The purpose of this project was to evaluate the impact of a quality improvement strategy to implement an RN clinical learning and development specialist (CLDS) with the intent to reduce high turnover in novice nurses and low nurse engagement. The CLDS served as expert, role-model, coach, and mentor. Benner'€™s model of novice-to-expert was used as the conceptual framework to monitor progression of nurses mentored by the CLDS. The Institute for Healthcare Improvement model for improvement was reviewed to assess the effectiveness of the CLDS on turnover rates and nurse engagement. At the time of program evaluation, the CLDS role had been operational at the project site for 8 months in inpatient and perioperative service lines. An analysis of turnover rate by headcount of 1510 RNs within the practice environment was completed. The change from the preintervention period to the postintervention period was statistically significantly lower. A nonparametric test to compare the monthly rates was used (z = -2.613; p = .005). To evaluate nurse engagement, the practice environment scale was deployed to all RN nurse residents from 9/2018 through 3/2019. A total of 166 surveys were deployed. There were 86 responses; 62 respondents were RNs with an assigned CLDS. There were no statistically significant differences in the scores between these 2 groups. The social impact of this project is important to share with nursing and operational leadership as an intervention to reduce RN turnover across healthcare settings, specifically in acute care practice areas. The issues of RN turnover and satisfaction with the practice environment are relevant across organization types and settings.

High employee turnover rates are problematic in the retail banking industry because turnover increases the risk of costly regulatory compliance mistakes. The factors that predict turnover in this industry are not well understood, however. The purpose of this correlational study was to examine the relationship between the independent variables of job satisfaction, burnout, time on the job, generational identity, and the dependent variable of turnover intention for retail banking employees in the United States. Mannheim's theory of generations was the framework for this study. A random sample of 100 individuals from the banking industry responded to an online survey that combined elements of a job satisfaction survey by Babin and Boles, a turnover intention survey by Boshoff and Allen, and the Maslach Burnout Inventory. Results of the multiple linear regression analysis suggested statistically significant (p < .001) relationships between burnout and turnover intention �� = 0.297) and between job satisfaction and turnover intention (� = 0.683). These findings are congruent with research that shows that satisfied employees report less burnout and are more likely to remain in their job. Positive social change may occur because reduced employee turnover allows banks to serve businesses and consumers in local communities better and to accomplish their financial goals and objectives, thus potentially leading to improvements in community stability. Reduced employee turnover in turn increases the likelihood of positive contributions to economic activity, as well increased employment and improvements in the overall employment experience for retail banking employees through increased job satisfaction.

Employee turnover has been responsible for the failure of many small businesses in the United States. Business leaders do not always understand the reasons employees choose to leave an organization. This correlational study, grounded in Herzberg's 2-factor theory, examined the relationship between intrinsic employee job satisfaction, extrinsic employee job satisfaction, and employee turnover intention among employees in small businesses. Participants included 129 employees of a small business in Western New York. The Minnesota Satisfaction Questionnaire and Turnover Intention Survey were used to collect the data. The multiple regression analysis significantly predicted extrinsic employee turnover intentions, F(3, 103) = 25.687, p = .001, R2 = .428, and while extrinsic motivation was a predictor, intrinsic motivation was not. Recommendations for future research include focus on specific extrinsic and intrinsic categories in additional contexts. Implications for social change include small business owners understanding the motivation behind employee turnover, which may result in reduced costs to the company, keeping experienced employees, reduced errors made by inexperienced new hires, and increased productivity because there is not a learning curve for tenured employees.

Businesses that can retain junior executives as part of a succession plan are likely to outperform companies that struggle to fill senior executive positions. The purpose of this correlational study was to create a focus for organizations facing competition for candidates to fill critical vacancies as a generation of senior executives retire. The study population consisted of junior executives working in the United States energy industry. This study was grounded in Burns' transformational leadership theory, which holds that leaders can increase the motivation, morale, and performance of followers to enhance their leadership to work toward organizational goals. The study research question examined the relationship between junior executives' perceptions of senior executives' transformational leadership styles, junior executives' job satisfaction, and junior executives' turnover intentions. Data were collected using an online survey (N = 492) and analyzed using correlational analysis. Multiple linear regression results showed a statistically significant negative correlation between junior executives' perceptions of senior executives' transformational leadership styles, junior executives' job satisfaction, and junior executives' turnover intentions. Business leaders might benefit from considering the concepts identified to implement strategies designed to retain skilled and experienced junior executives to maintain continuity and momentum of strategic efforts. Application of the findings of this study may lead to increased stability for employees and reduced turnover costs for businesses resulting in positive social change for individuals, organizations, and communities.

Employee turnover is an inherent challenge encountered by managers at nonprofit organizations. The purpose of this single case study was to explore the strategies some community-based organization managers used to reduce employee turnover in western New York. Five organizational managers were selected who had successfully implemented strategies to reduce employee turnover. Herzberg's 2-factor theory was the conceptual framework for this doctoral study. Data collection occurred through semistructured interviews and review of organizational documents. Data analysis involved collecting data, organizing the data into codes and themes, and interpreting and revealing information about the themes. Member checking and methodological triangulation increased the validity and reliability of the study. The 3 themes that emerged from the study were building positive relationships to promote communication, offering employee training and advancement, and recognizing that compensation is an important factor but does not influence employee behavior. Recommendations for action include redesigning processes to change organizational culture and implementing strategies to mitigate employee resignations. The findings from this study may contribute to social change, because organizational managers could use the study results to reduce employee turnover, which could lead to increased service quality in communities.

Businesses that fail to retain knowledgeable employees risk remaining competitive in the marketplace. Approximately 25 million people quit their jobs in 2016, overall. This single case study explored strategies business managers use to reduce employee turnover. The population for this study was 5 business managers from a business and technical personnel support organization in the information and solutions industry in the state of New Jersey who had experience with strategies to improve employee retention. The conceptual framework used in this study was systems theory. Data were collected from company archival documents and semistructured face-to-face interviews with 5 business managers. Moustakas' modified van Kaam method was used for data analysis. Member checking helped to ensure credibility and trustworthiness in the interpretation of interviewee responses. Three major themes emerged: workplace environment, safety, and training. Strategies ascertained in this study may be helpful for business managers who develop ways to reduce employee turnover. The implications for positive social change include retaining valuable employees in critical positions, reducing unemployment rates and unemployment compensation, and the potential to disencumber funds to support additional social services.

The field of clinical laboratory science is experiencing a critical shortage of qualified professionals. Because health care practitioners depend on the results of laboratory tests to help diagnosis and treat patients, it is important to address the current and future shortage in the laboratory workforce. There is limited research on factors affecting the turnover intentions of clinical laboratory employees. Accordingly, the research questions for this study examined the effect of burnout (BO) and organizational commitment (OC) on the turnover intention of laboratory employees in Florida. A cross-sectional survey design was used to examine the relationship between BO and OC on turnover intentions. Data were collected from licensed clinical laboratory directors, supervisors, technologists, and technicians using the following scales: demographic questionnaire, Maslach Burnout Inventory - General Survey, and Organizational Commitment Questionnaire. Linear regression and ANOVA were used to examine the relationships between these variables. The response rate was 18.4% (N = 184). Among clinical laboratory employees in Florida, the findings revealed significant predictive relationships between BO and turnover intention, OC and turnover intention, age and BO, and work shift and OC among clinical laboratory employees in Florida. Potential implications for positive social change from this study include reducing turnover among laboratory employees by allowing laboratory managers to create strategies that will reduce BO and increase OC, and thus decrease turnover intention.

Substance abuse is a persistent social problem contributing to family disruption; domestic abuse; school failure; and financial costs relating to criminal prosecution, incarceration, treatment, and lost productivity and wages. Substance abuse is amenable to treatment, including psychotherapy. A client-therapist relationship is broken if the therapist leaves the organization; therefore, employee retention is especially important in treatment centers. Employee retention has been studied, but how it is affected by supervisees' perceptions of their managers' emotional intelligence has been a neglected area. The purpose of this nonexperimental, correlational study was to determine the relationship between employee turnover intention and perceived emotional intelligence of leaders in a substance abuse treatment center. The study was based on the theory of emotional intelligence and on an overarching research question that addressed the relationship between the perceived emotional intelligence of midlevel managers at a substance abuse treatment center and the turnover intentions among employees who report to them. Data collection involved administering 3 instruments - a demographic survey, the Wong and Law Emotional Intelligence Scale, and the Turnover Intentions Composite Measure- to 44 employees at a substance abuse treatment center. Data were analyzed using Pearson product-moment correlations. Results showed that participants who rated their supervisor high on emotional intelligence were less likely to report an intention to leave than were participants who rated their supervisor low on emotional intelligence. Social change implications include the potential for improving the process of identifying and training substance abuse training center leaders, thereby improving patient outcomes.

Banking leaders face the loss of profitability because of low employee retention in their organizations. Retention issues negatively affect business operations and market performance. The purpose of this multiple case study was to explore strategies that investment-banking leaders use to retain frontline employees. Herzberg's 2-factor theory was the conceptual framework for this study. Data were collected through semistructured interviews with 5 banking leaders in New York and through a review of company documents on retention strategies. The data were analyzed using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 themes that emerged from data analysis were career growth strategy, compensation strategy, and training and development strategy. The study findings indicated that banking leaders used career advancement, compensation, and training and development strategies to retain frontline employees. The implications of the study for positive social change include banking leaders' potential to reduce retention issues in organizations, lower unemployment rates, and improve the standard living in the communities they serve.

Objective: To identify the significant predictors associated with Army Dental Corps Junior Officers' intent to leave the military. Methods: A secondary data analysis was conducted utilizing the responses from the 2009 Army Dental Officer Retention Survey. The 92 item questionnaire consisted of questions addressing retention issues. Although the survey was distributed to all Army dental officers, only results from junior officers were considered for this study. Results: Forty-six percent of junior officers completed the survey (N=577; n=267).Fifty-eight percent of respondents reported an intent to leave the military prior to retirement. In the final regression model, six variables were significantly (p < .05) associated with an officer's intent to leave: unit of assignment (p<.009, Beta=.144); specialty training status or area of concentration (AOC) (p< .047, Beta=.098) ; age (p<.002, Beta= -.133); military lifestyle (p<.001, Beta=.236); benefits (p<.000, Beta= -.408) and professional development (p<.023, Beta=.194). The model accounted for 45.7% of the total variance. Conclusion: Variables other than pay, bonuses, deployments, frequent moves and student debt were significantly associated with intent to leave. Future studies should be conducted to more fully understand how the identified significant predictor variables impact intent to leave so that policies can be developed to help reduce turn-over among junior dental officers.