Suchergebnisse

PurposeThe purpose of this paper is to assess the magnitude of employee turnover (E-turnover) in Nigerian small- and medium-sized enterprises (SMEs) with particular focus on the manufacturing and service firms adjudged as central to the growth and development of Nigerian economy.Design/methodology/approachData from 602 employees and 94 owner/managers of SMEs located in three Southwestern Nigerian states were collected through survey questionnaire and analysed quantitatively.FindingsEmployees' and management's responses indicated that E-turnover still pervades the Nigerian SMEs surveyed with most employees leaving their jobs in less than a year of employment. Multiple exits also occurred; additionally, employees were more prone to exiting if they were male, older, had a smaller family size and/or worked in the manufacturing rather than service SMEs.Research limitations/implicationsMore needs to be done to comprehend owner-managers' apparent deliberate disguise of employee over-casualisation in the SMEs studied, an act that appeared to limit the interpretation of status-related turnover extent among employees.Practical implicationsTwenty-first century businesses need to stimulate sustainable cost-effective employment relationship capable of thwarting the threat accompanying high E-turnover in businesses.Originality/valueThrough this research, extant global E-turnover literature (largely on western businesses) is enriched by dedicated empirical data on Nigerian SMEs that this study offers.

This book is intended to meet a range of different needs and to cater for different levels of knowledge about employee ownership. If you are considering making your company employee-owned or you are advising someone going through that process, and in either case are new to the topic, you can build up your knowledge levels from Chapter 1. Alternatively, the book can be used as a reference work if you have a particular question to answer.

Positive discipline is a disciplinary process which replaces the use of punishment as a way to modify undesirable employee behaviors. This article addresses the application of this almost exclusively private-sector disciplinary tool to the Pinellas County, Florida labor force. A preliminary examination of its operation indicates that supervisors support the use of positive discipline because of its efficacy in addressing and responding to disciplinary problems. Positive discipline appears to be part of a larger trend that favors participative management and progressive disciplinary policies as responses to the changing values of the American work force.

To determine the consistency of the practice-oriented Federal Employee Viewpoint Survey–Employee Engagement Index (FEVS-EEI) with growing academic consensus around engagement as a motivational state, we examined the fit of the FEVS-EEI within two major theoretical frameworks relative to an academically derived engagement scale. Using a government sample ( n = 241,465), we first examined the factor structure of the FEVS-EEI (Leaders Lead, Intrinsic Work Experience, Supervisors). Using a second field sample ( n = 206), our results from dominance and relative weights analyses showed that only one factor of the instrument significantly predicted worker engagement as assessed using a scale validated for measuring engagement and not antecedents of engagement. With the same field sample, we used structural equation modeling to examine the fit of the practice-oriented FEVS-EEI to science-oriented theoretical frameworks of engagement and found the FEVS-EEI acts like an indicator of job resources, which itself is a predictor of engagement.