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(searched for: Employee Turnover: Causes, Importance and Retention Strategies)
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Sonia Najam, Rukhman Solangi, Waheed Ali Umrani, Sheraz Mustafa Rajput
Published: 12 February 2021
Emerald Emerging Markets Case Studies, Volume 11, pp 1-21; doi:10.1108/eemcs-04-2020-0102

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John Kanyambo, Bogere Mohammed
Randwick International of Social Science Journal, Volume 1, pp 402-409; doi:10.47175/rissj.v1i3.94

Abstract:
This study examined the effects of retention strategies on employee turnover taking a case of Urwego Opportunity Bank in Rwanda. The specific research objectives are: to identify the effects of reward on employee turnover and to analyze the effects of training on employee turnover. A descriptive research design was used where both qualitative and quantitative approaches were adopted.The target population was 250 employees and authorities of Urwego Opportunity Bank while 138 sampled populations was calculated using Slovin’s formula. The study set to use simple random sampling techniques in order to distribute research instruments. Finding on contribution indicated by regression model, a unit increase in a unit increase in Rewarding systems variable would cause an increase of 0.260(26.0 %) on employee turnover at Urwego.Finding also show that Rewarding systems posted ( t=2.357), this was greater 1.96 and sig = 0.002, so this clearly shows that the variable is significant since the sig value is less than 0.05.Conclusion : Employee retention strategies are statistically significant correlated with the reduction of employee turnover among workers at Urwego Opportunity Bank-Rwanda. Important and crucial it will affect an employee’s decision for leaving the organization. The study recommends that managers should provide trainings and copy with elements that stimulate the spirit of abandonment. Workers must have enough professional development workshops to ameliorate their knowledge and experience.
Paul J Davis
Human Resource Management International Digest, Volume 23, pp 28-32; doi:10.1108/hrmid-05-2015-0066

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Alshahrani Bander Sayaf
THE INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION, Volume 1, pp 29-49; doi:10.18775/ijmsba.1849-5664-5419.2014.13.1003

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Mediterranean Journal of Social Sciences, Volume 4; doi:10.5901/mjss.2013.v4n3p523

Abstract:
Military turnover involving air force staff is a unique and rare phenomenon. Eyebrows were therefore raised when it was observed that there were hundreds of aircraft technicians who were ex-members of a particular government air force organisation, and were now concentrated in one geographic location, which was distant to their homes. This incident had to be empirically investigated, and the causes for the mass exodus explained. We explored antecedent factors contributing to the mass exodus of aircraft technicians from an air force in Southern Africa. Turnover occurring in military organisations is infrequent and does not often attain disturbing levels. Nevertheless, there was an alarming mass departure of aircraft technicians from a particular air force organisation; a development which merited an empirical investigation. It is important to understand the drivers of turnover in military organisations, as this facilitates the more effective planning of various human resource practices within that organisation. A cross-sectional survey design was applied on a convenient sample of aircraft technicians (n=231). Exploratory factor analysis (EFA) was applied to identify factors contributing to the Regression analysis was used to test relationships between the extracted factor. The mean-score ranking approach was used to examine the importance of the factors relative to each other. Six factors that accounted for 64.9% of the variance were extracted, namely job satisfaction, management style, job content, employment equity, individual cognition and personality, economic and employment opportunities. Inter-factor relationships and predictor variables were identified. Among these factors, job satisfaction was found to be the most important factor and internal equity was the least important factor that contributed to the attrition of aircraft technicians. To retain their specialist staff, managers in military organisations must pay special attention to the factors identified in this study. Optimisation of these factors is important in reducing the intention to quit among specialists in military organisations. The findings of the study are useful in the attraction, reward and remuneration, selection, development, placement and retention of critical employees in military organisations. The results are important for managers intending to retain scarce skills; they provide valuable pointers for designing effective retention strategies.DOI: 10.5901/mjss.2013.v4n3p523
, , Arla Day, Debra Gilin
Published: 1 April 2009
by Wiley
Journal of Nursing Management, Volume 17, pp 302-311; doi:10.1111/j.1365-2834.2009.00999.x

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Chendrayan Chendroyaperumal
Published: 26 February 2009
SSRN Electronic Journal; doi:10.2139/ssrn.1336026

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J. W. De Jager
Published: 7 December 2008
by AOSIS
Acta Commercii, Volume 8; doi:10.4102/ac.v8i1.81

Abstract:
Purpose: The purpose of the paper is to determine the levels of satisfaction in respect of pre identified internal marketing-related variables in a large provincial hospital in South Africa. Problem investigated: Low job satisfaction is often cited as a major cause of high turnover among health care providers worldwide. Likewise the Public Health Care Industry in South Africa is facing complex employee retention issues. In determining the reasons for high turnover an interest in evaluating employee satisfaction among health care providers has increased. Measuring components of job satisfaction will assist not only the health care organisations' management to understand hospital culture, but also to compile an effective internal marketing plan and strategy. Design/Methodology/Approach: A staff satisfaction survey was conducted amongst staff members at a provincial hospital in the Tshwane region, South Africa. Attitudes of staff on pre-identified staff satisfaction variables were assessed. These variables were employed to implement an internal marketing strategy. A list of variables was formulated after an extensive literature study had been conducted. A total of 416 staff members voluntarily completed a self-administered questionnaire. A five-point Likert type scale was used to measure the levels of satisfaction on staff-related issues, with a view to addressing issues in the internal marketing strategy. Findings : It was evident that the management principles currently employed by the management team were a cause for concern among staff members. Based on the analysis that identified the satisfaction variables best it was clear that management should take immediate steps to address the following issues : Clarification of hospital goals \ objectives; Understanding the goals of the respective departments; The functioning of the Human resource department; Functioning of the overall hospital management; andImplications: This paper aims to present a comprehensive framework for Provincial Hospital Management to prioritise important staff related issues in order to satisfy their needs. The recommendations of this study need to be applied if acceptable health care is to be provided.Originality/Value: This study challenges existing internal marketing studies on health care services. Its significance lies in an attempt to establish the needs of diversified health care staff in a health care setting. It offers uniquely South African internal marketing framework that focuses on similarities and differences between medical and nursing staff in a Gauteng public hospital.
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