Made available in DSpace on 2016-04-25T16:45:07Z (GMT). No. of bitstreams: 1 Rogerio Moreira.pdf: 1750030 bytes, checksum: 731d8143bcca419a4e7fed448cb9f36d (MD5) Previous issue date: 2008-06-25 / This dissertation is the report of a research work developed to study the causes of the high employee turnover in brazilian call centers. After a revisional work of the main aspects of call center management and employee turnover research, it was chosen to study the correlation with human resources management (HRM) practices, in the same research strategy chosen by Huselid(1995) and Batt(2002). The related data to reach research objectives were gotten from a survey developed by The Global Call Center Project. The sample is based on a survey administered to 114 call centers of 103 organizations from 200 associates of Associação Brasileira de Telesserviços (ABT). The same survey was applied in 16 other countries, allowing benchmarking, stretching analysis horizon. The data analysis was made in three steps: management model analysis, mean comparisons and multivariate analysis. The first step showed a strong emphasis in the services mass production model. The mean comparison showed that the brazilian call centers are extremely strait in use of scripts, monitoring and employee discretion practices. These practices contribute negatively to job quality, which has a strong correlation with employee turnover. The multivariate analysis ( logistic regression ) showed a good adjustment in the proposed model, both in the adjustment index ( R2 CS=0,549 e R2 N = 0,741) and in the discriminative capacity ( area of ROC curve =0,938) and also showed that the correlation between HRM practices and employee turnover are considerable. The main suggestion is to have as HRM objective the continuous improvement of job quality, which requires a tradeoff with firm expenses and service level, it also increases variability and represents a change in the call center management culture / Esta dissertação é o relatório de uma pesquisa desenvolvida para estudar as causas do alto índice de rotatividade de pessoal no setor de call centers brasileiros. Após uma revisão dos principais aspectos da gestão de call centers e da pesquisa sobre Rotatividade de Pessoal, optou-se por estudar a correlação com as práticas de gestão de pessoas, na mesma linha de pesquisa de Huselid(1995) e Batt (2002). Os dados necessários para alcançar os objetivos desta pesquisa foram obtidos através de um survey desenvolvido no âmbito da pesquisa The Global Call Center Project.A amostra é composta por 114 questionários respondidos por 103 organizações de 200 empresas consultadas entre as empresas associadas à Associação Brasileira de Telesserviços (ABT). A mesma pesquisa foi realizada em outros dezesseis países, permitindo análise comparativa dos resultados, ampliando o horizonte de análise. A análise dos dados foi efetuada em três etapas: a análise do modelo de gestão, a comparação das médias dos indicadores e, a análise multivariada. A primeira etapa mostrou uma demasiada ênfase no uso do modelo Produção em Massa de Serviços. A análise das médias mostra que os call centers brasileiros são extremamente rígidos no que se refere às práticas de uso obrigatório de scripts, monitoramento e autonomia. Estas práticas contribuem de forma negativa para a qualidade do trabalho, que mantém uma forte correlação a Rotatividade de Pessoal. Análise multivariada apresentou um bom ajustamento do modelo proposto, tanto do ponto de vista dos índices de ajustamento (R2 CS=0,549 e R2 N = 0,741) como pela capacidade discriminante (área da curva ROC=0,938), evidenciando que a correlação entre as práticas de gestão de pessoas e a Rotatividade Voluntária é considerável. Sugerimos como objetivo importante na gestão de pessoas a melhoria contínua da qualidade do trabalho, que é uma solução de compromisso, pois causa um impacto importante nos gastos da organização, no nível de serviço, aumenta a variabilidade e representa uma mudança na cultura gerencial em call centers

En arbetsplats som inte ses tillräckligt motiverande för en individ kan leda till att en anställd frivilligt väljer att lämna ett företag, vilket ofta resulterar i höga oförutsägbara personalomsättningskostnader och olägenheter för en verksamhet. Därmed ses bibehållandet av personal, så kallat Employee retention, vara av stor betydelse. Då motivation i arbetet kan vara förknippad med upplevelsen av tillfredsställelse som skapar positiva arbetsattityder kan detta begrepp ses vara integrerad med arbetet av att behålla personal. För att kunna upprätthålla motivation är det dock viktigt att chefer förstår hur generationsskillnader kan påverka individers behov på arbetsplatsen. Då unga medarbetare, så kallade generation Y, är individer som ses mer benägna att lämna ett företag än tidigare generationer har denna studie valt att rikta ett enskilt fokus mot friskvårdsbranschen som påvisat inneha ett högt antal unga medarbetare. Syftet med denna studie var att skapa en förståelse för hur chefer kan arbeta med att motivera sina medarbetare tillhörande generation Y för att kunna behålla dem i ett företag inom friskvårdsbranschen. Studien tar utgångspunkt i generationsteorin av Mannheim (1927) samt i motivationsteorierna av Maslow (1943) och Vroom (1964), vilka fungerar som ett vetenskapligt stöd i sökandet efter svaret på studiens problemformulering och frågeställning. För att finna svar på den uppsatta frågeställningen har en kvalitativ forskningsmetod använts med ett kompletterande deskriptivt inslag i form av en rangordningsmetod. Insamlingen av den empiriska datan genomfördes med hjälp av en fallstudie mot två olika friskvårdsföretag. Sammanlagt genomfördes 13 kvalitativa intervjuer med chefer och medarbetare samt en kvalitativ textanalys baserat på fallföretagens arbetsmaterial och policydokument, vilka tillsammans utgjorde en trianguleringsmetod. Resultatet i denna studie presenterar en distinktion mellan vad chefer tror motiverar generation Y och vad i praktiken som de faktiskt motiveras av. De motivationsfaktorer som visade sig utmärkande och viktiga för att medarbetare tillhörande generation Y skulle stanna i friskvårdsbranschen var Personlig utveckling, Samhörighet och gemenskap samt Trygga anställningsvillkor. Det ska dock observeras att detta resultat var en generalisering av den insamlade empirin och utgör således inte en presentation av vad dessa medarbetare individuellt motiveras av. Därmed ses det även vara av hög väsentlighet att chefer arbetar med att identifiera den enskilde individens behov av motivation på arbetsplatsen. / A workplace that is not considered sufficiently motivating for an individual can lead to an employee voluntary choosing to leave a company, resulting in high unpredictable employee turnover costs and inconvenience for the operation. Therefore, Employee retention is considered to be of great importance. Motivation in work may also be associated with the experience of satisfaction that creates positive working attitudes, this term can be seen to be integrated with the work of retaining employees. However, in order to maintain motivation in work, it is important that managers understands how generation differences can affect the needs of individuals in the workplace. Because young employees, so-called generation Y, are individuals who are more likely to leave a company than previous generations this study has a specific focus on the healthcare industry, which has shown a high number of young employees. The aim of this study was to create an understanding of how managers can work to motivate their employees, belonging to generation Y, in order to keep them in a company within the healthcare industry. The study takes a starting point in the generation theory of Mannheim (1927) and motivational theories of Maslow (1943) and Vroom (1964), which have worked out as a scientific support in the search for the answer to the study’s problem formulation and questionnaire. In order to find the answer of the founded question a qualitative researching method has been used, with a complementary descriptive element in form of a ranking method. The collection of the empirical data was conducted using a case study against two different healthcare companies and a triangulation method. In total, 13 qualitative interviews were conducted with managers and employees, as well as a qualitative text analysis based on the case materials and policy documents, which together formed a triangulation method. The result of this study present a difference between what managers believe motivates generation Y and what they are actually motivated by in practice. The motivational factors that was shown distinctive and important for employees belonging to generation Y to stay within the healthcare industry were Personal development, Cohesion and community and Safe employment conditions. However, it should be noted that this result was a generalization of the collected empirical data and does not constitute a presentation of what these employees individually are motivated by. Therefore, it is also considered essential that managers are working to identify the individual’s need of motivation at the workplace.

Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.

Flexibility in the workplace is no longer perceived as a benefit to employees but as a requirement for organizations to remain competitive. Financial compensation alone may be insufficient to encourage employee retention. The purpose of this qualitative, single case study was to explore the strategies that corporate accounting and finance leaders implement to promote workplace flexibility for increasing accountants' retention. The conceptual framework for this study was Karasek's demand control support framework. The research sample consisted of 6 corporate accounting and finance leaders who had a history of successfully implementing a workplace flexibility program. Data analysis consisted of compiling the data, coding for emergent and a priori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. The major themes from the findings of this study were leadership support and commitment, organization-wide tailored flexibility, clear communication of expectations, trust and cooperation, employee evaluation based on results and deliverables, and the use of technological advances to enhance team collaboration. Organizations and business leaders can use the findings from this study to create competitive advantage by enhancing their existing flexibility policies or to implement formal workplace flexibility policies that may help to reduce the stress and strain that employees experience in attempting to balance their personal and professional life. The implications for social change include creating a balance between employees' jobs and other responsibilities that allows employees to contribute positively to their family and the local community.

Employee turnover remains a ubiquitous phenomenon that could negatively impact the operations and profitability of any business entity. For decades, managers, business leaders, and individuals in academia have devoted considerable time and resources to understanding and reducing the phenomenon. This qualitative multiple case study was conducted to explore the successful strategies that restaurant managers used to reduce employee turnover. The population sample consisted of 4 restaurant managers from Port of Spain, Trinidad and Tobago who had successfully used strategies to reduce employee turnover. The conceptual framework used was the transformational leadership model. Data for the study were gathered using semistructured interviews, employee records, and company documents. The data were analyzed using cross-case synthesis. The findings included 4 emergent themes. Two themes were tethered to the transformational leadership model with the focus on the constituents of individualized consideration, inspirational motivation, and intellectual stimulation. One theme was linked to the transactional leadership style under the element of management by exception active approach. The 4th theme was unexpected and tethered to practice; actions involved the use of various labor configurations to reduce employee turnover. The results of the study might be beneficial to managers not only in the restaurant industry but within the wider business ecology. With the implementation of successful strategies to reduce employee turnover, business operations and profitability could be spared degradation from operational disruptions due to frequent recruitment and labor shortages. The improved margins could be reinvested towards improving the communities and the lives of workers through positive changes in wages, therefore, contributing to positive social change.

Clinical supply chain managers who do not apply effective employee turnover strategies could negatively affect team performance, employee morale, employee well-being, patient outcomes, productivity, profitability, and the sustainability of organizational activities. The purpose of this multiple case study was to explore strategies that supply chain managers used to decrease employee turnover in clinical logistics organizations. The targeted population consisted of 6 clinical logistics supply chain managers working in 6 community hospitals located in Maryland who had experience implementing successful strategies to decrease employee turnover. The servant leadership theory served as the study's framework. Data collection included semistructured interviews and a review of company records. Data were analyzed according to Yin's comprehensive data analysis method, including categorizing and coding words and phrases, word frequency searches to categorize patterns, and organizing the data to interpret recurring themes. Five main themes emerged from the data analysis: understanding employee turnover, proactive leadership, employee professional development, motivating employees, and effective communication. The findings from this study might contribute to social change by providing strategies that clinical logistics supply chain managers can implement to reduce employee turnover, which might sustain organizational profitability, improve the quality of life for employees, quality of service to patients, lower unemployment rates, and promote community health, wealth, and sustainability.

Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appear to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.

Employee turnover can cost an organization a significant amount of money. In addition, retention of employees can beneficial towards to an organization as it e.g. allows to save costs related torecruitment and training of new employees. The fast food industry is recognized as an industry which employs low-skilled employees and is especially in the United States known to be prone to high employee turnover. With regards to Europe, only little information is available in the field of low-skilled employee retention in the fast food industry. Looking towards the Netherlands, there has been no conducted research concerning this topic from a manager’s perspective allowing to identify the best HR practices to limit employee turnover in the organization. Our purpose of this thesis is to increase the understanding of the practices on employee retention of low-skilled employees in the Dutch fast food industry. To be able to meet this purpose, the following research question was developed “How do managers address retention of low-skilled employees in the Dutch fast food industry?” To be able to answer this research question, a multiple case study was conducted to study several franchises of the Dutch fast food organization “Verhage fast food”. We chose to conduct a qualitative study by developing semi-structured interviews. The empirical material was collected by interviewing an HR manager and the CEO of Verhage to develop an overview of the organization. Furthermore, we conducted five interviews with franchisees of Verhage. These franchisees were chosen based on four criteria being location, variety in experience, amount of employees, and amount of franchises owned. These four criteria ensured that the chosen franchisees in our study are active in different environmental settings. These interviews were conducted with the aim to find out how these franchisees perceive low-skilled employee retention and to identify how these franchisees address retention through the implementation of HR practices. Our study provided a contribution that shows the most effective HR practices in the fields of recruitment and selection, training and development, career development, and recognition and rewards are depending on the situational factors. Whereas one franchisee needs to pay well above minimum wage to attract low-skilled employees, another franchisee can easily pay the employees minimum wages without the need to worry for job applicants. Another contribution based on the outcome of our study is that the provision of training and responsibilities besides being done to benefit the company in e.g. productivity it also results in more engaging employees with a higher intention to stay.

This research was designed to extend the unfolding model of voluntary turnover by examining the most commonly reported turnover decision path. Specifically, the purpose of the current investigation was to explore how employees evaluate negative workplace events--coined "shocks"--and the effects of such events on turnover intention. Participants, 204 Registered Nurses currently employed by a hospital, were asked to report on a negative work event. Only satisfaction with the organization's response to the event affected justice perceptions regarding the shock event. Events perceived as unjust or unfair were negatively related to perceived compatibility with the organization, which in turn predicted turnover intention. Job embeddedness also influenced perceived compatibility and intent to leave the organization. Characteristics of the shock events and suggestions to organizations to prevent avoidable, voluntary turnover are also presented.

Le but de ce mémoire est de comprendre l’influence de la satisfaction intrinsèque et de la satisfaction extrinsèque sur l’intention de quitter des travailleurs. Afin d’étudier ce sujet, nous avons formulé trois hypothèses basées sur la théorie des attentes et la théorie des deux facteurs d’Herzberg. La première hypothèse stipule que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs. La seconde hypothèse est formulée à l’effet que la satisfaction extrinsèque fait diminuer l’intention de quitter des travailleurs. La dernière hypothèse stipule que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter des travailleurs que la satisfaction extrinsèque. Les données utilisées afin de tester nos hypothèses de recherche ont été collectées dans le cadre d’une étude plus vaste portant sur « les liens entre la rémunération, la formation et le développement des compétences et l’attraction et la rétention d’employés clés ». L’entreprise au sein de laquelle les données ont été collectées est dans le domaine des technologies de l’information et des communications (TIC) à Montréal. Les employés interrogés sont les nouveaux employés embauchés par l’entreprise. Les résultats de notre mémoire confirment deux de nos hypothèses. Ainsi, nos résultats ont démontré que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs d’ici six mois, un an et deux ans. De plus, nos résultats ont démontré que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter que la satisfaction extrinsèque. Par contre, une de nos hypothèses est partiellement confirmée. En effet, nos résultats ont démontré que la satisfaction extrinsèque fait seulement diminuer l’intention de quitter d’ici un an et deux ans et n’a aucune influence significative sur l’intention de quitter d’ici six mois. Le soutien organisationnel perçu est une variable qui a également une forte influence sur l’intention de quitter des travailleurs. Pour terminer, la conclusion de ce mémoire présente en quoi nos résultats peuvent être utiles aux gestionnaires des ressources humaines et des relations industrielles. / The purpose of this study is to analyze the impact of intrinsic and extrinsic satisfaction on workers’ intention to quit. In order to investigate this subject, we have formulated three hypotheses based on the theory of expectations and two-factor theory. The first hypothesis states that intrinsic satisfaction decreases worker’s intention to quit. The second hypothesis stipulates that extrinsic satisfaction decreases worker’s intention to quit. The last hypothesis states that intrinsic satisfaction has a stronger influence on worker’s intention to quit than extrinsic satisfaction. In order to test our hypotheses, we used data collected in a larger study on “ the links between compensation, training and skills development attracting and retaining key employees “. The data were collected in an organization in information technology and telecommunications sector located in Montreal. Newly hired employees were invited to answer the survey. The results of our study confirm two hypotheses. Indeed, our results indicate that intrinsic satisfaction decreases worker’s intention to quit within six months, one year and two years. Moreover, our results show that intrinsic satisfaction has more influence on intention to quit than extrinsic satisfaction. However, our results indicate that extrinsic satisfaction decreases only intention to quit within one year and two years and has no significant influence on intention to quit within six months. Perceived organizational support also has an important influence on worker’s intention to quit. Finally, the conclusion of this study presents how our results can be interesting for human resources and industrial relations managers.