Suchergebnisse

Item 1005-C ; "February 1986"--Cover. ; Shipping list no.: 86-227-P. ; Includes bibliographical references. ; Mode of access: Internet.

Different perspectives exist in the relationship between employee ability and the turnover process. One suggests a positive relationship in that high ability employees tend to leave. An alternate perspective posits an inverse relationship in that high ability employees tend to remain in the organization. The present study tests these competing perspectives by examining the relationship between the effects of supervisory training (ability enhancement) and subsequent turnover. The results tend to support the contention that ability enhancement contributes to lower turnover for five of the six occupational categories examined. The results are discussed relative to future research needs in the area of training and turnover.

Turnover is the rotation of workers around the labor market; between firms, jobs, and occupations; and between the states of employment and unemployment.1 "In-house engineering," "revolving door policy," and "management by turnover," are a few of the many colorful and euphemistic terms used to describe this organizational phenomenon. By whatever name or form, labor turnover is one of the most significant causes of declining productivity and sagging morale in both the public and private sectors. Management theorists say it lies behind the failure of U. S. employee productivity to keep pace with foreign competition.2

"This is a model of permanent job separations when there are endogenous firm-specific human capital and intensity of on-the-job search. The result is a combination of human -capital theory with the theory of search turnover and search unemployment. An interesting technical twist is that the worker's decision problem under uncertainty is solved by means of the deterministic maximum prinicple." (Author's abstract) ((en))

This study examined the causal sequencing of attitudes, personal situations, and behavioral intentions as determinants of turnover among hospital volunteers. Structural equation modeling indicated that, consistent with prevailing models of turnover, attitudes and personal situations influenced turnover indirectly with intentions acting as a mediating factor. However, the analysis suggested that one aspect of the volunteer's personal situation (the convenience of the work schedule) also had a direct effect on turnover.

AbstractResearch Question/IssueWe examine how countries' cultural and legal environment, in addition to firm‐level governance mechanisms, affects firms' retention and termination decision of the CEO.Research Findings/InsightsPrevious research focuses primarily on the effects of governance structures and incentives on turnover. In this paper, we focus on two additional institutions—cultural and legal. We find that in cultures characterized by higher individualism, competition, and stronger views that hard work leads to success, boards are more likely to replace CEOs in response to poor shareholder performance. Conversely, we find that in more corrupt cultures and cultures more protective of employees, there is lower turnover–performance sensitivity.Theoretical/Academic ImplicationsWilliamson (2000) provided a framework consisting of four levels of institutional influences on economic activity: (1) cultural norms, (2) the legal system, (3) governance structures, and (4) resource allocation and employment. Previous research focuses primarily on the two highest levels; we focus on the two more basic levels, cultural and legal, while controlling for firm‐level governance.Practitioner/Policy ImplicationsCultural values and legal conditions combine with the firm's governance structure to affect CEO turnover and its sensitivity to firm shareholder performance.

AbstractA common problem with using organizational performance as the dependent variable is the ignoring of feedback effect. The current conceptualization of the turnover–performance relationship is mostly unidirectional, focusing on how turnover affects organizational performance. Only a few scholars have investigated the possible reverse relationship between turnover and performance. Aiming to further the research on the feedback effect of organizational performance, this study employed cross‐lagged structural equation models that are especially suitable for modelling the possible reverse relationships between variables. Data were collected from public elementary and middle schools in New York City over a three‐year period. The results consistently show that organizational performance was negatively related to subsequent employee turnover. This research contributes to the development of a more valid and comprehensive understanding of the relationship between employee turnover and organizational performance.