With the supply of talented employees for the predicted available jobs around the world declining, employee retention and voluntary turnover have jumped to the forefront of HRD practitioners’, as well as senior managers’, strategic initiative. By 2008, demographers predict that 76 million baby boomers will be eligible for retirement. The generations that followed these individuals, born between 1946 and 1962, are not numerically adequate to fill the vacancies that these retirements will create. A growing concern exists that the expected annual growth in the number of eligible employees will be outpaced by economic growth predictions. While employee retention and employee voluntary turnover have received considerable scholarly attention, few research studies have examined the phenomenon in a professional sales arena. No investigation to date has tracked employee voluntary turnover and retention over a 14-year longitudinal wave as was the focus of this study. This population study examined employee retention of a Fortune 500 North American industrial automation manufacturer’s professional sales force over a 14-year period. It focused on personal characteristics, work characteristics, and human resource development (HRD) intervention factors influencing employee voluntary turnover. The results suggest that training and development participation contributes more significantly to employee retention than salary and job title promotions to the firm’s ability to retain sales professionals. The theoretical underpinnings associated with these findings reinforce the importance of human capital theory, social identity theory, expectancy theory, and distributive justice theory. They also suggest that employee retention should be included in calculations that measure the return on investment for training and development interventions. Further, these results that emerged from comprehensive data mining suggest that a structured training and development program embeds aspects of employee socialization that can influence a professional sales employee’s tenure in the organization. Formal training can serve to socialize the employee into the organization, thus, deepening the effect of social capital theory to build normative organizational commitment, a mediator of employee retention. This effect appeared to be more significant for non-Caucasian sales professionals who remained in the organization when included in a structured sales training program.

Employee turnover is expensive and disruptive to organizations. However not many employers appreciate the value lost in quality of human capital, and dollar value of lost productivity and time due to turnover. This study identified the causes and consequences of voluntary employee turnover in a financial institution in Kenya. The researcher established from the bank records that 80 employees resigned from the institution in the five-year period. The causes of turnover were identified and recorded as given in the separated employees' resignation letters held at the bank, and categorized as either avoidable or unavoidable. The quality of the separated employees was measured by academic qualifications, banking training, job performance ratings and years of work experience as recorded in the separated person's file. Turnover cost was computed based on the earnings of the separated employee and the associated administration costs, plus the cost of training and lost productivity due to the resignations. The turnover policies were reviewed. The data collected were coded and analyzed using the SPSS program version16. The quantitative data analysis was carried out using descriptive statistics. Non-parametric Chi-Square Goodness-of-Fit Test was used to test the research hypotheses. A thematic analysis of the narration by the HR director was done. The reasons for the resignations were as follows: 65 percent better salaries offered elsewhere, 17.7 percent were due to family reasons, 13.8 percent went on further studies, 2.5 percent had problems with bank administration and 1.2 percent changed careers. It was further established that 71 percent of the separated workers had university degrees, 92 percent were either good or excellent job performers, 35 percent had more than ten years work experience and 80 percent had received bank training. The turnover cost per separated employee was 100 percent of the worker's annual salary. The total turnover cost comprised of 43.5 percent in lost productively due to the resignations; 30.9 percent on training and 25.6 percent on recruiting and hiring replacements. The researcher concluded that personnel turnovers had negative consequences for the bank in terms of loss of quality human capital and cost, and that management should act to resolve the problem since 67.5 percent of the turnovers were avoidable.

Regarding the development of leadership theory, for long, mostly it starts from the Western point of view. However, owing to the different cultural background perspectives, the leadership in Western society is vividly different from that within Chinese society which is so called Paternalistic Leadership. In Chinese society, the relationship between supervisors and subordinates emphasizes their different roles¡¦ regulations and behaviors¡¦ forecasting, not only their dyadic relationships. Meanwhile, the power distance between supervisors and subordinates is huge. These factors are different from the Western society in which their rights between supervisors and subordinates are equivalent. Subsequently, the Paternalist Leadership has three vital categories, each having subordinate responses which all imply that the Paternalist Leadership is based on the followership of subordinates. Furthermore, ¡§trust¡¨ is a vital discussed issue in the field of organizational behavior, no matter in sociology, social psychology, marketing theory, etc. Trust relationship between supervisors and subordinates enhances the coordination and efficiency of their jobs and likewise, because people trust each other¡¦s goodwill the cost of monitoring will be decreased. Thus, this study, collecting 194 dyadic data, tries to discuss the employees¡¦ effectiveness while subordinates¡¦ trust in their direct leader¡¦s Paternalistic leadership behaviors. The findings of this study show that while subordinates trust in their direct leaders, there is no moderate effect in organizational citizenship behaviors and job performance. However, trust in leadership has partial moderate effects on subordinates to supervisors¡¦ satisfaction and turn-over rate, and further, it has stronger effects on subordinates to organizational commitment. In other words, while subordinates trust in their direct leaders, it transforms the subordinate¡¦s attitude in indirect behaviors. If subordinates can trust their direct supervisors, it will influence the attitude of subordinates¡¦ psychological level, and this psychological effect enhances the attitude of organizational identification and commitment. That is, subordinates¡¦ trust in their direct leaders is a vital factor to influence their inner minds. Finally a concrete brief on the limitations of the study, further research direction in the future and how the study is related to management in the real world is presented.

Abstract A Study for the Influence of Compensation System, Organization Climate to Employee Performance ¡Ð Taking Traditional Textile Companies as Examples Recently textile companies in Taiwan have been, more or less, through business transformation with e-knowledge management of resources integration, supply chain collaboration and globalization, in order to enhance their own competition threshold for the ubiquity of marketing battles. In such delicate tasks, issue of human resources exhibits a pivot role to reach the designated goals. Compensation system is then considered as the most direct aspect to relate the issue. In this study, a factorial design is conducted to find a better compensation system to enhance employee performance for traditional textile companies. To probe intrinsic influence among variables, aspects of compensation system¡]CS¡^, organization climate¡]OC¡^and employee performance¡]EP¡^are examined. 407 questionnaires were collected, and provided to verify existence of related assumptions in this study. Results can be concluded as followings¡GA ¡V It is mutually significant for CS to all the constituted phases of EP, and to those of OC¡FB ¡V It is mutually significant for the constituted phases¡]employee orientation, human communication and responsibility trend¡^of OC to the constituted phase¡]task performance¡^of EP. It is mutually significant for the constituted phases¡]employee orientation and human communication¡^of OC to the constituted phase¡]contextual performance¡^of EP¡FC ¡V It is significant for duty compensation and performance compensation of CS to employee orientation of OC. It is significant for duty compensation of CS to human communication of OC. It is significant for performance compensation of CS to responsibility trend of OC¡FD ¡V It is significant for employee orientation and human communication of OC to task performance and contextual performance of EP. It is significant for procedure regulation of OC to contextual performance of EP¡FE ¡V It is significant for duty compensation of CS to task performance and contextual performance of EP¡FF ¡VOC acts as a factor of intermediate effect between CS and EP. According to this study, traditional textile companies shall pay more attention to junior employees/rookies, design of CS, influence of CS to EP, influence of intermediate effect from OC to CS and EP. Key words¡Gcompensation system, organization climate, employee performance.

In the current era of knowledge economy, the core of the competitions between corporations has evolved from production to management, and now focuses on the acquirement of adequate human resources and the amelioration of innovation. To corporations, the most vital task is often not how to obtain capable human resources, but rather how to ensure the existing ones continuously contribute to the progression of the firm. This involves the internal culture of the firm and its organizational layout; moreover, the most direct effect comes from the ¡§push-and-pull¡¨ interaction between the employer and employee, which is the fundamental quality of employee relations. This research first intends to explore and clarify the meaning of employee relation through a comprehensive study of the aggregated works on related applications of labor relations by previous scholars, including labor union, collective bargaining, negotiation, and labor involvement and participation. Bearing the attributes of high-tech industries in mind, the actual practice of employee relations can then be categorized under six major groups through an understanding of renowned models on labor relations: direct financial rewards and benefits, indirect financial rewards and benefits, non-financial rewards and benefits, employee participation and involvment, organizational communication and management on labor relations. Based on these six categories, an analysis of the actual practice on employee relations leads to the following conclusions: A.Direct financial rewards and benefits In respect to the base-salary system, position-oriented system is more widely adopted than the ability-oriented and the seniority-oriented ones. The ability-oriented system, though, imposes the maximal impacts on employee relations. In respect to the motivation system, the year-end profit-sharing system is the most common one, and it is also considered to be having the best effect on stimulating employee relations. In most firms, the department of human resources is the key unit in charge of the motivation system. B.Indirect financial rewards and benefits Regarding economical benefits, most companies follow the traditional model and engage in pension plan, the subsidy for marriage and funeral. Injury compensation is often acclaimed to be the most essential program in enhancing employee relations. These programs are often done through the Human Resource Department and the Employee Welfare Committee. Regarding benefits on leisure activities, the most common activity is domestic and international travel coordinated through the Employee Welfare Committee. Regarding facility benefits, high percentages of firms have contracts with stores or other corporations for discounts and pre-arranged special rates. However, labor co-ops are preferred as the facility that improves employee relations the most. In general, facility benefits are coordinated through the General Administrative Department, the Human Resource Department and the Employee Welfare Committee. Regarding services benefits, most firms respect foremost the smoothness of complain and appeal channel of lower-ranked employees, and they also achieve improvements on employee relation through family goodwill policy. Most of the services benefits are managed by the department of human resources. C.Non-financial rewards and benefits In respective to non-financial compensations, the leadership style of the high-tech industry often focus on the involvement and participation from the employees, and this is often done through inquiry and commentary. Regarding the working environment, the business sectors widely adopt regulation and policy on assessment, opportunities and fairness for advancement. Flexible working hours have also been known to have positive effect on employee relations. Benefits in this category are usually overseen by the Human Resource Department. D.Employee participation and involvement Most corporations implement labor participations through employee suggestion program, which also improves employee relations the most. Regarding the rights of employee participation, the participation level on financial management is the lowest, but the participation level on company¡¦s policy, marketing, production and human resource management are normal. E.Organizational communication Regarding organizational communication, parallel communication is more efficient based on survey results. The efficiency of downward communication and upward communication is normal. Besides, bulletin board, telephone, interview, meeting, and e-mail are commonly adopted, especially the last three improves employee relations most. F.Management in labor relations Regarding management on labor relations, there were only few unions in hi-tech companies. Conciliation is most widely adopted on labor dispute. Collective bargaining and collective agreement improves employee relations greatly. Since most companies do not organize unions, conciliation is more preferred, compared with arbitration and lawsuit.

Abstract Employee stock option had been discussed for long time and had become very popular topic for current corporates¡¦ financial management. The importance of its option value model becomes hot topic now. The recommended model based on FASB No. 123 may not be helpful to see its payoff distortion from risk aversion and employee exit rate factors. We choose some companies at Taiwan which use employee stock option as their financial tool and study how both risk aversion and employee exit rate impact their value with modified binomial tree method. The results show that risk aversion factor is more sensitivity and cause option payoff change its value within very narrow input range, while employee exit rate also change option value sigfincantly after 10% exit rate range. Hence. Evaluation of risk aversion and employee exit rate factors become important. Companies need to search for optimal solution of those factors to achieve optimal option valuation and its relative incentive effect in order to retain their employee.

This research is mainly developed from the unique perspective of Chinese Chaxugeju (differential mode of the association) and employee categorization model, derived from Chaxugeju model on organizational behavior. This research analyses the decision model of Chinese supervisors¡¦ selection and promotion. Also, this dissertation discusses the moderating effect of decision maker¡¦s propensity (including decision maker¡¦s level, conventionality and modernity), functional propensity (including profession, confidentiality, controllable resources, privacy, number of job vacancy), and organizational propensity ( including degree of division of labor, power of recruiting, and performance orientation) on above mentioned decision models. Finally, it compares the difference of employee categorization model on the selection and promotion decision effects. Adopting the scenario experiment, the author develops 8 kinds of interviewee/staff scenario categorized by guanxi (interpersonal relationship), loyalty and telnet. The author asks the interviewee to rank respectively the 8 kinds of interviewee/staff scenario on chance to interview, recruit, and promotion. Meanwhile, the questionnaire also records the interviewee¡¦s conventionality, modernity, company¡¦s propensity and personal background. Total valid questionnaire is 1050 copies. Using repeated measure ANCOVA and multiple regression, the results are shown as below, 1. Overall, decision makers are certainly categorized interviewee/staff based on guanxi, loyalty and telnet. Different category of interviewee/staff would be treated differentially. Decision makers will give higher level of trustfulness/insider to closer, more loyal, and more telnet interviewee/staff. On the selection and promotion decisions, the higher level of trustfulness/insider would be given higher chance to interview, recruit and promote. 2. As for decision maker¡¦s propensity, owner-managers will value guanxi greater than mangers; same situation appears in level of trustfulness/insider. High conventionalists pay more value on royalty than low conventionalists. On the other hand, high modernists pay more value on telnet than low modernists. 3. In respects of functional propensity, when the positions have higher confidentiality, controllable resource, privacy and fewer job vacancies, decision makers tend to show greater prudence and prefer to recruit higher level of trustfulness/insider. Furthermore, when the positions possess the profession, confidentiality, controllable resources, privacy, and fewer job vacancies, decision makers would tend to value more on the interviewee/staff¡¦s telnet. For the positions with more controllable resources, decision makers will value more on the interviewee/staff¡¦s guanxi. For the position with higher privacy, decision makers will value more on loyalty. Reflecting back to the original assumption, this research does not support, a) the higher privacy of one position the higher of loyalty. b) More job vacancies enhance decision makers¡¦ value on guanxi and loyalty. 4. Regarding to organization propensity, the author originally assume less degree of division of labor causes less fairness of supervisors and accentuates the importance of guanxi and royalty. However, the result of this research does not support this assumption. When managers tend to be more performance oriented or have more power of recruiting, managers will emphasize the importance of level of trustfulness/insider. It means that managers will be more prudent on selection/promotion decisions. It is proper for organizations to rationalize and institutionalize selection/promotion decisions via district procedures. Hence, organizations could consider enhancing the level of controlling recruitment or adjust the degree of performance orientation based on actual situations. 5. Comparing the selection and promotion, decision makers will emphasize guanxi and royalty when making promotion decision than selection. As for the telnet, the research shows no difference on selection or promotion decisions.

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Due to several reasons, such as the competitive environments which entrepreneurs face, new working values, and ideas of outsourcing, companies must have more flexible HRM strategies to maintain the competitive advantages. In order to seek for more flexibility in employment, employee dispatching has become one of the popular ways for companies to use in America, Japan or European countries and so has it in Taiwan. Employee dispatching can help companies to retain professional employees or special techniques, to deal with seasonal demands, to reduce costs and unnecessary managerial responsibilities, so that they can focus more on unclear business. Although employee dispatching brings more flexibility in employment and reduces costs for companies, it still has some complicated issues needed to deal with. The employment relationship is about "joint employer" or "co-employment". This raises complex legal issues especially when related labor laws are not well developed in Taiwan now. Moreover, the quality, loyalty or the performance of dispatched workers is also the problems which companies have to take care of. It is a trend that employee dispatching will be getting more and more popular in Taiwan. Therefore, it is strongly suggested and would be very necessary to do some more advanced studies on the arrangements, the backgrounds of its development, how it is used now, why it is used, what it is going to be in the future, and the compensation of dispatched workers.

Now days in Taiwan, companies are all facing the great stress of competition from global competitors; therefore, every company is looking for solutions of reducing the cost, every aspects of costs. Employment cost is one of the costs. By using dispatching services or by cooperating with dispatch industries, companies shall save more fixed costs of employment, retirement fee for example. For the basic reason mentioned, dispatch industries have become one of the most popular industries, providing dispatch services which fits corporation¡¦s needs of reducing employment costs. In Taiwan, not so much related article were found discuss about what cross-national factor does effect the services that dispatch industries provide differently, and how they appears. Case study will be adopted in the research. We try to sketch the outline of the local dispatching industry through the method and compare the similarities and dissimilarities between dispatching companies that was from different mother nation that provide the same services in Taiwan. From the research, we could conclude that: 1. Employees from different mother nation¡¦s dispatching companies appears no dissimilarities in the aspects of their average age and background; but they do have dissimilarities on their level of education. 2. Dispatching companies from nations other than Taiwan are all having a delicate training system, benefit plan and performance evaluation system than local dispatching companies.