"Alice Miel, Associate Professor of Education in Teachers College, Columbia University, New York, and Editor of the Association for Childhood Education International says: 'Continuity has to do with relatedness. It may be relatedness between what the individual has experienced and learned before, the present learning opportunity, and the possibilities for future learning. (Such relatedness need not be with the immediate past nor be an obvious one.) But the relatedness may also be among parallel experiences or among various aspects of growth--intellectual and emotional, social and physical.' With this idea in mind, a study of the instructional program in DeSoto County with particular attention to those phases which tend to break its continuity is presented. Items which seem to have definite bearing on continuity are teacher turnover, mobility of population, promotional policies, instructional practices, the testing program, and cumulative records"--Introduction. / "August, 1951." / Typescript. / "Submitted to the Graduate Council of Florida State University in partial fulfillment of the requirements for the degree of Master of Arts." / Includes bibliographical references (leaf 27).

Empirical studies have shown that employees' trust in their direct supervisors has a negative correlation with voluntary employee turnover. This thesis examines this effect among new managers in organizations. I propose a model in which trust in direct supervisors influences new managers' turnover intention during the organizational socialization period. Drawing on attachment theory and person-environment correspondence theory, I predict that job insecurity and person-organization fit are the key mechanisms through which cognition-based and affect-based trust in supervisors affect new managers' voluntary turnover. A three-phase longitudinal quantitative research is proposed to test the research model. The results from 162 participants in Hong Kong support the model, showing that job insecurity and person-organization fit mediate the relationship between trust in supervisors and turnover intention. In addition, the organizational socialization period and middle manager stage moderate the relationship between trust in supervisors and person-organization fit. The implications of the findings for future research and management practice are also discussed

What causes a teacher to leave and move to another district or campus? Many times, teachers leave because they are unsatisfied, overwhelmed, or unprepared for the demands of the job. The purpose of this study was to gain a deeper understanding of the contextual factors that may explain why teachers decide to transfer to another campus or leave their current district to pursue a position at another district. The following factors, as told from the teachers' perspective, were examined: (a) campus culture, (b) campus leadership, (c) working conditions, and (d) other contributing factors. This study focused on the types of experiences teachers reported encountering, whether positive or negative, that contributed to teacher turnover. Data for this qualitative study included a survey and focus group. Participants selected to participate in this study were teachers who either exited from a public-school district or transferred from one campus to another campus within the same school district. An analysis of the qualitative responses from the teacher survey and a focus group interview provided answers and insight into the research questions. The data were collected and analyzed to further understand the types of experiences or factors that contribute to teacher turnover within one school district. The findings from this study confirm that the literature about factors that influence teacher turnover DO matter to teachers. Based on the research literature, this study and my own experiences, the campus principal holds the major responsibility for building and sustaining positive relationships with teachers. Recommendations for future research and implications for future practice as it relates to school principals and district administration are discussed.

Includes bibliographical references / Orientation: Employee turnover (ET) has become one of the central challenges faced by organisations today. Managers of local organisations should be asking themselves the following pivotal question: Why are skilled and top-performing employees leaving organisations? Research purpose: The purpose of this paper is to gain a better understanding and to examine the relationship of trust- in -leadership (TIL) and intention to quit (ITQ) and the effects on ET within a financial institution in South Africa. Motivation for the study: Cost of ET is not the only negative impact for an organisation, the loss of human capital (human intellect) in terms of knowledge, skills and experience also effects the organisation negatively. Managers need to understand how they can decrease their ET and retain their talented and skilled employees. Prior to leaving an organisation staff have an intention to quit (ITQ) and managers are encouraged to focus on preventative measures by identifying the antecedents of ITQ. Research design: A quantitative research approach was used to determine the extent of the relationship between TIL and ITQ among staff, where a cross-sectional field survey generated the primary research data for this study. An online survey consisting of 19 questions was e- mailed to all 400 employees within a financial institution within South Africa staff. Main Findings: Study results showed a significant negative relationship between TIL and ITQ. Practical and/or managerial limitations/implications: This paper highlights the importance of considering the relationship of TIL on ITQ, directed at employees to become proactive with retention strategies in order to reduce ET. TIL is a variable that is often overlooked in ITS and it is crucial for understand. The implications of ET, as a consequence of ITQ, can affect the bottom line of an organisation. It thus becomes critical for managers to find means to limit the loss of employees. Contribution and/or value-add: In the South African context, only a few recent studies has been found in this field. Notwithstanding, this study differs from previous research in this area in that it was conducted in the financial service sector in South Africa with a specific focus on TIL and ITQ.

This thesis is largely a descriptive study of a single factory, FABCOR. I have tried to avoid the temptation to draw generalisations from a single case history and where I have deviated from FABCOR to illuminate any particular point, it has been with the aid of material I have gathered in other enquiries. The pattern of labour relations in South Africa bears the bold imprint of multi-racialism. Apart from the general economic problems of labour, in the Union the labour market is complicated, and to a large extent conditioned by such multi-racial characteristics as differing environmental backgrounds of the workers, educational and aptitudinal disparities, and colour sensitivity manifesting itself in legal and customary sanctions. FABCOR which employs workers of all races provides ample material for research in this field. In examining its problems I have sought to throw some light on those influences which affect the ability and the willingness of South African labour to provide productive services. What is the attitude of the non-European to work and what are his qualifications? Is he conscious of his role in the productive process or does he regard himself merely as a tool in the economy, with little ambition or prospect for the future? How do his background and training equip him to play a useful role in industry? In the answers to these questions lies an important clue to the future course - and pace - of industrial development in South Africa.

A high attrition rate exists among new music teachers in a public school district in Central Texas. This problem is mirrored by a high attrition rate of music teachers across the United States. The purpose of this qualitative case study was to explore reasons for the attrition of music teachers at the study site, to articulate why some new music teachers have left the profession, and to identify supports that could be influential in retaining new music teachers. The study was grounded in Gardner's theory that administrators have the ability to make policy changes that can influence retention and attrition rates for music teachers. Data were collected through individual interviews with 3 administrators, 3 new music teachers, and a focus group of 3 former music teachers who resigned from their positions at the study site. Data were open coded and thematically analyzed for reoccurring themes. Findings indicated that the high attrition rate of music teachers at the study site may result from unequal treatment of music teachers compared to core content teachers. Another issue noted was the lack of understanding by music teachers and administrators about available supports to new teachers. Recommendations include providing equal opportunities to music teachers to attend subject-specific professional learning communities and professional development activities. This study may contribute to social change through adjustments to the training and mentoring structures for new music teachers in the local district, which may ultimately decrease the turnover of music teachers.

The high rate of voluntary employee turnover in nursing has forced business leaders to search for strategies that reduce voluntary employee turnover. The purpose of this single case study was to explore strategies nurse managers used to reduce registered nurse voluntary turnover. Face-to-face semistructured interviews were conducted with 5 nurse managers in the San Antonio, Texas area. The conceptual framework included Herzberg's 2-factor theory and Maslow's hierarchy of needs theory. Data analysis included Yin's 5-step process: (a) compiling the data, (b) disassembling the data into common codes, (c) reassembling the data into themes, (d) interpreting their meaning, and (e) reporting the themes. Member checking and methodological triangulation increased the trustworthiness of interpretations. The interpretations were then triangulated with new themes derived from nurse managers, policies, and procedures. The resulting major themes were job satisfaction, employee compensation, advancement, reward and recognition, and open effective communication. The implications for social change include (a) keeping families together, (b) employing more workers, (c) reducing unemployment, (d) stabilizing communities, (e) helping increase the economy, and (f) improving human and social conditions outside of the workplace. Findings from this study will provide positive social implications including the potential to decrease voluntary employee turnover in businesses, thus contributing to the retention of skilled employees, reducing unemployment, and decreasing revenue losses.

There are numerous factors that influence a nurse manager's job satisfaction and intention to remain in a job. The purpose of this project was to evaluate whether a formal mentorship program for nurse managers impacted job satisfaction and intention to remain in a job. A pilot program was developed and 15 nurse managers from 2 hospitals in the Pacific Northwest participated in a 6-month mentorship program. The program was guided by mentorship enactment theory and Kouzes and Posner's exemplary leadership framework. Using the Leadership Profile Inventory (LPI) and the Nurse Manager Practice Environment Scale (NMPES), job satisfaction, intention to stay in a job, and transformational leadership behaviors were measured before and after the program. Results were analyzed using a paired samples t test. There were statistically significant differences between the preprogram LPI scores (M= 212.27, SD=37.8) and postprogram scores (M=232.47, SD= 25.28); t (14) = -2.83, p =.013. There were also statistically significant differences between the preprogram NMPES Subscale 3: Culture of Generativity (M= 23.20, SD= 4.65) and postprogram scores (M= 26.20, SD= 4.74); t (14) = -2.40, p=.032. The results demonstrated a significant increase in job satisfaction, intention to stay, and transformational leadership behaviors. Implementation of this pilot program supported positive social change through reduced nurse manager turnover, resulting in a reduction of healthcare spending on replacement costs in addition to improved patient outcomes.

This dissertation investigated the reason nurses (RNs, LPNs) stayed at one job for 20 years or longer and compared their responses to nurses (RNs, CMAs) who changed jobs more than four times in 20 years. The study divided their responses into two categories, hygiene factors or motivation factors, based on Herzberg’s two factor theory. The dissertation topic was chosen to determine if increased pay has a significant impact on the long-term employment of nurses, although quantitative research in the field heavily promoted pay as a solution to turnover. Healthcare companies incur costly consequences of turnover and this qualitative study adds information to the field on potential interventions to address and decrease turnover. This dissertation examined the real reasons these participants stayed at their jobs long-term and why these short-term employees left jobs frequently, with the results showing that pay would not decrease turnover of short-term employees. The long-term people stayed for motivation factors and the short-term people left to seek hygiene factors. The quantitative research in the field, focused on interventions to decrease turnover, was not supported in this research.

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