One technique being used to reduce employee turnover is the Weighted Application Blank. Data obtained from application blanks are analyzed and weights are assigned to each item. Utilizing these weights, predicted scores are derived and compared to each person's actual tenure to determine the effectiveness of the model. The present study analyzed application blank data from the files of 93 currently employed and 69 terminated female clerical workers. Twelve items were analyzed by means of a stepwise multiple linear regression procedure, with months of tenure being the dependent variable. The five most significant items yielded a multiple correlation of .54. The total sample also was divided randomly into two groups, and cross-group analyses resulted in simple correlations of .56 and .29.

Bank leaders who fail to implement effective leadership strategies experience low employee morale and high employee turnover. The estimated failure rate of bank industry leadership to attain some organizational targets such as desired levels of employee morale, employee retention, and profitability is as high as 60%. The purpose of this single case study was to explore strategies bank leaders implemented to improve employee morale and mitigate employee turnover. The population for this study included 4 bank leaders in the United States who successfully applied effective leadership to improve morale and mitigate employee turnover for more than 5 years. Data were collected from semistructured interviews with bank leaders and from artifacts such as the company website. The transformational leadership theory guided this research as the conceptual framework. Data triangulation was employed. Data were analyzed using Yin’s 5 steps of data analysis. Three themes emerged from analysis of the data: adopting motivational leadership techniques, applying open and transparent communication skills, and applying recognition or rewards. The application of findings from this study could contribute to positive social change because society may benefit from an improved banking intermediation system to support employment retention and the improvement of citizens’ livelihoods.

Denna kandidatuppsats inom pedagogik är en studie om personalutveckling i samband medpersonalomsättning. Personalomsättning är något som är förknippat med arbetsplatser medstress och högt tempo vilket öppnar för frågan hur lärande går till i en sådan miljö. Dåtidigare forskning och litteratur är sparsam kring detta ämne fokuserar studien på att ge enövergripande bild av de villkor och utvecklingsmöjligheter som finns i denna form av miljö. Metoden för denna studie har varit en kvalitativ undersökning baserad på intervjuer. Depersoner som har blivit intervjuade är en blandning av gruppchefer, HR-personal ochverksamhetschefer som bidrar med en inblick i hur deras organisationer hanterarpersonalutveckling i samband med en högre personalomsättning. Respondenternas svar harsedan studerats utifrån forskning och litteratur om hur vuxna individer lär sig nya kunskaperoch färdigheter. Resultaten av studien visar att dessa organisationer har ett stort fokus på introduktionen ochutvecklingen av nyanställda. Organisationerna förlitar sig också på att medarbetare ska läraav varandra när de ersätter någon som har slutat. Analysen av organisationernasomständigheter visar en möjlighet för lärande organisationer som kan erbjuda denkontinuerliga utveckling som organisationerna behöver för att hantera kunskapsluckorna eftertidigare personal. Slutsatserna i studien är att det fortfarande finns möjligheter till personalutveckling i en miljömed hög personalomsättning men att denna utveckling inte är optimal. Fortsatt forskninginom ämnet skulle dock kunna bidra med metoder och perspektiv som skulle vara till hjälpför att anpassa ett mer effektivt sätt att främja kunskapen hos medarbetare ochorganisationerna själva. / This bachelor degree student thesis is a study about employee turnover in connection toemployee development. Employee turnover is closely connected to workplaces with a highlevel of stress and high tempo, which raises the question how learning takes place in such anenvironment. Since previous research and literature is lacking in this subject, this study willbe focusing on providing an universal description of the reality and possibilities for learningin this kind of environment. The method for this study has been a qualitative inquiry based on interviews. The people whohave been interviewed are a mixture of group leaders, HR staff and operations managers whoprovide insight into how their organizations manage employee development in connection toa high employee turnover. Their answers have then been studied based on basic research andliterature of employee development. The results of the study shows that these organizations have a strong focus on theintroduction and development of new employees. The organizations also rely on employeeslearning from each other when they are going to replace someone who's quit. The analysis ofthe situation in the organizations show a possibility for adopting a learning organizationmindset which could offer the stable development that the organizations require to managethe gap in knowledge left by former staff. The conclusion of the study is that there exists possibilities for employee development in anenvironment with high employee turnover but it is not optimal. Continued research in thisfield could provide methods and perspectives which would be helpful in adapting a moreefficient way of fostering the knowledge of the employees and organizations.

Purpose The purpose of this case study is to explore the measures which the engineering consulting firm use to retain their employees for sustaining competitive advantage. The key focus of the research is to address the reasons for high employee turnover and connect these reasons with the measures to retain employees to maintain a low employee turnover for sustained competitive advantage. Design/methodology/approach A qualitative and abductive approach is applied for this research with a single case study of a Swedish-based engineering consultancy firm. Data collection includes both primary and secondary data. Primary data was achieved based on semistructured and virtual interviews with five interview participants; two of them are at managerial levels. Secondary data include reports and documents from the case company, the Swedish Federation of Innovation Companies, and other relevant sources. Findings and conclusion Low employee turnover rate can help sustain a competitive advantage for an engineering consulting firm. Nine retention measures are explored in this study which includes eight non-financial measures and one financial measure which can be listed as: 1. Transformational leadership style; 2. Open and trusting culture and values of an organization 3. Talent management approach which enhances job security and opportunities for advancement; 4. Respectful, open, and inspiring communication; 5. The autonomy which empowers freedom and independence of work and decision-making; 6.Work-life balance; 7. Employer brand, interesting clients and meaningful projects; 8. Diversity of the workforce; 9. Fair compensation package Originality/Value This study contributes to the knowledge-intensive segment and the engineering consultancy field with insights from a leading Swedish engineering consulting firm. A newly established model is presented with concepts from previous research findings and the empirical findings of this research.

Organizational leaders face obstacles stemming from the lack of employee retention. An ineffective retention strategy can result in the loss of employees and the loss of institutional knowledge. Lack of appropriate retention strategies can negatively impact the reputation of the organization and ultimately affect the financial standing of an organization. Grounded by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore strategies small retail business managers in Trinidad used to retain employees. I collected data through face-to-face semistructured interviews with 5 small business managers and a review of company documents. Data were analyzed using methodological triangulation, thematic analysis, and Hutchinson, Johnston, and Breckon's analytic techniques to identify patterns and themes. Member checking was completed to ensure accuracy and credibility. Five themes emerged from the data: frequent communication improved employee retention, employee engagement motivated employees, compensation considered effective retention strategy, employee recognition enhanced job satisfaction, and advancement decreased job dissatisfaction. The findings from this study may contribute to positive social change by increasing awareness of effective retention strategies. Potential insight into effective retention strategies can benefit leaders and provide stability for employees. Improvement in retention strategies can lead to stabilized employment for employees and their families thus keeping the replacement costs at a minimum and increasing organizational performance.

Employee turnover costs can be 100%-200% of the total compensation package of an employee who leaves the organization, depending upon their position and experience. Leaders in the highly competitive insurance industry should emphasize the importance to retain talented employees with managers in an effort to minimize costs and diminish productivity levels associated with employee turnover. The purpose of this qualitative multiple case study was to explore strategies to retain employees used by insurance managers in the Charlotte, NC metropolitan area. The conceptual framework included Herzberg's motivator-hygiene theory to explore motivator factors that encourage employee retention. Seminstructured interviews were conducted with 6 insurance managers from 3 small businesses in which successful retention strategies have been implemented for the past 10 years. Company documents were reviewed, including a performance evaluation template, organizational chart that highlights growth opportunities, employee evaluation and review form, and a staff guide to performance development. Data were thematically analyzed and triangulated to ensure the trustworthiness of interpretations. The findings included 4 themes: offering competitive compensation, use of frequent two-way communication, providing growth opportunities, and understanding employee needs. These findings could impact positive social change by providing insurance managers and other small business managers with strategies to retain employees that could lead to higher levels of commitment and engagement from employees, yielding increased productivity and profits for the business.

Employee turnover is detrimental to organizational performance and profitability, leading to loss of diverse financial and intellectual resources and assets. Grounded in the motivation-hygiene theory, the purpose of this correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. The population consisted of low- to mid-level hospitality employees residing in Western Georgia, Central Mississippi, and North Central Texas, over the age of 18, and employed in the hospitality industry. A convenience sample of 156 participants completed the Compensation Scale, Job Satisfaction Scale, Utrecht Work Employee Engagement Scale, Work Extrinsic and Intrinsic Motivation Scale, Work Environment Scale, and Turnover Intention Scale via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. The 5 predictors accounted for approximately 36% of the variance in turnover intention and the result was statistically significant, (R-² =.36, F (5, 105) = 11.57, p < .001). The correlation between motivation and turnover intention was not significant. The findings may contribute to positive social change by increasing the potential to provide hospitality leaders with a foundation for future research on job satisfaction, employee compensation, employee engagement, employee motivation, work environment, and turnover intentions. These improvements may lead to the formulation of strategies and policies of business practices to reduce turnover intentions.

In the health and human service industry, employee turnover affects business practices and causes disruption of the lives of vulnerable individuals with intellectual disabilities receiving support. Using a human capital conceptual framework perspective, the purpose of this multiple case study was to explore strategies used to increase employee retention. The criteria for participation included organizational leaders from 3 Pennsylvania human service agencies that supported individuals with intellectual disabilities, tracked employee turnover for at least 2 years, and developed strategies to increase employee retention. Organizational leaders volunteered to participate and the first 3 organizations meeting the criteria were selected. Data collection included semistructured telephone interviews with organizational leaders, in addition to a review of company policies and turnover data. The interviews were transcribed and participants were asked to member check the draft findings. Constant comparison analysis occurred to analyze collected data. The findings included that the human capital theory alone did not inform retention strategies. Reoccurring themes included retention strategies that focused on developing the organization's intellectual capital through development of human capital, structural capital, and relational capital. Organizational leaders could develop intellectual capital to reduce employee turnover costs, increase employee productivity, create a stable life for the individuals in need of support, and develop relationships with the community where integration occurs. The implications for positive social change include the potential to reduce employee turnover to organizational leaders from Pennsylvania agencies supporting individuals with intellectual disabilities.

Various industries are using personality profile assessments as tools to help reduce employee turnover. Employee turnover is a continuing challenge in the construction industry that has negative effects on construction companies. Research found that it was difficult to know if companies in the construction industry are using personality profile assessments as a tool to help reduce employee turnover. After understanding that other industries were using personality profile assessments in their hiring, promoting, team building and leadership development to reduce turnover, it was desired to understand if the construction industry was doing the same. This research performed a survey among the top construction companies to understand if construction companies were using assessments, and if it had any effect on the turnover of those companies. The survey results provided information on the amount of companies using personality profile assessments, as well as additional insights and attitudes among these companies, whether they used assessments or not. The results of this survey and research have provided strong indicators that personality profile assessments are tools that will help construction companies reduce employee turnover.

In an effort to reduce exorbitant employee turnover, the hospitality industry has recently offered career development programs to their employees in pursuit of longer retention. Such educational human resource (HR) practices are expected to increase the skill flexibility of individual employees (i.e., individual skill breadth) across a wide range of skill categories, leading to lower turnover through improved job satisfaction. However, the empirical association between employee skill flexibility and turnover at the individual level has remained unexplored in the HR literature. This study fills in this research gap by drawing on the theoretical framework of employee skill flexibility in the field of strategic human resource management (SHRM). Building on a unique data set from over 10,000 LinkedIn profiles among hotel employees in major brands across the United States, we operationalize their skill flexibility and find its association with turnover. For this purpose, we first identify seven hotel employee-specific skill categories using an unsupervised machine-learning method and subsequently quantify skill flexibility at the individual level. Our results show that the association between skill flexibility and turnover is moderated by skill categories. This study contributes to the HR literature as a data-driven implementation of human capital analytics (HCA). / Doctor of Philosophy / Employee turnover has long been a critical issue in the hospitality industry. According to the US Bureau of Labor Statistics, the hospitality sector had a turnover rate of 86.3% in 2021, while the average of all industries is 47.2%. As the quality of customer service in hotels is directly linked to the competence of employees, it is essential to reduce the turnover rate and retain highly skilled workers for long-term competitiveness. One of the most effective ways to achieve this is by developing employees' skill sets through upskilling and reskilling practices (Deloitte, 2020), which can improve their flexibility and performance in the workplace. By analyzing the profiles of 10,560 hotel employees on LinkedIn, this study identified key skill categories using machine-learning-based text analytics, then, two main variables are operationalized: individual skill flexibility using the Herfindahl-Hirschman index and turnover frequency. This study found that the role of individual skill flexibility on turnover is contingent on specific skill categories employees have. Individual skill flexibility is negatively associated with turnover in employees with accounting and finance skills, but employees with software skills show a positive association between individual skill flexibility and turnover. The findings in this study suggest that hotel managers and HR practitioners need to implement customized skill training programs based on their employees' primary skill sets. By doing so, they can focus more specifically on individual career development, continuously reconfigure their workforce, and improve the company's resilience. By reducing turnover rates and retaining highly skilled employees, hotels can also enhance customer service quality and achieve a competitive advantage in the long run. Such findings are largely consistent with anecdotal evidence found in major hotel brands and operators.