Thesis (M. Nurs.)--University of Hong Kong, 2006.

Thesis (M.B.A.)--Boston University

本研究以吉林省四平市三个民营企业共计249份配对样本为基础，以组织承诺理论、自我决定理论以及动机理论为基础，从内在动机角度，对员工感知的高承诺工作实践影响员工离职倾向的内在机理及其情境因素进行了研究。结果发现，员工感知的高承诺工作实践对离职倾向的影响是通过内在动机实现的。内在动机在员工感知的高承诺工作实践与离职倾向的关系构建中起到间接效应。研究表明，员工感知的高承诺工作实践与内在动机之间存在显著正向关系，内在动机与离职倾向之间存在显著负向关系。即员工感知的高承诺工作实践通过影响员工的内在动机，进而影响员工的离职倾向。同时，本研究也发现员工的个体特征，如情绪智力与竞争人格具有调节效应。即在高情绪智力与高竞争人格情境下，员工感知的高承诺工作实践与内在动机的正向关系得到加强，从而提高员工保留，减少员工离职倾向。This study focuses on the internal mechanism and situational factors that Employee Perceived High Commitment Work Practices influence Employee Turnover Intention from the perspective of Intrinsic Motivation based on a total of 249 paired samples from three private enterprises in Siping City of Jilin Province. This research is based on theories including organizational commitment theory，self-determination theory and motivation theory. It was found that the influence of Employee Perceived High Commitment Work Practices implemented on Turnover Intention was realized through Intrinsic Motivation. Intrinsic Motivation plays an indirect effect in the relationship building between Employee Perceived High Commitment Work Practices and Turnover Intention. The study shows that there is a significant positive correlation between Employee Perceived High Commitment Work Practices and Intrinsic Motivation, and, by contrast, there is a significant negative correlation between Intrinsic Motivation and Turnover Intention. That is, Employee Perceived High Commitment Work Practices influence Turnover Intention by influencing Intrinsic Motivation. Meanwhile, this study also found that the individual characteristics of employees, such as Emotional Intelligence and Trait Competitiveness, have the moderating effect. That is, in the context of High Emotional Intelligence and High Trait Competitiveness, the positive correlation between High Commitment Work Practices and Intrinsic Motivation is strengthened，and thereby reduce turnover intention so as to promote employee retention.

M.B.A. / This study focuses on the impact of staff turnover on the level of service provided to customers. Understanding your customers' service requirements and .meeting or exceeding these needs and requirements and requests are key success areas for any business. There is, however, various factors that can have an impact on a business's understanding ofwhat the customer requires, and it is here that the customer relationship plays an important role. These relationships are built by people - staff. Staffturnover can be seen as the number ofstaff members that moved into, and out of, a position over a given time period, and can influence a business and customer relationships in different ways. A secondary study was embarked upon to determine what staff turnover and customer service entails. This focussed on defining the concepts, causes and possible effects thereof. A primary study was undertaken in the Bulk Cryogenic Gasses industry to determine if there is a link between the two variables. A questionnaire was sent out to various respondents to gather primary data to record customers perceptions of the impact regarding stafftumover on the level ofservice provided to them. Based on the responses received from the questionnaires, the majority ofcustomers were not impacted by staff turnover. The minority of customers who stated that they were impacted by stafftumover experienced a positive change. It is clear from this study that staff turnover does not impact negatively on the level of service provided to customers

M.Comm. / In today's business environment client service can lead to the success or failure of any business. The client is "king" and should be treated as such. In the employee benefits industry a relationship is created between the employee of the company and that person's clients. This study will investigate if there is a link between the services rendered to client and staff turnover in the employee benefits in this try in South Africa. The question this study aimed to answer is what happens if that person decides to leave the organisation or company. Does this have any impact on clients and the level of service the clients receive from the company or organisation.

The purpose of this research is to ascertain whether open management (OM) significantly reduces employee turnover in small South African Information Technology (IT) firms. Human Resource Management literature widely predicts that OM increases employee performance, commitment and retention. By 2010 there will be more than one-hundred-thousand unfilled IT jobs due to the skills shortage. The high labour demand and short supply introduces a counter force to the OM predictions, namely market-pull. This research tests the relative strengths of market-pull and loyalty created by OM practices by means of five hypothesis tests. The tests include OM awareness, historic turnover comparisons and turnover intention comparisons. Interviews were held with the owners of twelve small IT firms. Fifty-three employee surveys were collected. Most firm owners were not formally aware of OM. Historic turnover and future turnover intentions were lower in open managed firms, thus affirming current literature. The practical implications are that small South African IT firm owners should endeavour to understand OM and also adopt it, first to remain competitive and second to retain key employees. A possible model to predict turnover candidates based on open or closed rating is also proposed. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The following quantitative study investigated staff turnover at Company H, a hardware retailer, where 174 former employees were telephonically interviewed via a questionnaire. The results showed that staff enjoyed various factors at Company H but found their present management better than that of Company H. The staff also viewed written and spoken English and PC skills as very important factors for their training in retail, their career advancement and their decisions to stay in retail. Issues of gender, age and further customer training was also found to be important factors. These findings were discussed in light of the literature review conducted and a detailed model of learning and turnover intentions was proposed. The study was concluded with a list of recommendations for company H and a list of areas for further research. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Despite extensive research spanning almost a century, no theory has yet been developed to adequately explain and predict voluntary turnover. This study replicated a relatively new approach to turnover theory, namely the unfolding model. Responses from 123 South African engineers, who had voluntarily left an organisation, to an electronic survey were used to test the validity of the model and its component parts, or decision paths. The data was also applied to the impact of sudden events, as well as relationships between the work-relatedness and negativity of these events, and the work-relatedness of the event and the resultant decision to quit. The model proved unsuccessful in describing the voluntary turnover of the respondents, and only one of the five component paths was successful in describing a proportional group of the respondents. Sudden events, when present, were found to play a significant role in the decision to quit, but no relationship was found between either of the workrelatedness and negativity of these events, or the work-relatedness of the events and the avoidability of the resultant decision to quit. Improvements to the model were suggested, and some suggestions were made as to possible actions companies might take to mitigate voluntary turnover and its effects. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

As with most human responses in life, voluntary turnover is also based on cause and effect. If an event or chains of events happen certain responses are triggered. In the case of voluntary turnover these responses form part of human psychological decision logic that end in a termination of employment. Each person, given their context, will display a different psychological response to similar events. A theoretical model published by Lee and Mitchell (1994) map these psychological responses into specific decision paths. This unfolding model of voluntary turnover proposes that people decide to leave an organisation through one of five distinct psychological decision pathways. An artisan shortage in South Africa is limiting growth and organisational performance within the manufacturing industry. Organisations are willing to pay a premium for skills and this is driving turnover at the artisan level. It is therefore important for managers, in this environment, to understand the drivers of artisan turnover and limit the turnover rate. This research presents results of classifying 64 artisan leavers from the South African manufacturing industry. The classification develops an artisan voluntary turnover profile as described by the unfolding model of voluntary turnover. The data used to develop this classification is extracted using quantitative techniques. The impact of the economic downturn on this voluntary turnover profile is discussed. Further analysis is also made regarding differences in voluntary turnover decisions between artisans that have experienced organizational downsizing and those that have not. Implications regarding these findings are discussed. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This paper will demonstrate the relevance of employee demographics as extended factors in the voluntary turnover process as these models currently do not sufficiently explain the factors impacting the turnover decision. Over 1000 managers and knowledge workers were surveyed by making use of a cross-sectional questionnaire to identify potential similarities in demographics when deciding on leaving the organization. Findings indicated that various demographic factors (age, race and gender) influence whether pull- or push factors are cited in the turnover process. In addition, it was also found that the level of education has a stronger relationship to employee mobility than race, which contradicts current sentiment of the labour market. Furthermore, it is concluded that demographic factors of employees should be considered in the extension of contemporary turnover models. The findings have implications for human resource management practices in organisations which are more dependent on knowledge workers. In addition the findings have implications on current prevailing theory on voluntary turnover research. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted