partially test, profitability, current asset investment, inventory turnover, and receivable turnover also had significantly influences for short-term debt financing
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Ali Khan, Junaid, Shiming Deng, and Muhammad Hammad A.K. Khan. "An Empirical Analysis of Inventory Turnover Performance Within a Local Chinese Supermarket." European Scientific Journal, ESJ 12, no. 34 (December 31, 2016): 145. http://dx.doi.org/10.19044/esj.2016.v12n34p145.

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Retail inventory is an important indicator for retailers as well as their shareholders and suppliers. Inventory enables retailer to sell products to customer but excessive or slow moving inventory also add extra cost. For shareholders and suppliers this is an indication of retailer’s bright or grim future. The aim of this research is to analyze the inventory turnover’s impact on the performance variables of profit margin percentage and sale surprise in one of the retailing firm of Hubei province China. We will study if inventory turnover is affected by profit margin percentage and sale surprise similarly across all categories and modes of operation in retail firm or there is some variation in the known behavior. We will be testing our hypothesis on data of a large local supermarket chain that operates in the Hubei province of China. They have multiple supermarkets in the tier 1 and tier 2 cities of the province. We investigate correlation of inventory turnover with profit margin percentage and sale surprise across different categories and modes of operation. The analysis reveals that there is a negative correlation between Inventory Turnover and profit margin percentage, while positive correlation exists between Inventory Turnover and Sale surprise across all categories and modes. But its rate of correlation varies between categories and channel structure.
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Rathi, Neerpal, and Kidong Lee. "Retaining talent by enhancing organizational prestige." Personnel Review 44, no. 4 (June 1, 2015): 454–69. http://dx.doi.org/10.1108/pr-05-2013-0070.

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Purpose – The purpose of this paper is to investigate the impact of perceived external prestige on turnover intentions among retail employees in India. Moreover, this study aims to explore the mediating effect of affective commitment on the relationship between perceived external prestige and turnover intentions. Design/methodology/approach – This study is quantitative in nature. The data for the present study were collected from 186 employees working in various retail stores. Existing, established scales were used to measure the research constructs. Findings – The results of the study indicate a negative relationship between perceived external prestige and turnover intentions. A negative relationship was observed between affective commitment and turnover intentions. Moreover, affective commitment was observed to partially mediate the relationship between perceived external prestige and turnover intentions. Practical implications – This study provides valuable insights into understanding the significance of perceived external prestige in retaining employees working in the retail sector. Findings of the study indicate that adoption of non-conventional human resource strategies, like a focus on enhancing external prestige of the organization may be one of the ways to enhance employee commitment and reduce turnover intentions, and thus to retain employees in economies with highly mobile workforce. Originality/value – This research has investigated the significance of perceived external prestige in retaining employees in a context which is different, in several ways, from contexts where most of the previous research has been conducted. It, thus, contributes to current theoretical understanding about perceived external prestige and it impact on work attitudes.
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DeConinck, James, and Duane Bachmann. "An analysis of turnover among retail buyers." Journal of Business Research 58, no. 7 (July 2005): 874–82. http://dx.doi.org/10.1016/j.jbusres.2003.10.009.

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Dissertations / Theses on the topic "Retail turnover"

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Han, Xiaotang. "Factors driving staff turnover within micro retail businesses." Thesis, Cape Peninsula University of Technology, 2013. http://hdl.handle.net/20.500.11838/1692.

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Dissertation submitted in fulfilment of the requirements for the degree Master of Technology: Office Management and Technology in the Faculty of Business at the Cape Peninsula University of Technology 2013
Employees are important to any business and without them businesses could be unsuccessful. This is particularly the case with micro retail businesses where employees are in direct contact with customers and more often than not, generate most of the revenue. Staff turnover on the other hand, may play a significant role and have an impact on business performance especially, in micro retail businesses. The success of micro retail businesses may be in understanding the possible causes of staff turnover and explored in this research. The aim of this research is to ascertain what causes staff turnover within micro retail businesses in Cape Town, South Africa, and how this can be reduced or prevented. To satisfy this goal, the research problem formulated as: It is unknown what interventions are needed for micro retail businesses to retain their staff The researcher conducted extensive literature analysis to understand the theoretical background and the possible factors that cause high staff turnover in micro retail businesses. Thereafter, the researcher uncovers the drivers causing staff turnover in micro retail businesses using a survey study. The research population is micro retail businesses in Cape Town, South Africa. Due to the nature of this research, a purposive sampling method is found to be the most appropriate. Questionnaires are used to collect primary data, whereas literature analysis assists with obtaining secondary data. The researcher found that remuneration, physical and employment working conditions and working hours are the top three most likely causes of staff turnover in micro retail businesses in Cape Town, South Africa. The researcher recommended that businesses should offer relevant and competitive remuneration packages, provide safe and secure working environments and arrange fair shift patterns. These would assist micro retail businesses to prevent or at least reduce high staff turnover.
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Love, Sharon Belinda. "Strategies Retail Managers Use to Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7162.

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Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.
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Wilson, Dewayne. "Strategies for Reducing Employee Turnover in Retail Outlets." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5961.

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Employee turnover in the retail industry is costly, difficult, and problematic, affecting organizational wages, benefits, and schedules in relation to serving clients, customers, and stakeholders. The purpose of this multiple case study was to explore effective strategies used by retail store owners in the southeastern region of the United States to reduce employee turnover. The target population was 6 successful business owners of 6 small retail businesses in the southeastern United States who had effectively reduced employee turnover. The conceptual framework for this study was the Herzberg 2-factor theory related to workplace job satisfaction. Data were collected through face-to-face, semistructured interviews and review of archival company documents related to employee turnover. Data were coded, analyzed into themes using Yin's 5-step method, triangulated, and validated by member checking to strengthen the credibility of the analyses. Three themes emerged: effective communication, supportive leadership, and competitive compensation reduced employee turnover. The implications for positive social change include the potential to provide leaders with effective strategies to reduce employee turnover, leading to reductions in unemployment, stabilization of communities, and improvements to the human and social conditions outside the workplace.
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Beato, Alexandro. "Effective Strategies Employed by Retail Store Leaders to Reduce Employee Turnover." Thesis, Walden University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10278363.

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Employee turnover affects retail organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, organizations lost over $11 billion in tangible and intangible assets as the result of employee turnover. High employee turnover rates have an adverse effect on productivity, which lead to unsustainable business practices. The number of retail employees who quit their jobs each month increased from 432,000 in December 2016 to 464,000 in January 2017, which indicates that some managers lack strategies to reduce employee turnover. Using the transformational leadership theory, the purpose of this single case study was to explore effective strategies used by retail store managers from El Paso, Texas to decrease employee turnover. Participants were purposefully selected because of their experience implementing effective employee turnover reduction strategies; they reduced employee turnover from 24% in 2012 to 15% in 2016. Data were collected via face-to-face semistructured interviews with 10 managers and the review of organizational documents on employee turnover. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: supportive leadership reduced employee turnover, managing personnel scheduling decreased employee turnover, and competitive compensation reduced employee turnover. Reducing employee turnover contributes to social change by providing retail store managers with valuable insight that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.

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Pryce, Amelia Claudina. "Strategies to Reduce Employee Turnover in Small Retail Businesses." Thesis, Walden University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10244097.

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Employee turnover is high in small retail business, compelling business leaders to implement strategies that successfully reduce employee turnover. The conceptual framework guiding this study was the Herzberg 2-factor theory because the theory identifies factors that influence job satisfaction and employee turnover. The study population was retail owners and managers from small businesses in the retail industry in San Antonio, Texas who had demonstrated successful strategies to reduce employee turnover. A focus group was conducted with 4 retail managers, and semistructured interviews were conducted with 2 small retail owners, all of whom were recruited via purposeful criterion-based sampling. Yin?s 5-step process for data analysis of compiling, disassembling, reassembling, interpreting, and concluding resulted in themes of continuous learning in the workplace, communication, and valuing employees. These leaders provided continuous learning in the workplace, which demonstrated their value of their employees. Communication was a key concept discussed by all participants, as it built credibility with leaders and employees, increased productivity, and reduced turnover. The study has value to the practice of business because results may benefit industry growth by increasing retail leaders? knowledge levels about employee turnover. The findings may affect positive social change as leaders apply strategies useful for reducing employee turnover as lower turnover rates might reduce unemployment, stabilize communities, and improve the human and social conditions outside the workplace.

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Clayton, Robert. "Effective Strategies to Reduce Employee Turnover in the Retail Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5687.

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Employee turnover negatively affects retail organizations and can lead to poor financial performance, a decrease in competitive advantage, loss of productivity, deficiencies in retaining external customers, and economic failures. The purpose of this single case study was to explore strategies that retail store leaders from the Illinois area of the United States use to reduce frontline employee turnover. Herzberg's 2-factor theory provided the framework for the study. Data were collected from documents pertaining to retention methods and through face-to-face semistructured interviews with 7 leaders of a retail company in the Illinois area who had experience with effective employee retention strategies. Data were analyzed using manual coding methods, auto-coding features, and word frequency searches. Three themes emerged from the data analysis: (a) effective communication and transparency-improved employee retention, (b) competitive compensation and benefits-package-improved employee retention, and (c) training-and-development-improved employee retention. Organizational leaders mitigating employee turnover contribute to social change by creating initiatives focused on the recognition of value in people, the company, and the community.
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Mustapha, Olasunkanmi Sola. "Strategies to Reduce High Employee Turnover in Retail Grocery Store." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6629.

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Employee turnover costs an employer 21% of the employee's salary for replacement at all levels except for executives and physicians. The purpose of this single case study was to explore strategies to reduce high employee turnover in the retail grocery store, with the use of Maslow's motivational theory as the conceptual framework. Participants were selected based on their demonstrated use of successful strategies to reduce high employee turnover. Data were collected using semistructured interview with 3 managers in a retail grocery store chain in the south-central region of the United States. Observations were conducted company's documents such as policy handbooks, newsletters, financial statements, and annual reports were analyzed. Data were analyzed using Yin's 5-phase elements of data analysis: compile, disassemble, reassemble, clarify, conclude. The themes identified in the study included environmental strategies, availabilities of employees, sources of hiring, and team building to improve work performance. Organizational leaders could improve positive social change through effective strategies to reduce high employee turnover in the retail grocery store and increase employment. Reducing employee turnover rate and increasing employment could help to change many family settings, decrease mortality rates, and increase community economy.
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Echols, Amber Huffman. "Retention Factors for Assistant Retail Managers." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2812.

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The cost of losing a manager in the retail sector is 2 to 3 times their yearly salary. The purpose of this exploratory single case study was to explore strategies general managers in large retail organizations can use to improve assistant manager retention. Building upon Ramlall's adaptation of motivation theory, research was conducted to determine factors that contributed to retention of assistant managers in a general merchandise retail store operating in Virginia and North Carolina. Data were collected through semistructured interviews with 20 general managers of stores in the same organization located in Virginia and North Carolina, reflective journals, and researcher observations and were then coded by themes and analyzed using Moustaka's method of thematic analysis. Seven themes emerged from the study including needs for a supportive work environment, training and communication, pay, and appreciation and feedback. Implications for positive social change include increased wages through higher retention, which can affect the economy of the communities in which the company operates. The company operates nationally, so the potential insight on in increased wages could have a wide impact on the economy if applied to all stores. Assistant managers will also benefit from consistency and growth within the company and in turn be able to provide more stability to employees that work for them. If applied to other companies, this study could also have a positive impact on a wider scale. General managers from different companies in different areas may use the results of this study as a starting point to assess and improve assistant manager retention within their stores. This improved retention could lead to more stability in their team and better knowledge retention for the organization.
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Justus, Georgia. "Strategies to Reduce Voluntary Employee Turnover in Small Retail Businesses in Jamaica." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4641.

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Voluntary employee turnover destabilizes small retail businesses and is a costly business problem for small retail business owners. Some small retail businesses experience voluntary employee turnover of up to 50% annually. Guided by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore successful strategies used to reduce voluntary employee turnover. The target population consisted of 3 small retail business owners in Kingston, Jamaica. Data were collected from semistructured interviews and member checking, and human resource (HR) manuals containing HR policies and procedures. Data were analyzed into emerging themes using Yin's 5-step method. Based on the analysis of the data, 6 themes emerged. These themes included: employee empowerment and involvement, rewards recognition and incentives, career advancement opportunities, competitive compensation and benefits, tools to perform and, positive interpersonal relationships. These themes were identified as the strategies used to reduce turnover. The analysis of the data from the interviews and HR manuals showed that small retail business owners used these combinations of strategies to reduce voluntary employee turnover by increasing overall job satisfaction among employees. The findings from this study may contribute to positive social change by providing strategies to small retail business owners and HR managers to reduce voluntary employee turnover, increase profits, and improve economic conditions in the communities where they operate.
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To, Tak-chun Kelvin. "Factors affecting the patronage turnover of retail chain stores in Hong Kong /." Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25948672.

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Books on the topic "Retail turnover"

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Information, Unit for Retail Planning. Retail turnover and floorspace definitions. Reading: URPI, 1985.

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Unit for Retail Planning Information. Turnover per employee of selected retail companies. Reading: URPI, 1985.

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Siebert, W. Stanley. Labour turnover and labour productivity in a retail organization. Bonn, Germany: IZA, 2006.

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The franchise paradox: New directions, different strategies. London: Cassell, 1997.

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Smith, David Thomas. An assessment of the key drivers of employee turnover and employee retention in the branch salesforce of a retail bank. Oxford: Oxford Brookes University, 2002.

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From turnover to teamwork: How to build and retain a customer-oriented foodservice staff. New York: J. Wiley, 1994.

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Matthews, Robert Williams. Labour turnover in the retail industry: An analysis of the problem of hourly-paid labour turnover in a large superstore retail operation in the UK. Bradford, 1989.

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The Franchise Paradox: New Directions, Different Strategies. Thomson Learning, 1999.

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Hausknecht, John P. Talent and Turnover. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.8.

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Despite longstanding research interest in understanding causes and consequences of employee turnover, much less is known about the turnover of top talent such as high performers or “stars.” Star employees are disproportionately productive, highly visible, and often maintain strong social networks, all of which makes them desirable to organizations. In this chapter, I review theory and research related to the retention of talented employees including stars, high performers, high potentials, critical roles, and core employees. I structure the review around five key questions: (1) How is talent defined and measured? (2) Are talented employees more likely to quit? (3) What frameworks help us understand star performers? (4) What are the drawbacks of attempting to retain top talent? (5) What additional research is needed?
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Skeldon, Ronald. High-Skilled Migration and the Limits of Migration Policies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198815273.003.0003.

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After a consideration of who the skilled are, this chapter pursues four main themes. First, direct policies to attract skilled migrants are secondary to indirect policies designed to establish the industries and services that will lead to the employment of the skilled. Second, direct policies to attract the skilled need to be integrated into wider policies that see the immigration of the less skilled also to be important. Third, attempts to retain the skilled need to be framed in the context of a high turnover of the skilled, a turnover facilitated by the nature of the channels through which they move. Fourth, a consideration of the global production of the skilled through education and training and how that impacts on the flows. These four themes are closely interrelated and provide a basis for a broader interpretation of skilled migration policy.
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Book chapters on the topic "Retail turnover"

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Gaur, Vishal, and Saravanan Kesavan. "The effects of firm size and sales growth rate on inventory turnover performance in the U.Sretail sector." In Retail Supply Chain Management, 25–52. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-78902-6_3.

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Gaur, Vishal, and Saravanan Kesavan. "The Effects of Firm Size and Sales Growth Rate on Inventory Turnover Performance in the U.S. Retail Sector." In Retail Supply Chain Management, 25–52. Boston, MA: Springer US, 2015. http://dx.doi.org/10.1007/978-1-4899-7562-1_3.

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Ramaseshan, B. "Effects of Realistic Job Information and Interviewer Affect on Retail Employee Turnover." In Proceedings of the 1994 Academy of Marketing Science (AMS) Annual Conference, 181. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-13162-7_46.

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Lashley, Conrad. "Staff retention and turnover." In Hospitality Retail Management, 112–36. Elsevier, 2000. http://dx.doi.org/10.1016/b978-0-7506-4616-1.50009-9.

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Borusiak, Barbara. "Retail Formats and Alternative Retail Formats." In Handbook of Research on Retailing Techniques for Optimal Consumer Engagement and Experiences, 184–204. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1412-2.ch009.

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This chapter explains the mechanisms for the emergence of selected innovative formats based on existing format change theories. The nature of a retail format is explored and the classification both of retail formats and alternative retail formats are presented. Four groups of theories (cyclical, conflict, environmental, and integrated) explaining the emergence and evolution of retail formats are analysed. Retail formats theories are applied in explaining the emergence of two formats: pop-up store and m-commerce. The approach involved a review of literature and analysis of empirical data concerning the structure of the retail trade turnover in the chosen countries.
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Borusiak, Barbara. "The Mechanisms for the Emergence and Evolution of Retail Formats." In Handbook of Research on Retailer-Consumer Relationship Development, 108–26. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6074-8.ch007.

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The main aim of this chapter is to explain the mechanisms for the emergence of selected innovative formats on the basis of the existing format change theories. The chapter comprises three main parts. First, the nature of a retail format is explored and the classification of retail formats is presented. Second, four groups of theories (cyclical, conflict, environmental, and integrated theories) explaining the emergence and evolution of retail formats are analysed. Third, retail formats theories are applied in explaining the emergence of two formats: pop-up store and m-commerce. The approach involves a review of literature and the analysis of some empirical data concerning the structure of the retail trade turnover in the chosen countries.
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Ripa, Tetiana. "UKRAINE’S INVESTMENT ATTRACTIVENESS ON THE WORLD STAGE DURING THE COVID-19 PANDEMIC." In European vector of development of the modern scientific researches. Publishing House “Baltija Publishing”, 2021. http://dx.doi.org/10.30525/978-9934-26-077-3-34.

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In the current economic conditions and increased competition, the ability of an entity to attract investments, i.e., its investment attractiveness, becomes important. It largely depends on the stability of the external and internal environment, the efficiency of economic activity, the priority of tasks, etc. The needs of modern society are growing rapidly; therefore, it is necessary to carry out the economic development of the country at the same time. Assessing the development of the investment market is the basis for a comprehensive approach to the analysis of the investment attractiveness of economic entities. The investment market is the area of investment objects in all its forms, taking into account the conditions of investment activity at certain stages of economic development of an enterprise, the economy, the region, and the country as a whole. The article considers the main indicators that characterize the economic development of Ukraine. The subject of the study is the main indicators that characterize the investment attractiveness of the country. The purpose of the study is to analyze the dynamics of the level of investment attractiveness of Ukraine during 2010-2020 in the context of the COVID-19 pandemic. The research is based on scientific methods, among which it is expedient to distinguish: analysis and synthesis, comparison, idealization and abstraction, as well as systematization and generalization – when formulating conclusions as a result of the study. As a result, the dynamics of the gross domestic product, the index of investment attractiveness are analyzed. The change in the number of business entities in Ukraine over the past decade has shown a negative trend. It is found out that the structural sector in Ukraine is wholesale and retail trade. The dynamics of the volume of retail trade turnover of Ukraine during 2010-2020 and the index of the physical volume of retail trade turnover of Ukraine are determined. The method of assessing the level of investment attractiveness of the country is considered. The importance of the ability to create new competitive advantages and keep the existing ones under the influence of various factors has been proved. Ukraine's ranking positions in comparison with other countries of the world in terms of gross domestic product, index of business conditions, index of economic freedom, index of global competitiveness, world competitiveness and world digital competitiveness are also determined. The investment environment during 2020 was negatively assessed by entrepreneurs and investors. It turned out that 78% of surveyed company executives consider the current investment climate unfavorable, only 12% consider Ukraine a profitable market for new investors. At the same time, among the negative factors influencing the investment climate, there was chosen a weak judiciary, high levels of corruption and the shadow economy. As a result of the analysis of the dynamics of these indicators, negative trends were revealed due to the aggravation of economic crises, hostilities in the east, the annexation of the Autonomous Republic of Crimea, destabilization of social and political life, COVID-19 pandemic. There is a deterioration of rating places on these indicators, which requires the immediate development of new regulations, the choice of a new strategy for attracting investment, as well as the effective use of levers of influence on the country's economy.
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Chen, Ye-Sho, Ed Watson, and Renato F. L. Azevedo. "E-Strategy and Soft Landings for Franchising in Emerging Markets." In Trends in E-Business, E-Services, and E-Commerce, 148–59. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4510-3.ch008.

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International franchising as a global growth strategy, especially in emerging markets, is gaining popularity. For example, the U.S. Commercial Service estimated that: (1) China, having over 2,600 brands with 200,000 franchised retail stores in over 80 sectors in 2007, is now the largest franchise market in the world; (2) India, having over 70 international franchise operations successfully operating with an investment of $1.1 billion and sales turnover of $2.7 billion in 2009, has made franchising the second fastest-growing industry in the country. The popularity of franchising continues to increase as the world witnesses an emergence of a new e-business model, Netchising, which is the combination power of the Internet for global demand-and-supply processes and the international franchising arrangement for local responsiveness. The essence of franchising lies in managing the good relationship between the franchisor and the franchisee. In this chapter, the authors show that e-business strategy plays an important role in growing and nurturing such a good relationship. In addition, the chapter discusses how an effective e-strategy can help a growing franchise go abroad to emerging markets through soft landings to reduce risks and costs.
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R. Bryson, John. "COVID-19 and the immediate and longer-term impacts on the retail and hospitality industries: dark stores and turnover-based rental models." In Living with Pandemics, 202–16. Edward Elgar Publishing, 2021. http://dx.doi.org/10.4337/9781800373594.00029.

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Babb, Danielle. "Administrative Best Practices to Retain Online Faculty." In Handbook of Research on Inclusive Development for Remote Adjunct Faculty in Higher Education, 253–63. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6758-6.ch017.

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This qualitative reflection explores the adjunct instructor perspective and identifies reasons faculty indicate for changing institutions or leaving higher education altogether. Losing faculty is costly in many areas: training new hires, a poor reputation, students questioning instructor turnover, explaining turnover to accrediting agencies, low instructor morale, and a lack of interest or dedication to the institution. Instructors believe administrators have the power to influence change in these areas and, by not doing so, assume administrators are not concerned about retention, fair pay, and a working environment conducive to an engaged faculty base. Administrators can improve faculty retention, working environment, school perception, and attract seasoned instructors by 1) taking a hard look at the reasons faculty are frustrated and/or burned out, 2) bringing in advisors to work with students, and 3) not overburdening faculty who are hired to instruct a course with administrative or micromanaged tasks.
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Conference papers on the topic "Retail turnover"

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Xu, Guangshu, Jie Zhang, and Chao Wang. "Explore the Retail Chain Enterprises Tallyman Turnover Phenomenon." In 2015 International Conference on Industrial Technology and Management Science. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/itms-15.2015.132.

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Linina, Iveta, and Rosita Zvirgzdina. "The consumer loyalty formation process and its particularities in the retail sector." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.22.

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Retail sector has always played and important role in the national economy. Any business is tendet towards satisfaction of consumer desires and needs, albeit profits. In relationships between companies and consumers both sides have their interests. For a company it, primary, is to increase the turnover and make profits, while the consumers may have several goals – to obtain the goods or services, to receive the necessary information and attitude. These consumer benefits are the basis for loyalty. Thus, the aim of the present paper is to research the loyalty formation process and its characteristics in the retail sector.
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Mei-Fang Chen and Gin-Yen Lien. "The mediating role of job stress in predicting retail banking employees¿ turnover intentions in Taiwan." In 2008 IEEE International Conference on Service Operations and Logistics, and Informatics (SOLI). IEEE, 2008. http://dx.doi.org/10.1109/soli.2008.4686427.

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Dwiyanti, Retno, Hazalizah Binti Hamzah, and Nurul Ain Hidayah Binti Abas. "The Correlation Between Organizational Commitment, Psychological Contract And Turnover Intention Of Sales Clerks At Retail Companies In Purwokerto." In Proceedings of the 8th UPI-UPSI International Conference 2018 (UPI-UPSI 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/upiupsi-18.2019.35.

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Carmichael, Cara, and Moncef Krarti. "Greening Tenant/Landlord Processes: Demonstrating Transformation in the Industry." In ASME 2010 4th International Conference on Energy Sustainability. ASMEDC, 2010. http://dx.doi.org/10.1115/es2010-90161.

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In owner-occupied facilities, it is easy to justify the incorporation of high-performance building features because commonly recognized hard and soft benefits (cost savings, productivity gains and improved occupant health, etc.) are directly recovered by the investment entity. Developers or owners of multi-tenant office buildings and retail developments, on the other hand, encounter both perceived and real barriers that often prevent the inclusion of high-performance, climactic responsive features in new or retrofit projects. Good design, proper lease formulations, market education and intelligent operation will help overcome these barriers and allow the benefits of high-performance buildings to be realized and shared amongst various stakeholders. To demonstrate this process, strategies were analyzed for a multi-tenant building in Glenwood Springs, Colorado. The Alpine Professional Building (APB) is a three-story, 18,537 gross square foot building that was originally built in 1950 and was remodeled in 1981. The building has fifteen tenants, ranging from 143 SF of leased space to an entire floor. The HVAC systems are in need of upgrading and little has been done to the building beyond typical maintenance to keep systems in operation. This is a fairly typical scenario across the industry, which enables this analysis to be widely applicable and adaptable. Building walkthroughs, surveys, utility bill analysis and energy analysis concluded that an upgrade was needed consisting of the following package of measures: improved occupant control (thought tenant education and digital thermostats), upgrading the light fixtures in the common areas and tenant spaces, and replacing the boiler. This package has a payback period under nine years would enable the building to achieve the ENERGY STAR label and can be profitable for both tenants and the landlord. The financial analysis evaluated four different methods of financing the upgrades so that both the tenant and landlord would benefit financially from the upgrades. The financial method recommended is the ‘CAM Adjustment method’ in which the landlord would provide the initial capital for the upgrades and recover those costs (plus interest) through adjustments to the Common Area Maintenance (CAM) fees. This method would have minimal tenant disruption and enable the landlord to bridge costs and savings across tenants during turnover. This paper also compares the four financing mechanisms and demonstrates their industry applicability through commonly applied energy conservation measures.
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"Managing Volunteer Retention Through Socialisation – A Study of Volunteers in an Australian Emergency Service Agency [Abstract]." In InSITE 2018: Informing Science + IT Education Conferences: La Verne California. Informing Science Institute, 2018. http://dx.doi.org/10.28945/4020.

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Aim/Purpose: In many OECD countries, emergency response relies on volunteers, and while emergency incidents are increasing, volunteer numbers are declining. Volunteer turnover occurs at various stages of the volunteering life cycle (i.e., recruitment, training, socialisation, performance, and retirement), the socialisation stage has the greatest impact on organisations, as it occurs after the allocation of resources and training, but before the investment is returned through volunteer performance. There is sparse literature exploring this stage. Background: Addressing the gap, this paper presents a model of volunteer retention, predicting acceptance, social-expulsion, or self-exclusion, based on social fit. Methodology: The model is based on an inductive examination of the processes of volunteer turnover during socialisation of emergency service volunteers. Using a grounded theory approach, focus groups and interviews were conducted with 157 volunteers across seven locations. Contribution: This model contributes to theory by categorising volunteer turnover according to the stages of the volunteering life cycle, and to practice by drawing attention to the need to consider social fit prior to investing in new volunteer training and understanding the role of leadership intervention pre- and post-training. Findings: The study identifies the processes of volunteer turnover and predicts that volunteers either stay or leave based on the level of their social fit. Recommendations for Practitioners: Strategies are developed to guide leaders on the best approaches to maintain and retain volunteer workers in Emergency Service agencies Recommendation for Researchers: The model contributes to theory by providing an empirically based description of the processes involved in volunteer retention and turnover and offers guidelines for increasing volunteer retention in emergency services and other volunteer organisations across Australia and around the world. Impact on Society: Increased retention benefits the emergency service organisation in terms of return on the investment of volunteer training, regarding sustainability of human resources, and in regard to increasing diversity among its volunteers. In turn, this retention also benefits volunteers, and the entire community, as it gains access to a greater number of emergency services providers. Future Research: Future research should focus on recreating this study in other countries and in different emergency service contexts.
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Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'." In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.

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The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the purpose of studying the formed corporate HR-brand, the author uses an analysis of local regulations on staff management, employee questionnaires, the assessment of the employer’s value proposition, a reputational audit of the company regarding the Internet environment, etc. The analysis of the internal and external image of the employer concludes that the attractiveness of the HR brand of the enterprise among the target audience ‘young people’ needs to be improved. The successful achievement of this goal is possible through the introduction of career management practices, organising participation in professional competitions; for young promising employees already in the company, developing and implementing a preliminary programme and promoting the company on social media: for potential candidates. Forming an attractive HR brand for young people based on the implementation of a value proposition that takes into account the specifics of this target audience, using new channels and formats to promote the employer brand externally, including in the online environment, will optimise staff turnover, attract and retain talented young people and strengthen the company’s position in the market.
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Corral, Roque, Juan Manuel Barroso, and Manuel Antonio Burgos. "Automatic Mesh Generation by a Mixed Advancing-Front Delaunay Approach." In ASME 1997 International Gas Turbine and Aeroengine Congress and Exhibition. American Society of Mechanical Engineers, 1997. http://dx.doi.org/10.1115/97-gt-091.

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A simple, three-dimensional, unstructured grid generation system is discussed and relevant results for turbomachinery and exhaust systems applications are presented. The method makes special emphasis in algorithm selection based in a small development effort to grid quality ratio. Engineering decisions based on state of the art grid technology knowledge have been adopted to balance fast development progress and turnover time. The system is based in the sequential execution of Advancing Front and a Delaunay algorithms to produced solution adapted meshes. In a first step a coarse background grid is created by the Advancing-Front method. During this phase boundaries are strictly preserved due to the nature of the approach. At this stage a Delaunay algorithm is employed and the boundary faces are blocked so that they cannot be destroyed in further triangulations. Since both techniques collaborate in the solution of the problem it is possible to write simplified versions of the algorithms that retain nearly all the benefits and eliminate most of the troubles while keeping still reasonable performances.
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Reports on the topic "Retail turnover"

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Kuhn, Peter, and Lizi Yu. How Costly is Turnover? Evidence from Retail. Cambridge, MA: National Bureau of Economic Research, August 2019. http://dx.doi.org/10.3386/w26179.

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Lee, Stacy, and Jung Ha-Brookshire. How to Reduce Employee Turnover Intention in Retail Environment? Role of Off-the-Job Embeddedness. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-148.

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