Nos anos de 2008 e 2010, o turnover nacional ultrapassou os 50%, o que representa mais da metade do total dos contratos de trabalho por ano sendo rompidos. Além disso, mais de 40% dos vínculos de trabalho, entre os anos de 2000 e 2009 não duraram mais de seis meses (DIEESE, 2011). O alto turnover está provocando inquietações a respeito do que as empresas podem fazer para atrair e reter os profissionais, especialmente no tocante da importância dos mesmos como fonte de vantagem competitiva. Dessa maneira o objetivo geral foi identificar a existência de relação entre as práticas de Gestão de Recursos Humanos com turnover, sendo dirigido para empresas da região do norte do Paraná por conveniência. Na literatura foram encontrados trabalhos que puderam classificar os estudos em turnover em três linhas: focada no indivíduo, na Gestão de Recursos Humanos e na visão integrativa. Este estudo optou por aplicar a pesquisa relacionada a linha da Gestão de Recursos Humanos. Tratou-se de uma pesquisa aplicada, descritiva com hipóteses e quantitativa. O instrumento utilizado de McConnell (2001) permitiu quantificar em rankings a eficiência das práticas de Gestão de Recursos Humanos. Os principais resultados apontaram para a existência de correlação negativa significativa do turnover com as práticas de Recrutamento e Seleção, Benefícios e Treinamento e Desenvolvimento. Ao passo que Remuneração, Avaliação de Desempenho, Integração e Satisfação não apresentaram correlações significativas. Sugere-se que os próximos trabalhos estratifiquem as empresas pelo direcionamento estratégico e que o instrumento possa ser adaptado para pequenas empresas. / In 2008 and 2010, the national turnover exceeded 50%, which represents more than half of total employment contracts being broken every year. Furthermore, over 40% of working ties between the years of 2000 and 2009 did not last more than six months (DIEESE, 2011). The high turnover is causing worries about what companies can do to attract and retain professionals, especially in terms of their importance as a source of competitive advantage. Thus the overall goal was to identify the existence of a relationship between the practices of Human Resources Management with turnover being aimed at companies in the region of northern Paraná for convenience. In literature studies were found that could classify studies on turnover in three lines: focused on the individual, Human Resource Management and integrative view. This study chose to apply the line of research related to Human Resource Management. It was an applied research, descriptive and quantitative assumptions. The instrument used to McConnell (2001) allowed to quantify the efficiency rankings in the practice of Human Resource Management. The main results showed the existence of significant negative correlation with turnover practices Recruiting and Selection, Benefits and Training and Development. While Compensation, Performance Evaluation, Integration and satisfaction showed no significant correlations. It is suggested that future studies stratify firms for strategic direction and that the instrument can be adapted to small businesses.

Är den upplevda introduktionen för nyanställda en ny faktor som bör tas med i förståelsen kring tidig frivillig avgång? Hög personalomsättning har både en ekonomisk och social negativ påverkan på företag. Att det många gånger är den högpresterande personalen som lämnar företaget är ett fenomen företag i allra högsta grad vill undvika. Ämnet är högaktuellt i dagens samhälle. Tidigare forskning inom området har fokuserat på att finna gemensamma faktorer som påverkar beslutet till tidig frivillig avgång, där en av de vanligaste studerade faktorerna är arbetstillfredsställelse. Den här studiens syfte var att se om en upplevd introduktion var en faktor som bör räknas med bland dessa tidigare faktorer. Målgruppen av deltagare var tidigare anställda som redan hade slutat på ett företag. En enkätundersökning gjordes på 38 tidigare anställda med hjälp av en webenkät. Resultatet visade att det fanns en signifikant skillnad på den upplevda introduktionen mellan grupper baserat på anställningstid. Den grupp som skattade sin upplevda introduktion som lägst var gruppen med kortast anställningstid. Vilket tyder på att den upplevda introduktionen bör tas med som en påverkande faktor vid tidig frivillig avgång. Studiens fynd tillsammans med tidigare forskning ger en bra indikator på vad företag behöver jobba med i framtiden för att förhindra tidig frivillig avgång. Därmed lyckas behålla sin högpresterande personal och då minska kostnader för oönskad personalomsättning. / Is the introduction for new employees a new factor that should be included in the understanding of voluntary turnover? High staff turnover has both an economic and social negative impact on companies. The fact that it is often the high-performing staff who leave the company is a phenomenon companies want to avoid. The subject is highly topical in today's society. Previous research in the field has focused on finding common factors that affect the decision on voluntary turnover, where one of the most commonly studied factors is job satisfaction. The purpose of this study was to investigate whether the introduction was a factor that should be counted among these earlier factors. The participants were former employees who had already left a company. A survey was conducted on 38 former employees using a web survey. The result showed that there was a significant difference in the perceived introduction between groups based on employment time. The group with the lowest score in perceived introduction was the group with the shortest employment time, suggesting that the perceived introduction should be included as an influencing factor in voluntary turnover. The study's findings together with previous research provide a good indicator of what companies need to work with in the future to prevent early voluntary turnover. Thus, it manages to maintain its high-performing staff and reduce costs for unwanted staff turnover.

Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.

Voluntary employee turnover destabilizes small retail businesses and is a costly business problem for small retail business owners. Some small retail businesses experience voluntary employee turnover of up to 50% annually. Guided by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore successful strategies used to reduce voluntary employee turnover. The target population consisted of 3 small retail business owners in Kingston, Jamaica. Data were collected from semistructured interviews and member checking, and human resource (HR) manuals containing HR policies and procedures. Data were analyzed into emerging themes using Yin's 5-step method. Based on the analysis of the data, 6 themes emerged. These themes included: employee empowerment and involvement, rewards recognition and incentives, career advancement opportunities, competitive compensation and benefits, tools to perform and, positive interpersonal relationships. These themes were identified as the strategies used to reduce turnover. The analysis of the data from the interviews and HR manuals showed that small retail business owners used these combinations of strategies to reduce voluntary employee turnover by increasing overall job satisfaction among employees. The findings from this study may contribute to positive social change by providing strategies to small retail business owners and HR managers to reduce voluntary employee turnover, increase profits, and improve economic conditions in the communities where they operate.

Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.

Workplace turnover is destructive to organizations both financially and operationally. The cost of selecting and replacing the wrong candidate for a position ranges from a few thousand to several million dollars. The goal for this correlational study was to assess the efficacy of an applicant test instrument for identifying key personality traits of direct service professionals (DSP) in the developmental disabilities arena which correlate with successful job tenure and decrease turnover cost. The theoretical framework that grounded this study was the poor job fit theory. The population studied consisted of DSP's hired by an organization in Glynn County, GA. Anonymous candidates' data were obtained by the screening test and stratified into 2 categories: successful employees (48 of those remaining in their position for a year or longer) and unsuccessful employees (48 of those remaining in their position less than 1 year),the secondary historical data from the test instrument were analyzed via a binary multiple logistics regression model. Since inferential statistical analysis results revealed no statistical significance (at the .05 level) of any of the 5 test category variables for predicting successful employment (a year or longer) or unsuccessful employment (less than a year), The analysis revealed that the Talent Acquisition - Healthcare Services Profile - Clinical Test is not a successful screening tool for the subject population. When organizations hire the right candidates for healthcare positions, beneficial social change can occur when a higher quality of care is delivered, making a positive contribution to the lives of the caregivers, patients, and patients' families.

Members¡¦ political behaviors in organizations often influence the decision of Human Resources on members¡¦ salary or promotion. After perceiving organizational politics that might alter their expected job reward and performances, in the short run, employees might react negatively and lead to behaviors such as reduction of job involvement, dissatisfaction, job anxiety, as well as absentness. In the long run, there will be increasing turnover. The purpose of this study is to understand the relationship among Perception of Organizational Politics (POPs), Turnover Intention and Job Satisfaction. Through empirical survey data analysis, the findings are as follows: 1.There is no relationship between gender and turnover intention. 2.Members¡¦ age is negatively correlated with their turnover intention. 3.The turnover intentions of college & university graduates are lower than those with less education. 4.Members who are single have a higher turnover intention, compared with those of married members. 5.Members with longer tenure have a lower turnover intention. 6.Managers¡¦ turnover intention is lower than those with non-manager positions. 7.Members with higher POPs also tends to have higher turnover intentions. 8.Members with higher POPs have lower job satisfaction. 9.Job Satisfaction serves as an intervening variable, partially mediates the relationship between members¡¦ POPs and their turnover intentions.

Because of the outcomes associated with employee turnover, few areas have been researched as extensively in the field of Industrial/Organizational Psychology (Cotton&Tuttle, 1986). Correlates and consequences of employee turnover have been widely examined, though less expansive research has been dedicated to identifying (and potentially screening) turnover prone candidates. To address this concern, the comparative utility of three personality measures for predicting voluntary turnover in law enforcement was assessed. Self-report predictor measures consisted of the Minnesota Multiphasic Personality Inventory-2, the most widely used instrument in this industry, and the Personality Research Form-E. The implicit personality measure for this investigation was the Conditional Reasoning Test for Aggression (James, 1998). In line with previous research (e.g., Hough, 1998), self-report job applicant scores indicated a defensive or self-presentation bias, whereas the CRT-A did not. Normative and comparative data for all predictor measures are presented to further knowledge for the researcher and practitioner. The importance of context, in this case the influence of the economy on attrition rates, is also discussed.

This study examined temporal patterns in collective employee turnover over a 75 month interval. Time series models were fit to subgroups of functional and dysfunctional turnover. Dysfunctional turnover was defined as voluntary separation among high and average performers and functional turnover was defined as voluntary separation of low performers. Results provided support for the hypothesis that temporal patterns of functional and dysfunctional turnover differ. Patterns among high and average performers were similar, such that employee turnover across several global regions increased during or near July. In contrast, employee turnover among low performers tended to spike during or soon after October. Forecast (prediction) accuracy of turnover differed across groups based on individual performance level. Specifically, turnover among low and average performers was forecast with greater accuracy than overall aggregated turnover or turnover among high performers, the latter being the most difficult to forecast. After time-dependent variation (autocorrelation) was removed from global turnover among high, average, and low performers, these series were cross-correlated with similarly cleaned organizational performance outcomes (i.e., net sales, operating income, diluted net earnings per share). Results from these analyses indicated that organizational performance had a lagged negative relationship with turnover among high performers. The dynamic nature of the turnover and performance variables examined underscores the importance of considering employee turnover as a continuous process. As such, employee turnover should be proactively managed over time.

Thesis (M.H.A.)--University of Michigan, 1971.