Thesis (M.S.)--Naval Postgraduate School, 1979. / "September, 1979." Includes abstract. DTIC report no.: ADA080940. Includes bibliographical references (p. 12). Full text available online from DTIC.

Child welfare agencies are considered some of the most stressful places of employment. This stress is related to several factors: (a) the myriad forms of child maltreatment that employees must deal with on a consistent basis, (b) high caseloads, and (c) the organizational climate of most child welfare agencies. Working in child welfare involves seeing battered, beaten, bruised, burned, and neglected children on a daily basis and sometimes experiencing the death of a child as a result of abuse or abuse-related conditions. Because of the stressors inherent in child welfare agencies, retention of employees has become an increasing issue throughout the United States. A review of the literature determined that most studies involving child welfare retention focused on the reasons that employees leave the agency. These studies found that child welfare employees' reasons for terminating their employment included excessive caseloads, lack of supervisor support, job dissatisfaction, and a negative organizational climate. This dissertation explored the reasons that child welfare employees, specifically supervisors, remain employed in child welfare agencies from a strengths perspective. A qualitative study was conducted with 50 child welfare supervisors to determine whether their ability to remain with the agency was related to resilient characteristics. Results of the study indicate that the possession of a personal mission or calling, support systems, and coping skills are among the primary factors that allow supervisors to achieve employment longevity. These and additional findings are discussed in detail as well as implications for child welfare, social work practice, and social work education. / text

The hotel industry in Taiwan has suffered from high turnover rates for many years. High turnover rates reduce productivity and drain hotel profits. Though the hotel industry tends to live with high levels of employee turnover, high turnover need not be accepted as an inherent characteristic of the industry. Hotel managers should learn why employees leave hotels and take effective actions to retain them. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Thesis (Ph. D.)--University of Nevada, Reno, 2007. / "May 2007." Includes bibliographical references (leaves 120-126). Online version available on the World Wide Web.

Thesis (Ph. D.)--University of Rochester, 2006. / Includes vita and abstract. Digitized version available online via the Sibley Music Library, Eastman School of Music http://hdl.handle.net/1802/5828

Thesis (Ed.D.)--Duquesne University, 2004. / Title from document title page. Abstract included in electronic submission form. Includes bibliographical references (p. 174-187) and index.