Employee turnover occurs when employees voluntarily or involuntary leave their jobs and must be replaced by an organisation. This can be a serious obstacle to productivity of the North West Parks and Tourism board (NWP&TB). For the smallest of organisations, a high employee turnover rate can mean that simply having enough employees to fulfil daily functions is a challenge, even beyond the issue of how well the work is done when employees are available. Employee turnover is no less a problem for major companies, which often spend millions of rands a year on turnover- related costs. The cost associated with recruitment such as advertising costs, interviewing costs, orientation costs, and training costs of new employees can be extremely high for North West Parks and Tourism Board. The implicit cost associated with employee turnover in terms production loss that might result in high levels of customer turnover. A new recruited employee might take one to six months to settle at his or her new employment before being fully productive. In this mini-disse1tations, I will explore the different factors that lead to employee turnover in organisation and how it impacts an organisation. I will explore the consequences associated with employee turnover. In this Mini-Dissertation both quantitative and qualitative research tools are used to thoroughly understand the impact of employee turnover. Qualitative methodologies are employed in order to yield a deeper and more insightful understanding of impact of employee turnover in an organisation of the ca e study group. Quantitative methodologies included a questionnaire survey that was administered to the case study group and a stratified random sample was used to select participants. The summary profiling indicates that employee turnover does negatively affect the effectiveness and efficiency of NWP&TB. Further findings show that employee turnover disrupts the operations of NWP&TB and ultimately it will lead to customer dissatisfaction. / Thesis (MBA) North-West University, Mafikeng Campus, 2012

Denne avhandlingen setter fokus på hvordan rådgivere innenfor helse, miljø og sikkerhet opplever håndtering av konflikter i arbeidslivet. Gjennom intervju med tre rådgivere får en et innblikk i hva de opplever som essensielt for at de klarer å håndtere konflikten. Å ivareta seg selv, ansvarliggjøre de involverte i konflikten, samt utvikle seg selv som rådgiver framstår som særdeles viktig. På bakgrunn av dette fremstår mestring, som essensielt ved håndteringen. Disse temaene berører ulike psykologiske behov, som relateres til samfunnsmessige, samt teoretiske oppfatninger. I tilknytning til dette blir utbrenthet drøftet som en konsekvens av ikke å mestre. Dette drøftes videre i forhold til å ivareta seg selv, ansvarliggjøre de involverte i konflikten, og utvikle seg selv.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2002. / Includes bibliographical references.

Thesis (doctoral)--Universität Münster.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1984. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 393-404).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1959. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 461-488).

In May 2015, the Washington Post published an article titled: “Uncle Sam Had Better Start Treating His Employees Right.” The article’s title captures the essence of the status of human capital in the federal government. Currently, the federal bureaucracy is faced with the potential threat of losing talented workforce due to budget constraints (Wynen & Op de Beeck, 2014), work environments ( Choi, 2009; S.H. Kim, 2005; S.Y. Lee & Whitford, 2008; Lee & Jimenez, 2011), and human resource management practices ( S.H. Kim, 2005; Moyihan & Landuyt, 2008; Shaw, Delery, Jenkins, & Gupta, 1998; Lee & Jimenez, 2011). The potential exit of human capital poses a severe threat to recruiting and retaining the best and the brightest workers. Also, to make the federal government labor force situation worse, many federal workers are now eligible for retirement. Ertas (2015) refers to a report published in 2010 that states that the Office of Personnel Management (OPM) reported by 2015 that 48% of the federal workforce will be eligible for retirement (Partnership for Public Service & Booz Allen Hamilton, 2010, p. 5). With the aforementioned factors, federal agencies cannot afford to have employees exit. The departure of workers adversely impacts expertise in the organization and productivity, and costs agencies a substantial amount of money (Grissom, Nicolson-Crotty, & Keiser, 2012; Kellough & Osuna, 1995; Lambert & Hogan, 2009; Monnihan & Landuyt, 2008; Wynen & Op de Beeck, 2014). This study utilizes the personal viewpoint of current employees from the large federal agencies to develop a model that will assist federal agencies to identify factors that will encourage employees’ intent to stay with their organization and have long, lasting careers in the federal service. This study employs the Federal Employee Viewpoint Survey.

Employee turnover affects retail organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, organizations lost over $11 billion in tangible and intangible assets as the result of employee turnover. High employee turnover rates have an adverse effect on productivity, which lead to unsustainable business practices. The number of retail employees who quit their jobs each month increased from 432,000 in December 2016 to 464,000 in January 2017, which indicates that some managers lack strategies to reduce employee turnover. Using the transformational leadership theory, the purpose of this single case study was to explore effective strategies used by retail store managers from El Paso, Texas to decrease employee turnover. Participants were purposefully selected because of their experience implementing effective employee turnover reduction strategies; they reduced employee turnover from 24% in 2012 to 15% in 2016. Data were collected via face-to-face semistructured interviews with 10 managers and the review of organizational documents on employee turnover. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: supportive leadership reduced employee turnover, managing personnel scheduling decreased employee turnover, and competitive compensation reduced employee turnover. Reducing employee turnover contributes to social change by providing retail store managers with valuable insight that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.

Organisatoriska, ekonomiska och individuella faktorer har betydelse för huruvida omsorgspersonalen har intentioner till att lämna sin arbetsplats eller faktiskt sluta på arbetsplatsen. Syftet med studien var att finna faktorer som påverkar omsorgspersonal att stanna eller lämna sin arbetsplats, samt hur vårdyrket inom äldreomsorgen kan göras mer attraktivt. Sexton kvinnor inom äldreomsorgen i Mellansverige intervjuades. Systematiska jämförelser mellan dem som hade för avsikt att stanna och dem som hade för avsikt att sluta på sin arbetsplats utfördes, även en eftersökning av faktorer som kunde göra yrket mer attraktivt genomfördes. Faktorer som att utvecklas var avgörande för de som hade för avsikt att lämna och kollegorna samt ett omväxlande arbete var viktigt för de som hade för avsikt att stanna. Medias negativa skildring av äldreomsorgen samt lönen rapporterades påverka vårdyrkets attraktionskraft. Framtida undersökningar bör fokusera på hur media påverkar möjligheten att attrahera ny personal inom vårdyrken.