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Journal articles on the topic 'Voluntary labour turnover'

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Published: 11 December 2022
Last updated: 26 January 2023

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1

Arendt, Lukasz, and Wojciech Grabowski. "Determinants of voluntary turnover in the segmented labour market: The case of a post-transition economy." Economics & Sociology 15, no. 2 (2022): 204–21. http://dx.doi.org/10.14254/2071-789x.2022/15-2/13.

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The paper elaborates on the drivers of voluntary labour turnover in Polish enterprises in the context of segmented labour markets. The data consist of primary CAWI survey results collected from 1000 companies operating in Poland. The ordered choice model is used to analyse the propensity of employees from different labour segments to leave an enterprise voluntarily. The study confirms neither the trap hypothesis nor the concept of compensating differentials. However, it reveals that structural factors are the main drivers of voluntary turnover (with a different impact depending on the labour segment). Additionally, the number of labour segments in the enterprise determines the frequency of voluntary resignations only for employees attached to the primary segment. Since the main drivers of voluntary turnover are related to a person’s job satisfaction, this points to the role of HR and managerial practices in reducing the scale of voluntary resignations in companies.
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2

Jones, D. R., and R. L. Martin. "VOLUNTARY AND INVOLUNTARY TURNOVER IN THE LABOUR FORCE." Scottish Journal of Political Economy 33, no. 2 (May 1986): 124–44. http://dx.doi.org/10.1111/j.1467-9485.1986.tb00267.x.

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3

GERCANS, JANIS, and SANDIS BABRIS. "An analysis of factors affecting the performance of supplier SMEs." Journal of Business Management 19 (2021): 100–123. http://dx.doi.org/10.32025/jbm19007.

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Purpose. While the performance of each company is still an important factor in gaining a competitive advantage, in an open economy, the performance of an entire supply chain becomes a crucial factor in the competitiveness of many interconnected companies. In this study, factors that might influence the performance of small and medium-sized enterprises (SMEs) that provide production services for the contracting company are analysed. Methodology. In this study, the performance data of harvesting (n=46), timber transportation (n=23), and chipping (n=3) service suppliers in the supply chain of JSC Latvia’s State Forests (LVM) are analysed. Based on the supplier’s performance data, a group of experts, including two executive directors and five process managers, defined the problems and their root causes. The Ishikawa diagram and 5Why method were used. The root causes were redefined as hypotheses and regrouped into three groups: 1) workforce factors; 2) managerial factors; 3) contract-term factors. Hypotheses were verified by conducting a survey of suppliers’ employees (n=594) and executives (n=59). Findings. It was found that employees’ dissatisfaction with shift work and salaries which do not correspond to work responsibilities, along with suppliers’ disregard of the evaluation of employees’ skills, complicated work requirements, the lack of training for employees, and the direct manager’s insufficient knowledge about the skills needed for employees are the factors that significantly influence voluntary labour turnover and might lead to the leakage of skilled employees from suppliers, causing a performance decline. Meanwhile, there is no significant difference between high and low-performing supplier groups in terms of managerial knowledge, while a limited contract duration does not undermine low-performance suppliers’ efforts to improve performance. Value. In this study, factors that might cause performance problems for supplier SMEs are analysed. In the existing literature, it has been found that voluntary labour turnover might negatively influence the performance of a company (McElroy and Morrow, 2001; Brown et al., 2009; Eady and Nicholls, 2011). This study attempted to assess factors causing voluntary labour turnover among other factors. The main contribution of this study is to the literature regarding voluntar labour turnover, supplementing the factors that might cause it. Keywords: suppliers’ performance, root cause, voluntary labour turnover, SMEs Paper category: research paper
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Wöcke, Albert, and Marinus Heymann. "Impact of demographic variables on voluntary labour turnover in South Africa." International Journal of Human Resource Management 23, no. 16 (January 10, 2012): 3479–94. http://dx.doi.org/10.1080/09585192.2011.639028.

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Yanadori, Yoshio, and Takao Kato. "Average employee tenure, voluntary turnover ratio, and labour productivity: evidence from Japanese firms." International Journal of Human Resource Management 18, no. 10 (October 2007): 1841–57. http://dx.doi.org/10.1080/09585190701570981.

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Hlynsdóttir, Eva Marín. "Dutiful citizen or a pragmatic professional? Voluntary retirement of Icelandic local councillors." Veftímaritið Stjórnmál og stjórnsýsla 13, no. 2 (December 14, 2017): 169. http://dx.doi.org/10.13177/irpa.a.2017.13.2.1.

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This article explores the working conditions of Icelandic local councillors in relation to voluntary retirement from the council. In the past three elections, the turnover in councils has been very high, with approximately six out of every 10 council members being new recruits at the beginning of each term. The turnover has also highlighted possible gender issues, as more women than men (proportionally) leave the council after their first term. The findings reveal a significant difference between the councillors who plan to stay and those who opt to leave. This is in relation to the local authorities’ population size, satisfaction with remuneration, and seniority in the council. Thus, councillors in larger municipalities or councillors satisfied with their remuneration are more likely to run for council versus councillors from smaller municipalities and those less happy with their remuneration. Seniority is also a decisive factor, as the majority of all councillors leave after the first term. Significant differences were not found between the female and male councillors in relation to voluntary retirement. However, gendered differences were found in relation to institutional position and working conditions, suggesting a gender-based division of labour in local councils.
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Mngomezulu, Nonhlanhla, Martin Challenor, Elias Munapo, Pfano Mashau, and Christopher Chikandiwa. "The impact of recognition on retention of good talent in the workforce." Journal of Governance and Regulation 4, no. 4 (2015): 372–79. http://dx.doi.org/10.22495/jgr_v4_i4_c3_p2.

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Retention of talented workforce is the most crucial issue business sectors are faced with today as a result of brain drain.Talent has become the driving force for business success. Most employees leave due to lack of professional challenges, having received little or no recognition, and the absence of career growth and development. The purpose of this study is to determine the impact recognition has on retention of talented workforce in the workplace. A total of 70 questionnaires were distributed to employees in different job categories. The study revealed that management can apply numerous approaches to retain good talent. Moreover, it is vital for managers to bear in mind that these approaches might have dissimilar effects on different individuals. This study also answered some of the most critical issues the business sector is faced with, such as employee retention due to the shortage of skilled labour and failure to recognize good work done. The findings reflect that reward, passion, recognition, motivation, and effective talent management are some of the factors business leaders have to address in order to minimize voluntary turnover and retain good talent in the workplace.
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Jarkovská, Petra. "Corporate Social Responsibility as a Source of Employees’ Job Satisfaction in the Hospitality Industry." Acta Universitatis Bohemiae Meridionalis 23, no. 1 (June 1, 2020): 1–12. http://dx.doi.org/10.2478/acta-2020-0001.

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Abstract The hospitality industry has been continuously struggling with high employee turnover and a significant “within” and “out of industry” labour mobility, regardless of the phase of the business cycle, time or geographical region. Additionally, as in any other service industry, employees’ performance is frequently the only way how to differentiate among otherwise almost identical outputs and the only way how to build and attain customers’ satisfaction, trust, and loyalty. Thus, employees’ motivation plays a significant role in stipulating hospitality industry employees’ work performance, where job satisfaction (JS) often plays a mediating role between employee’s needs and his or her ultimate work behaviour, such as work performance, organizational commitment or voluntary retention. Unfortunately, scholarly literature gives little room to Corporate Social Responsibility (CSR) functioning as a motivation factor in relation to employees. Therefore, the purpose of this paper is to fill in this gap and to examine the link between CSR and JS of hospitality industry employees using regression analysis. Drawing upon Carroll’s four-dimensional concept of CSR, the results of this paper indicate a significant positive causal relationship between the ethical, economic, and legal dimensions of CSR and JS; however, a significant positive causal relationship between philanthropic CSR dimension and JS was not confirmed.
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Van Beveren, Ilke, Stijn Vanormelingen, Sophie De Winne, and Luc Sels. "Voluntary Turnover, Volatility in Voluntary Turnover, and Labor Productivity." Academy of Management Proceedings 2012, no. 1 (July 2012): 11131. http://dx.doi.org/10.5465/ambpp.2012.11131abstract.

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10

Volchenko, Tatiana V. "Influence of personal characteristics of talents on voluntary dismissal: The case of Sheremetyevo international airport." Vestnik of Saint Petersburg University. Management 21, no. 2 (2022): 214–36. http://dx.doi.org/10.21638/11701/spbu08.2022.203.

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The article discusses the use of personal characteristics of talented employees in assessing the likelihood of their voluntary turnover. Despite a growing number of publications on talent management issues, most of the works focus on studying institutional conditions or corporate management practices. At the same time, a scant attention is paid to the peculiarities of talented employees’ labor behavior, including a critical problem for organizations in talent management — voluntary turnover. The paper aims to investigate the influence of the personal characteristics of talented employees on their decision to resign voluntarily. The theoretical part of the work is based on the model of an objective view on understanding qualified employees as those who have a particular set of characteristics that can determine their behavior regardless of the organizational context. In addition to the main socio-demographic and professional aspects of talents, the work uses non-cognitive personality parameters described by the “Big Five” model. The empirical part of the study is based on the data from a survey of 180 employees which was included in the talent management program of Sheremetyevo Airport. The results confirmed the influence of socio-demographic and non-cognitive characteristics on the likelihood of talented employees’ voluntary turnover. Also, some of the parameters, in contrast to the previous studies, have the opposite effect, and talent management programs do not retain talented employees. Despite its novelty, the conclusions of the work are limited because the empirical data was obtained from one though a heterogeneous company by its labor characteristics and the research was conducted during the crisis of 2020. The extension of the sample along with the set of non-cognitive traits can serve as a direction for further studies.
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11

OK, Chiho. "The Relationship Between Job Satisfaction and Actual Voluntary Turnover: The Moderating Role of Locus of Control Based on a Longitudinal Analysis." Humanities and Social Sciences Letters 10, no. 2 (May 30, 2022): 161–72. http://dx.doi.org/10.18488/73.v10i2.3008.

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The purpose of this study is to demonstrate the effect of job satisfaction of employees on actual voluntary turnover and investigate the moderating effect of the locus of control in this process. This study differs from previous studies in several ways. First, it measures actual turnover rather than intention to leave; second, it conducts longitudinal panel analysis to overcome the limitations of cross-sectional surveys, and third, it investigates the moderating effect of the locus of control. Using the Korean Labor and Income Panel Study (KLIPS) dataset, we analyze unbalanced panel data that comprise 41,382 observations of 5,223 people. The result reveals that as job satisfaction decreases, the probability of actual voluntary turnover increases. In addition, when the locus of control is high (internal locus of control), the negative relationship between the two variables strengthens. This result confirms that job satisfaction leads to actual voluntary turnover and indicates that the negative relationship varies depending on the individual trait, that is, the locus of control. Theoretical and practical implications for individuals and organizations are provided.
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Căplescu, Raluca-Dana, Miruna Ilie, and Vasile Alecsandru Strat. "Voluntary employee attrition. Descriptive and predictive analysis." Proceedings of the International Conference on Applied Statistics 1, no. 1 (October 1, 2019): 145–61. http://dx.doi.org/10.2478/icas-2019-0013.

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Abstract Voluntary attrition represents the percent of employees voluntarily leaving a company. Counteracting this phenomenon with hiring new employees has a great negative impact on the company for several reasons. Firstly, it hinders timely delivery of current projects and, consequently, damages reputation and diminishes client portfolio. Secondly, it increases costs by generating the need for many recruitment specialists. Thus, adapting the HR strategy is essential, especially as increasingly more Millennials enter the labor market. The present paper aims at presenting options for studying voluntary attrition and the situations when they can be used. We indicate both descriptive methods (turnover and retention rates, cohort analysis), in order to present tools that any HR manager can easily employ, and predictive methods (logistic regression, survival analysis), which are more accurate and provide more actionable insight towards minimizing attrition, but require data and skills. The results are presented comparatively, highlighting the advantages and disadvantages of each category. Most literature focuses on a single method, thus the main contribution of this article is that it compares several methods, allowing for an informed decision of the HR specialist, depending on the company’s resources, personnel qualification and specific context.
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He, Lerong, Tara Shankar Shaw, and Junxiong Fang. "Managerial Labor Market during Institutional Transition: A study of CEO compensation and voluntary turnover." Corporate Governance: An International Review 25, no. 3 (December 23, 2016): 167–85. http://dx.doi.org/10.1111/corg.12187.

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14

Srirangam Ramaprasad, Badrinarayan, Sethumadhavan Lakshminarayanan, and Yogesh P. Pai. "The relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India: the mediating role of affective commitment." Industrial and Commercial Training 50, no. 6 (July 2, 2018): 285–304. http://dx.doi.org/10.1108/ict-01-2018-0001.

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Purpose The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among information technology (IT) professionals from the Indian IT sector by investigating the mediating role of affective commitment. Design/methodology/approach This study adopted a cross-sectional design at the individual-level of analysis. Data on the study constructs (i.e. developmental HRM practices, affective commitment, and voluntary intention to leave) were collected from 752 IT professionals from 17 Indian IT organizations from the city of Bengaluru through a web-based survey between February 2016 and March 2017. Further, this study used the confirmatory factor analysis technique to establish reliability and construct validity for the study constructs. Furthermore, this study tested the research hypotheses empirically through mediated multiple-regression analysis using the bootstrap procedure. Findings Empirical results of the present study suggest that espousal of robust developmental HRM interventions enhances affective commitment and significantly attenuates the voluntary intention to leave among employees. Further, the results of this study have indicated that the relationship between developmental HRM practices and voluntary intention to leave was partially mediated by affective commitment. Originality/value Past empirical studies on HRM – turnover discourse, in the IT sector, have predominantly examined the direct influence of HRM systems and/or internal labor market strategies on turnover intentions and actual turnover behavior. Rarely have the past studies in the IT domain attempted to examine the intervening role of employee attitudes in the relationship between HRM practices and employee-level outcomes. Addressing this gap, the present study enunciates the critical role of affective commitment and situates it as an important variable that mediates the relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India.
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15

Zhao, Xu, and Bin Hu. "Modeling and simulation of voluntary employee turnover using catastrophe theory: A case study on a manufacturing enterprise in China." International Journal of Modeling, Simulation, and Scientific Computing 06, no. 04 (December 2015): 1550036. http://dx.doi.org/10.1142/s1793962315500361.

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The Lewisian turning-point obviously increase the labor costs of Chinese manufacturing firms, it made the employee turnover to become the key problem that how to keep the enterprise human resource stability. Here, the conceptual catastrophe model of employee turnover is built from the new perspective of empirical study and catastrophe theory. In particular, we developed a parameter estimation method of the Cusp catastrophe model based on qualitative simulation and fuzzy math, and then to demonstrate the rationality and robustness of this method by a practical case on a manufacturing enterprise. In the end, a series of virtual experiments are carried out for the employee turnover in the period of China’s economic transformation. The main results are that, how to measure the warning, critical and mutation area of employee turnover; the real relationship between the complex economic environment and the demission of employees; the control policy from the macroscopic governmental measures and microscopic enterprise ways.
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Falch, Torberg. "Teacher Mobility Responses to Wage Changes: Evidence from a Quasi-Natural Experiment." American Economic Review 101, no. 3 (May 1, 2011): 460–65. http://dx.doi.org/10.1257/aer.101.3.460.

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This paper utilizes a Norwegian experiment with exogenous wage changes to study teachers' turnover decisions. Within a completely centralized wage setting system, teachers in schools with a high degree of teacher vacancies in the past got a wage premium of about 10 percent during the period 1993–94 to 2002–03. The empirical strategy exploits that several schools switched status during the empirical period. In a fixed effects framework, I find that the wage premium reduces the probability of voluntary quits by six percentage points, which implies a short run labor supply elasticity of about 1¼.
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17

Schmidt, Joseph A., Chelsea R. Willness, David A. Jones, and Joshua S. Bourdage. "Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies." International Journal of Human Resource Management 29, no. 3 (March 30, 2016): 571–94. http://dx.doi.org/10.1080/09585192.2016.1165275.

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18

Kolennikova, Olga A. "Factors for potential turnover of doctors." City Healthcare 1, no. 2 (January 29, 2021): 59–67. http://dx.doi.org/10.47619/2713-2617.zm.2020.v1i2;59-67.

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Background. The need to attract doctors in scarce specialties and preserve the core of experienced specialists makes the study of the potential of voluntary labor mobility urgent. A search for ways to improve the quality of medical personnel in health care needs an extension in understanding main motives for the turnover of doctors in order to ensure their social safety. Purpose. The aim of the paper is to identify the scale of the potential turnover of medical personnel and the reasons influencing doctors' intentions to change their jobs. Materials and methods. The concept of decent work adapted to the health sector was used as a theoretical basis for the study. Methods of qualitative and quantitative analysis of sociological data became the methodological basis. The empirical basis of the analysis was the materials of a sample questionnaire survey of medical personnel in Moscow health care. Results. A comprehensive analysis of the potential turnover of doctors was carried out in four areas of their social safety, specifically, guarantees of stable employment; normal working conditions and working hours; decent and regular wages and availability of professional development opportunities. Discussion. The key features of medical personnel, influencing the propensity to change jobs, have been analyzed. The characteristics of the workplace, which contribute to the plans for finding a more suitable place of work, have been identified. Their importance in the decision to change jobs has been ranked. Conclusion. Scientific prerequisites for normalizing the problems of the turnover of doctors and improving quality medical staff were formulated.
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Wachter, Till von, and Stefan Bender. "In the Right Place at the Wrong Time: The Role of Firms and Luck in Young Workers' Careers." American Economic Review 96, no. 5 (November 1, 2006): 1679–705. http://dx.doi.org/10.1257/aer.96.5.1679.

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We examine administrative data on young German workers and their employers to study the long-term effects of an early career job loss. To account for nonrandom sorting of workers into firms with different turnover rates and for selective job mobility, we use changes over time in firm- and age-specific labor demand as an instrument for displacement. We find that wage losses of young job losers are initially 15 percent, but drop to zero within five years. Only workers leaving very large establishments suffer persistent losses. A comparison of estimators implies that initial sorting, negative selection, and voluntary job mobility biases ordinary least squares estimates toward finding permanent negative effects of early displacements.
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20

Ramalho Luz, Carolina Machado Dias, Sílvio Luiz de Paula, and Lúcia Maria Barbosa de Oliveira. "Organizational commitment, job satisfaction and their possible influences on intent to turnover." Revista de Gestão 25, no. 1 (January 15, 2018): 84–101. http://dx.doi.org/10.1108/rege-12-2017-008.

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Purpose The purpose of this paper is to investigate the extent to which the organizational commitment and job satisfaction influence intent to turnover. Design/methodology/approach Following a quantitative approach regarding methodological aspects of this research, a case study was carried out in a company of information technology and communication located in Porto Digital, in the Northeast of Brazil. A data collection technique with 172 forms, a self-administered form with 18 closed questions with a Likert-type scale and an open questionnaire were used. In this analysis, Statistical Package for the Social Sciences (SPSS) software was used as the technique; besides the descriptive statistics, a correlation was made between dependent variables (intention of rotation) and independent variables (affective, normative, instrumental and work satisfaction). The level of organizational commitment in its three dimensions (affective, normative and instrumental), the job satisfaction in its five dimensions (satisfaction with nature of the task, with leadership, with colleagues, with salary and promotions) and the level of intent to turnover from the respondents were investigated. Findings The results suggest that affective and normative commitments and satisfaction with pay, satisfaction with promotions and satisfaction with the nature of the work are correlated with the intention of negative turnover significantly. Among the demographic factors, only the age showed a negative correlation with intent to turnover. By performing multiple regression analysis, we identified that the variables that most impacted the turnover intention are affective commitment, satisfaction with salary and normative commitment. The qualitative portion of this study was accomplished through a content analysis of the open question of the form. Finally, one of the main considerations is the findings that revealed variables other than those adopted in the study, which influence the permanence of the respondents. Research limitations/implications Among the limitations of the research a single case study is highlighted that replicates the experience in other ICT companies to verify if the results found are similar in other organizations and in other segments. The findings direct the construction and validation of new scales, the creation of qualitative protocols to identify the variables that influence the retention of a specific group of individuals to serve as a guide for the elaboration of a questionnaire, as well as creation of surveys of longitudinal nature to correlate the data of intention of rotation with the effective turnover. Practical implications Based on the results, organizations can reduce voluntary evasion by adjusting actions, policies and practices, directing those responsible for People Management to attract and retain good employees. It should be emphasized that voluntary turnover should be treated as one of the management indicators of greater relevance by organizations, representing a thermometer of all human capital management. Social implications The monitoring of employment and unemployment levels is part of the public policy agenda for generating employment and income in Brazil. For organizations, employee turnover can and should be managed and monitored so that appropriate levels are found and their consequences are minimized through effective solutions. The results are important both for technology-based organizations and for all stakeholders interested in the subject as the public power. Originality/value Although in the international literature turnover is a topic of study for many years, in the Brazilian context, there is a shortage of research on the subject, specifically in the sector of advanced technology where there is a great lack of skilled labor, a fierce competition and where to keep employees standard high becomes a survival factor. This study may contribute to the exploration in the local literature, as it will help locate the academy on the Brazilian reality and open the doors to new research works on turnover and its possible correlations with other variables besides organizational commitment and job satisfaction.
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Kareva, N. N. "Labor practices - a promising area of social responsibility for pharmacy organizations." Bulletin of the Russian Military Medical Academy 20, no. 3 (December 15, 2018): 214–18. http://dx.doi.org/10.17816/brmma12369.

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The theoretical bases of the social responsibility of business, the search for perspective directions of its development, as well as the historical aspects of the formation of the social responsibility of entrepreneurs abroad and in Russia are considered. The full characterization of external and internal directions of social responsibility is given, its multi- level character, conceptual definitions are shown. Thus, American scientists in their work on management in the United States define social responsibility as the actions of an organization that are undertaken for the benefit of society voluntarily, and not on demand. In modern Russian science, the social responsibility of business is defined as a broad concept that includes the complex responsibility of a business partner, employer, citizen and participant in social relations; as well as social responsibility implies the entrepreneur’s refusal to carry out activities that could harm society, in other words, the business should follow the principle of do no harm, and help. It is noted that in recent years in the Russian Federation the issues of social responsibility of business are considered in relation not only to large, but also to small business. It has been established that the interests of pharmacy workers today are not only in obtaining decent wages, but also in realizing goals such as job satisfaction, respect for the individual, support for education and career, etc. Long-term directions for the development of social responsibility of pharmacy organizations are formulated. A list of socially responsible labor practices is defined, the main ones being: the provision of comfortable and safe jobs; development of labor potential of employees (competence, skills, training, career growth, etc.); building of confidential relations of the employer with employees (truthful informing about the state of affairs in the organization, avoidance of deception and discrimination of employees), etc. Socially responsible labor practices can become the basis of their own social programs of employers, which will not only avoid the turnover of staff, but also attract the best specialists in the market, ensure the growth of the reputation of the organization and improve its image, which in the long run will be a promising advantage in the competition between pharmacy organizations.
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The relationship between terms and conditions of service and motivation of domestic workers in Nairobi. University of Nairobi. Kambilinya, I. (2014). Assessment of performance of trade unions. Master’s Thesis Submitted to University of Malawi. Kamrul, H., Ashraful, I., & Arifuzzaman, M. (2015). A Study on the major causes of labour unrest and its effect on the RMG sector of Bangladesh. International Journal of Scientific & Engineering Research, 6 (11). Kazimoto, P. (2013). Analysis of conflict management and leadership for organizational change. International Journal of Research in Social Sciences, 3(1), 16-25. Khanka, I. (2015). Industrial relations in Tanzania. University of Dar-es-salaam. Kisaka, C. L. (2010). Challenges facing trade unions in Kenya. Master’s Thesis Submitted to University of Nairobi. Kituku, M. N. (2015). Influence of conflict resolution strategies on project implementation. A Case of Titanium Base Limited Kwale County Kenya. University of Nairobi. Kmietowicz, Z. (2016). Ballot on industrial action by GPs averted as government accepts BMA’s demands. https://doi.org/10.1136/bmj.i4619 KNHCR (2020). Key Business and Human Rights Concerns in Kenya. Retrieved from http://nap.knchr.org/NAP-Scope/Key-Business-and-Human-Rights-Concerns-in-Kenya. Magone, J. (2018). Iberian trade unionism: Democratization under the impact of the European Union. Routledge. https://doi.org/10.4324/9781351325684 Menkel-Meadow, C. J., Porter-Love, L., Kupfer-Schneider, A., & Moffitt, M. (2018). Dispute resolution: Beyond the adversarial model. Aspen Publishers. Mlungisi, E. T. (2016). The liability of trade unions for conduct of their members during industrial action. MoLSP (2020). Ministry of Labor and Social Protection, Registrar of Trade Unions. Retrieved from https://labour.go.ke/department-of-trade-unions/ Msila, X. (2018). Trade union density and its implications for collective bargaining in South Africa. University of Pretoria. Mulima, K. J. (2017). Trade Union Practices on Improvement of Teachers Welfare. University of Nairobi). Năstase, A., & Muurmans, C. (2020). Regulating lobbying practices in the European Union: A voluntary club perspective. Regulation & Governance, 14(2), 238-255. https://doi.org/10.1111/rego.12200 Otenyo, E. E. (2017). Trade unions and the age of information and communication technologies in Kenya. Lexington Books. Powell, J. (2018). Towards a Marxist theory of financialised capitalism. https://doi.org/10.1093/oxfordhb/9780190695545.013.37 Razaka, S. S., & Mahmodb, N. A. K. N. (2017). Trade Union Recognition in Malaysia: Transforming State Government’s Ideology. Proceeding of ICARBSS 2017 Langkawi, Malaysia, 2017(29th), 175." Journal of Strategic Management 6, no. 1 (January 22, 2022): 43–58. http://dx.doi.org/10.53819/81018102t2041.

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The Constitution of Kenya specifically recognizes the freedom of association to form and belong to trade unions. However, despite the adoption of the Labour Relations Act, union practice is still hampered by excessive restrictions. The EPZ companies are labor intensive requiring a large amount of labor to produce its goods or service and thus, the welfare of the employees play a key role in their functions. This study sought to determine the effect of trade union practices on employees’ welfare at export processing zones industries in Athi River, Kenya. The specific objectives sought to determine the effect of collective bargaining agreements, industrial action, dispute resolution and trade union representation on employees’ welfare at export processing zones industries in Athi River, Kenya. The study employed a descriptive research design. Primary data was collected by means of a structured questionnaire. The target population of the study was employees in EPZ companies in Athi River, Kenya with large employees enrolled in active trade unions. The unit of observation was the employees in the trade unions. The findings indicated that collective bargaining agreements had a positive and significant coefficient with employees’ welfare at the EPZ industries. Industrial action had a positive but non-significant effect with employees’ welfare at Export Processing Zones industries. Dispute resolution had a positive and significant coefficient with employees’ welfare at the EPZ industries. Trade union representation had a positive and significant coefficient with employees’ welfare at the EPZ industries. The study recommended that trade union should avoid the path of confrontation but continue dialogue through the collective bargaining process and demands should be realistic in nature with what is obtainable in the related industry. An existence of a formal two way communication between management and trade unions will ensure that right message is properly understood and on time too. Keywords: Collective Bargaining Agreements, Industrial Action, Dispute Resolution, Trade Union Representation, Employees Welfare & Export Processing Zones
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23

Schmitz, Marina Anna. "Change in China? Taking stock of blue collars’ work values." Journal of Chinese Human Resource Management 10, no. 1/2 (October 14, 2019): 49–68. http://dx.doi.org/10.1108/jchrm-08-2018-0014.

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Purpose This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies. Design/methodology/approach The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager). Findings Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers. Research limitations/implications Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees. Practical implications HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future. Social implications Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient. Originality/value By examining the work values of blue-collar workers, this paper draws meaningful implications for talent management with regard to work outcomes, in particular voluntary employee turnover, which is considered to be an issue of concern by both economists and businessmen.
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Roodt, G., and F. C. Bothma. "Die koste van vrywillige, beheerbare arbeidomset." SA Journal of Industrial Psychology 23, no. 1 (June 24, 1997). http://dx.doi.org/10.4102/sajip.v23i1.619.

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The cost of voluntary, controllable labour turnover. Labour turnover for individuals can be classified as voluntary or non-voluntary, whereas labour turnover in organisations can be categorised as controllable or non-controllable. Data on total labour turnover in a particular service organisation indicated the existence of a possible problem. Voluntary, controllable labour turnover between 1 January 1988 and 31 March 1991 for technicians only within this particular organisation was closely scrutinised by calculating the direct recruitment, training, and separation costs for this period. The replacement costs of the technical population alone (N = 1594) for the last-mentioned period were approximately R94 million and could possibly increase to as high as R470 million if the hidden costs are also considered. If these costs are projected to the period 1980-1991 in which there were 60284 voluntary leavers, the total labour turnover costs for this organisation could be astronomical. It is clear from the above that preventative strategies by management could reduce the negative consequences of labour turnover and improve the prospects of a positive outcome. Opsomming Arbeidomset kan vir individue as vrywillig of nie-vrywillig geklassifiseer word; daarenteen kan arbeidomset vir organisasies as beheerbaar of nie-beheerbaar gekategoriseer word. Gegewens oor totale arbeidomset in "n bepaalde diensorganisasie het op die bestaan van 'n moontlike probleem gewys. Die koste van vrywillige, beheerbare arbeidomset van slegs tegnici is vir die periode 1 Januarie 1988 tot 31 Maart 1991 in die betrokke organisasie nader ondersoek, deur die direkte verkrygings-, opieidings- en skeidingskoste van tegniciverlaters vir hierdie tydperk te bereken. Die vervangingskoste van slegs die tegnicipopulasie (N = 1594) vir die laasgenoemde tydperk het sowat R94 miljoen beloop en kon selfs so hoog soos R470 miljoen wees as die verskuilde kostes ook verreken is. Indien hierdie kostes na die periode 1980-1991 geprojekteer word waarin daar 60 284 vrywillige verlaters was, kan die totale arbeidsomsetkoste vir die organisasie astronomies wees. Hieruit blyk dit duidelik dat voorkomende strategiee deur bestuur die negatiewe gevolge van arbeidomset kan verminder en die vooruitsigte van positiewe gevolge kan verbeter.
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25

Bonet, Rocio, Marta Elvira, and Stefano Visintin. "Hiring Temps but Losing Perms? Temporary Worker Inflows and Voluntary Turnover of Permanent Employees." Work, Employment and Society, August 19, 2022, 095001702211031. http://dx.doi.org/10.1177/09500170221103135.

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This article investigates the effect of hiring temporary workers on the voluntary turnover of permanent employees. It argues that inflows of temporary workers erode the working conditions of permanent employees, prompting their voluntary departure. Using a unique panel dataset of individual-level monthly payroll data over an eight-year period in a sample of Spanish companies, a positive association between temporary worker inflows and the voluntary turnover of permanent workers is found. The results are robust to diverse specifications and are strongest for firms in non-manufacturing sectors and for firms that hire proportionally more low-skilled workers, contexts where the hiring of temporary workers may be more disruptive for permanent employees. Since the hiring of temporary workers is unlikely to threaten the employment of permanent employees in the dual labour market of Spain, the results indicate serious disruption costs associated with temporary hiring in organisations.
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Brander-Peetz, Nick, David Peetz, and Paula Brough. "Turnover intentions, training and motivations among Australian union staff." Economic and Industrial Democracy, June 3, 2021, 0143831X2110172. http://dx.doi.org/10.1177/0143831x211017216.

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Staff loss and demotivation can be costly for unions. In this article the authors investigate factors influencing expected voluntary turnover, that is Intention to Leave (ITL), of union employees by conducting an online survey of 160 staff in three Australian unions. Moderated multiple regression analyses revealed that perceived organisational support, shortcomings in training and unmet intrinsic needs predicted ITL, after controlling for burnout, labour market mobility and intrinsic motivations. Critically, the results suggest an interaction effect involving training in some circumstances. Training buffered the impact of low support on ITL, however the adverse effect on ITL of organisational failure to meet staff expectations regarding service to members remained, independent of training. Implications for theory and practice are discussed, including the separate significance of resources and purpose.
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Greyling, Japie, and Karel Stanz. "Turnover of nursing employees in a Gauteng hospital group." SA Journal of Industrial Psychology 36, no. 1 (March 26, 2010). http://dx.doi.org/10.4102/sajip.v36i1.850.

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Orientation: The South African nursing profession is in a crisis as professional nurses leave the country in search of lucrative work overseas.Research purpose: The purpose of this study was to investigate individual determinants of voluntary turnover to identify a risk-group profile.Motivation for the study: Nursing employers should have a clearer understanding of the dynamics around nurses’ turnover behaviour and embark on strategies to retain their talent.Research design, approach and method: A survey measuring voluntary turnover was conducted among 262 professional and assistant nurses in three selected hospitals in Gauteng province using the McCarthy, Tyrrell and Cronin (2002) instrument. Pearson’s chi square with Yates’s continuity correction tested the relationship among the variables presented in a contingency table, in other words the risk group and each of the individual determinants.Main findings: Discontent with salaries was the major determinant of the nurses’ resignation. Organisational causes were nursing practices, the work environment, physical-emotional costs and employment opportunities after resignation.Practical/managerial implications: Hospital management could indeed establish a good rapport with nursing staff while facilitating respectful and ethical conduct by doctors towards nursing staff. Putting into place effective labour practices and business strategies could improve job satisfaction in the workplace.Contribution/value-add: This study contributed to a greater understanding of the personal and organisational determinants of the turnover of nurses in South African hospitals.
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Mutsonziwa, Kingstone, and Philip Serumaga-Zake. "Ascertaining the Role of Leadership on Employee Satisfaction in Market and Social Research Industries in Gauteng Province of South Africa Using Qualitative Research." International Journal on Leadership 3, no. 2 (2015). http://dx.doi.org/10.21863/ijl/2015.3.2.009.

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This paper is based on the study a Doctor of Business Leadership (DBL) thesis titled A Statistical Model for Employee Satisfaction in the Market and Social Research Industries in Gauteng Province. The purpose of this study was to identify the attributes that affect employee satisfaction in the Market and Social Research Industries in Gauteng Province, South Africa. In order to address the overall objective of this study, the researcher used a two-tiered (mixed) approach in which both qualitative and quantitative research methodologies were used to complement and enrich the results. This paper is only based on the qualitative component of the study on leadership aspects based on six leaders (two from Social research and four from Market research) that were interviewed. The leaders were selected based on their knowledge of the industry and the expertise they have. Participation in the survey was voluntary. This paper illustrates the power of the qualitative techniques to uncover or unmask the leadership aspects in the Market and Social Research Industries and also gives the human touch to the quantitative results. It was found that leadership and management within the Market and Social Research Industries in Gauteng Province must ensure that they are accommodative in terms of mentoring their subordinates. The industry is driven by quality driven processes and strong leadership. More importantly, issues of a good working environment, remuneration, career growth, and recognition must always be addressed in order to increase employee satisfaction, reduce staff turnover, and attempt to optimize labour productivity. The qualitative findings also help a deeper understanding of leadership within the industry.
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Hung, Angela A., Jill Luoto, Jeremy Burke, Stephen P. Utkus, and Jean A. Young. "Automatic enrollment and job market turnover." Journal of Pension Economics and Finance, February 26, 2019, 1–11. http://dx.doi.org/10.1017/s1474747219000076.

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AbstractAutomatic enrollment has substantially increased employee participation in defined contribution plans. Yet little is known about how retirement plan design features influence retirement wealth accumulation in a setting of labor market turnover. We find that employees separating from jobs with automatic enrollment plans are significantly more likely to take a cash distribution (and potentially pay a tax penalty) than those separating from jobs with voluntary enrollment plans, offsetting some of the benefits from automatic enrollment. Yet given the sizeable improvements in plan participation from automatic enrollment, wealth accumulation for automatically enrolled participants, net of cash-outs and penalties, remain higher than it would have been under voluntary enrollment.
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Balabanian, Yvete Carvalho Chaves, and Maria Inês Monteiro. "Factors related to voluntary external turnover of nursing professionals." Revista da Escola de Enfermagem da USP 53 (2019). http://dx.doi.org/10.1590/s1980-220x2017033403427.

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ABSTRACT Objective: To analyze the factors related to the turnover of nursing professionals of a public teaching hospital. Method: Descriptive, exploratory, retrospective study with quantitative analysis conducted with workers from a public teaching hospital. The analysis used a data collection instrument from the service, applied at the time of the voluntary resignation of the professional. Results: 223 nursing professionals participated in the study. The factors that led to voluntary turnover were the employment bond, age and the association of both. The majority of professionals were young adults, in a high productivity phase, which increases willingness to seek challenges in the labor market and professional improvements. Conclusion: Turnover is multifactorial and influenced by economic, social and political aspects. Reducing inequalities in working conditions, which generate dissatisfaction, such as different employment bonds for professionals who have the same function and perform the same activities, is fundamental to reduce turnover.
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31

Salzer, Thais. "Interventionism in the labor market." MISES: Interdisciplinary Journal of Philosophy, Law and Economics 10 (October 17, 2022). http://dx.doi.org/10.30800/mises.2022.v10.1456.

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The Fund for Employees (FGTS) was created by the Federal Government of Brazil to "protect" the worker fired without just cause. According to the rules, the account balance of FGTS is formed by monthly and mandatory deposits made by the employer. Employees can withdraw their money at particular moments, as defined by the government. This article aims to analyze the real effects of this regulation in Brazil and evaluate the benefits of extinguishing this fund. This government intervention interferes in the environment of voluntary exchanges between employees and employers, increasing the cost of the worker. It also creates the adverse effect of increasing turnover in the labor market because it encourages the worker to act in a way that motivates a dismissal to gain access to this resource. The preference for resources at present is observed when analyzing the results of the resource flexibility measure that took place in 2019. More than 12 million workers chose to anticipate receiving their resources. In addition, the financial return of the FGTS is very low for its shareholders. The data show that the money stuck in the FGTS yields below the average returns of similar risky applications. Who gains from this is the government, which can use the cheap resources of this fund. This way, the end of the FGTS in Brazil would significantly improve productivity and allocations in the Brazilian labor market.
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32

"The Impact of Employee Turnover on Organizational Performance: A Case Study of Mada Walabu University, Bale Robe, Ethiopia." American Journal of Pure and Applied Biosciences, May 30, 2020, 51–63. http://dx.doi.org/10.34104/ajpab.020.051063.

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This research focuses on the impact of staff turnover on organizational effectiveness and performance in Mada Walabu University. High staff turnover rates may jeopardize efforts to attain organizational objectives. In addition, when an organization loses a critical employee, there is a negative impact on innovation, consistency in providing service to primary users may be jeopardized and major delays in the delivery of services to customers may occur. The research design used in this study was the descriptive approach, which allowed the researcher to use semi-structured questionnaires when collecting data. The survey method used in this study because the target population only composed of 425 employees. The study employed Purposive, Simple Random sampling, and Convenience sampling techniques. A high response rate of 100% obtained using the personal method of data collection; questionnaire structured in a 5-point Likert scale format. Furthermore, the study interviewed human resource heads and ten voluntary employees with convenient sampling techniques. The study finding suggests that high labor demand and job opportunities in the market, lack of opportunity for career advancement in the organization, Unsatisfied with the working conditions, and no involvement in decision-making, are the foremost causes of employee turnover on organizational performance. The study finding also showed that staff turnover causes loss of some of the very experienced and skilled employees, reduction in work productivity and quality of services rendered as well as it causes too much wastage of resources when new staff settles and loses public confidence in the operation of the organization. In order to return the reduced university’s capacity in terms of national attrition rates, higher education access targets, quality education assurance, significant community, and technology transfer, and standardized research-based problem-solving culture due to staff turnover.
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Teo, Hansel, Florin Vadean, and Eirini-Christina Saloniki. "Recruitment, retention and employment growth in the long-term care sector in England." Frontiers in Public Health 10 (October 28, 2022). http://dx.doi.org/10.3389/fpubh.2022.969098.

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This paper studies the relationship between turnover, hiring and employment growth in the long-term care (LTC) sector in England and sheds light on how challenges in both recruitment and retention affect the sector's ability to meet growing demand for care services. Using the Adult Social Care Workforce Data Set (ASC-WDS), a large longitudinal dataset of LTC establishments in England, and fixed effects estimation methods we: (a) quantify the relationship between the in/outflow of care workers and the expansion/contraction of employment within establishments, (b) establish the role of staff retention policy for workforce expansion, and (c) identify the role of recruitment frictions and its impact on hiring and employment contraction. Our analysis indicates that care worker turnover and employment growth are negatively related. A one percentage point increase in employment contraction is associated with a 0.71 percentage point rise in turnover, while a one percentage point increase in employment expansion is associated with a 0.23 percentage point fall in turnover. In contrast, we find that hiring rates and employment growth are positively related. A one percentage point increase in employment expansion is associated with a 0.76 percentage point rise in hiring, while a one percentage point increase in employment contraction is associated with a 0.26 percentage point decrease in hiring. We argue that the negative turnover-employment growth relationship within expanding establishments provides evidence that better staff retention is associated with higher employment growth. Using information on establishments' annual change in vacancies, and controlling for changes in new labor demand, we also find rising year-on-year vacancies amongst establishments with declining employment. This provides evidence that recruitment frictions drive the declining rate of replacement hiring amongst contracting establishments. Across sectors, we find that the employment growth-turnover and the employment decline-hiring relationships are relatively stronger in the private and voluntary sectors compared to the public sector, suggesting that the impact of staff retention and recruitment frictions on employment is more acute in these sectors.
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Chen, Xia, Na Li, and An-Ping Lin. "CFO Gaps: Determinants and Impact on the Corporate Information Environment." Accounting Review, February 3, 2022. http://dx.doi.org/10.2308/tar-2019-0001.

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A CFO gap arises when the CFO position is left vacant for a period between the departure of the old CFO and the appointment of a new CFO. We find that CFO gaps are fairly common; over the sample period 2004–2016, approximately one-third of CFO turnovers are associated with a CFO gap, lasting on average two quarters and two months. CFO gaps are more likely for firms that face more labor market search frictions and with financial reporting and performance issues, and are less likely for firms with succession plans and with greater growth opportunities. While CFO gaps are not associated with significant changes in firms’ financial reporting quality, they are associated with significantly negative changes in firms’ voluntary disclosure frequency and analysts’ forecast quality. Our findings shed light on the factors that influence top executive gaps and the impact of such gaps on firms’ information environment.
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35

Chiao, Li-Hua, Chiu-Feng Wu, I.-Shiang Tzeng, An-Na Teng, Ru-Wen Liao, Li Ying Yu, Chin Min Huang, Wei-Han Pan, Chu-Yueh Chen, and Tsai-Tsu Su. "Exploring factors influencing the retention of nurses in a religious hospital in Taiwan: a cross-sectional quantitative study." BMC Nursing 20, no. 1 (March 12, 2021). http://dx.doi.org/10.1186/s12912-021-00558-7.

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Abstract Background Long-term deficits in the nursing labor force and high turnover rates are common in the Taiwanese medical industry. Little research has investigated the psychological factors associated with the retention of nursing staff. However, in practice, religious hospitals often provide nursing staff with education in medicine or the medical humanities to enhance their psychological satisfaction. The objective of this study was to explore factors influencing nursing staff retention in their work in relation to different levels of needs. A further objective was to investigate whether medical humanities education was associated with the retention of nursing staff. Methods This study used self-administrated questionnaires to survey nurses working in northern areas of Taiwan. The questionnaire design was based on the six levels of Maslow’s hierarchy of needs. Participation was voluntary, and the participants signed informed consent documents. Self-administrated questionnaires were distributed to a total of 759 participants, and 729 questionnaires were returned (response rate 96.04%). Logistic regression analysis was used to estimate the impact of seniority on nurses’ reported intention to stay after adjustment for nurse characteristics (gender and age). Results In the Pearson correlation analysis, nurses’ willingness to stay was moderately correlated with “physical needs”, “safety needs”, “love and belonging needs”, and “esteem needs” (r = 0.559, P < 0.001; r = 0.533, P < 0.001; r = 0.393, P < 0.001; and r = 0.476, P < 0.001, respectively). Furthermore, nurses’ willingness to stay was highly correlated with “self-actualization needs”, “beyond self-actualization needs” and “medical humanities education-relevant needs” (r = 0.707, P < 0.001; r = 0.728, P < 0.001; and r = 0.678, P < 0.001, respectively). We found that the odds ratios (ORs) of retention of nursing staff with less than 1 year (OR = 4.511, P = 0.002) or 1–3 years (OR = 3.248, P = 0.003) of work experience were significantly higher than that of those with 5–10 years of work experience. Conclusions With regard to medical humanities education, we recommend adjusting training, as the compulsory activities included in the official programs are inadequate, and adjusting the number of required hours of medical humanities education. Tailoring different educational programs to different groups (especially nurses who have worked 3–5 years or 5–10 years in the case study hospital) might improve acceptance by nursing staff.
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