This paper is investigating the possibility to predict employee attrition on an individual level with machine learning. The study is divided into two parts, one qualitative part which were conducted by doing interviews with selected roles where the openness to which practitioners are willing to use machine learning models to predict employee attrition, and what effects such a model could have on an organization was investigated. The second part is a quantitative part where a random forest model, support vector machine model and a logistic regression model are compared in terms of accuracy in predicting employee attrition with the usage of large human resource data sets. Firstly, it was shown that people are willing to use machine learning models to predict employee attrition if the models were to be trusted, and if organizations that used such models were transparent in how the models were used, and to what purpose. The model comparison did not give any interesting results about the possibility to predict employee attrition with the chosen models. There were several reasons for that, where some of them were that the models were over fitted, the time of notice when a person quit was not accounted for enough and the choice of input data points. This resulted in that the accuracy could not be determined in a confident way. / Den här rapporten undersöker möjligheten att kunna förutse uppsägningar på en individuell nivå med hjälp av machine learning och vad utövare tycker om att använda sådana modeller. Den här avhandlingen är uppdelad i två delar. Den första är en kvalitativ del där intervjuer har gjorts för att undersöka öppenheten hos utövare som ska använda eller användas av en sådan modell, samt att undersöka vad folk tror att en sådan modell kan bidra med till organisationen. Den andra delen är en kvantitativ del där en random forest modell, en support vector machine modell och en logistisk regressionsmodell har ställts mot varandra för att titta vilken modell som kan predicera uppsägningar baserat på medarbetsundersökningar. För det första så visades det att utövare är öppna för att använda machine learning för att predicera uppsägningar så länge modellerna som används kan litas på. Dessutom visade det sig att transparens från organisationer som använder sig av sådana modeller är viktigt, där tydighet i hur modellen används och varför och vad den används till måste kommuniceras. Av den andra delen, där de tre modellerna ställdes mot varandra, visade det sig att det var svårt att predicera uppsägningar baserat på medarbetsundersökningar. Det gick inte med säkerhet att visa att den träffsäkerheten som uppnåddes faktiskt betyder något väsentligt utan istället så visade det sig att det fanns problem som gjorde att resultaten inte blev som förväntat. Dessa problem var bland annat över fitting, uppsägningstid togs inte med i beräkningarna tillräckligt mycket, och valet av input data visade sig inte vara bra nog.

Hiring and maintaining quality staff members is crucial in juvenile correctional facilities. Unfortunately, staff turnover is much more common in correctional agencies than other areas of government work. Although several studies have looked at rates and predictors of employee turnover in adult correctional facilities, few have assessed the issue among juvenile correctional staff. Therefore, this study was guided by two main questions: (1) what are the current turnover rates among frontline staff members at Delaware's public juvenile correctional facilities, and (2) what are the main factors that lead to frontline staff leaving? To answer the above questions, this study used a mixed-methods approach consisting of three stages. In the first stage, total rates of voluntary turnover were provided by an administrator from Delaware State's Division of Youth Rehabilitative Services (DYRS) Personnel Department. The voluntary turnover rates for juvenile correctional officers in Delaware's public facilities for 2011 and 2012 were 7 percent and 13 percent, respectively. This is slightly less than voluntary turnover rates from previous studies on juvenile correctional staff. The next two stages of research were designed to assess the best predictors of intentions to leave for Delaware's frontline staff members. Specifically, the second stage consisted of interviews with 14 staff members from five residential facilities across Delaware. The interviews increased our understanding of how aspects of job satisfaction and organizational commitment apply to this particular sample of employees and provided greater insight into two recently developed aspects of employee turnover theory: Job Embeddedness and the Employment Opportunity Index (EOI). More importantly, three aspects of employee turnover for this sample were discovered: commitment to youth, career stepping stone and job expectations. The discovery of new variables supports the idea that it is important for researchers assessing employee turnover to conduct face-to-face interviews with employees prior to analyzing survey data. The final stage of research compared three models of employee turnover. The first was based on Lambert's 2001 model of correctional officer turnover which stemmed from employee turnover theory. The second model was designed to assess improvement in predicting intentions to leave by incorporating two concepts, Job Embeddedness and the Employment Opportunity Index (EOI), that have not been tested in many studies on employee turnover. The last model that was tested incorporated the three new variables that were created based on the interviews in stage two. Intentions to leave was used as the outcome variable in this study. It measures the extent to which a person desires to leave his or her job. It was chosen for two reasons: 1) Samples consisting of employees who have quit can take years to obtain and 2) Assessing employees intentions to leave could be more useful to administrators. The sample for the last stage of this study consisted of 102 frontline staff members from five of Delaware's six facilities. The data for the last portion of this study were analyzed using structural equation modeling (SEM). This method was appropriate because it could assess the impact of both direct and indirect measures. However, because the sample size for this study was not adequate to run any of the models in full, ordinary least squares (OLS) regression was also incorporated. Results from the quantitative portion of this study showed that there were several variables that predicted intentions to leave for this sample. Similar to most studies that look at intentions to leave, job satisfaction and organizational commitment were two of the strongest predictors of intentions to leave. In terms of individual characteristics, race/ethnicity was the only statistically significant predictor. What was especially interesting about this result was that when previous studies found a race effect, it was that African Americans had higher levels of intentions to leave. This was not the case for this sample. Along these lines, race/ethnicity was significantly associated with one of the factors from Job Embeddedness, organizational fit, which assesses if employees believe they are an appropriate match for their job. Interestingly, whites had lower levels of organizational fit which resulted in higher levels of intentions to leave. Findings from this study have implications for the correctional literature and employee turnover theory. This study supported a long history of employee turnover studies that have found job satisfaction and organizational commitment to be the best predictors of employee turnover. At the same time, this study also found a new predictor of employee turnover specific to juvenile correctional officers: commitment to youth. This stands to have a major impact on future research on employee turnover, not just for juvenile corrections but also studies in the larger body of employee turnover in that this study made it clear that one model does not fit all workers. The concept, commitment to youth, applies only to employees who work with youths. And, the particular way commitment to youth was measured in the present study would only apply to those who work with at-risk youths. Therefore, this study should be viewed as an important step towards understanding the relationship between commitment to youth and decisions made by juvenile correctional officers. This study also had important implications for administrators of juvenile correctional facilities. A major finding stemming from the interviews, which was subsequently confirmed by the quantitative analysis, was that support from coworkers is vital to the overall performance of staff. In fact, subjects reported that a lack of support from coworkers was the difference between a good day and a bad day, and that it was never the juveniles that created a bad day for staff; it was their coworkers. Based on this finding, it is vital that administrators stress the importance of not only working as a team, but also the importance of respecting fellow staff members, especially in front of youths. To do this, administrators should encourage supervisors to demonstrate this type of behavior every day and stress the importance of it during trainings, especially the impact it can have on the residents; several staff members discussed how the youthful offenders can easily detect bad feelings among staff. / Criminal Justice

Personalomsättning beskrivs av forskningen som ett komplext område där flera steg, känslor, tankar,orsaker och effekter påverkar tillsammans. Trots att det idag finns forskning som pekar på organisatoriska möjligheter till följd av personalomsättning är det fortfarande en process som ofta målar upp en bild av negativ påverkan för såväl företaget som dess anställda. Till följd av en uppfattning om att processen kring personalomsättning potentiellt kan vara något som stannar på lednings- och chefsnivå har syftet med studien varit att på ett djupare plan undersöka de mänskliga upplevelserna av begreppet. Detta genom att genomföra en intervjuundersökning bland medarbetare inom en utvald avdelning på en kommunal organisation i norra Sverige. Arbetet tog således sitt avstamp i att analysera hur den frivilliga personalomsättningen inom en kommunal organisation upplevs av medarbetarna samt om detta har inverkan på arbetsklimatet, teamdynamiken och arbetsgruppen. Genom att försöka identifiera faktorer som påverkar personalomsättningen i stort syftar studien dessutom till att bidra med insikter som kan utgöra en grund för framtida förbättringsinitiativ för en ännu mer hållbar arbetskultur. En studie som landar i ett resultat som presenterar att medarbetarna trots upplevd låg personalomsättning kan vittna om utmaningar som följer. Utmaningar som slutligen har genererat i positiva effekter, där nya idéer, kompetenser,arbetssätt och rutiner fått ta plats. Dock upplever medarbetarna att organisationen kan fortsätta att utvecklas och växa inom områden som rör personalomsättning, områden som i studien sammanfattas och presenteras i framtida förändringsförslag.

Purpose – The upcoming workforce of Generation Z brings new perspectives to the workplace, while also demonstrating a short-term organizational commitment. This creates a challenge for employers to create a sustainable employee retention. The purpose of this study is to enrich the literature on Gen Z employee turnover, particularly focusing on how companies can manage the rapid and unpredictable turnover associated with Gen Z and the factors that influence how long these employees choose to stay. Method - This explorative single-case study examines a global retail company operating in Sweden. A total of 22 interviews were conducted in three waves, and the analysis was performed using thematic analysis. Findings - In the study, four hygiene factors, three motivators, and four actions for these factors were identified for companies to consider to retain Gen Z. Additionally, a framework was developed to illustrate what actions and dynamic capabilities companies should possess along the employee’s journey from recruitment to exit to lower turnover vulnerability. Theoretical contribution - This study deepens understanding of Gen Z employee retention, turnover vulnerability, and motivation theory. It highlights the balance between retention and turnover and introduces the concept of expectation management, which demonstrates how motivators can shift to hygiene factors based on communicated expectations. Additionally, it emphasizes the role of recruitment in aligning employees with company characteristics to improve retention and explores the dynamic capabilities needed to enhance organizational resilience against turnover. Practical implications - This study offers managers insights into Gen Z employee values, emphasizing job advancement, growth opportunities, and salary as crucial retention factors. It provides a framework to mitigate turnover vulnerability by managing expectations and ensuring motivators remain effective. By utilizing this framework, managers can understand the retentionturnover relationship and enhance resilience by focusing on early relationship building, dynamic employment forms, and knowledge retention. Proactive measures in recruiting the right people are also recommended. Limitations and future research - Generalizing to a broader population may be questioned due to the study's focus on one company and lack of comparative analysis across different businesses and countries. Excluding former employees could also lead to a biased view. Future research should address these limitations by incorporating comparative generational analysis and multicase studies. Additionally, investigating the gig economy and strategies to enhance employee effectiveness could provide further insights into employee retention.

På grund av den stigande konkurrensen på arbetsmarknaden inom redovisning- och revisionsbranschen möter företag utmaningar med att behålla medarbetare på lång sikt. Konsekvenserna blir att personalomsättningen ökar och sin tur påverkar lönsamheten då prestationen hos medarbetare försämras. Det finns olika anledningar till varför anställda lämnar företaget där många av dessa kan förebyggas genom att företag tillämpar anpassade strategier. Denna studie riktar sig till att undersöka hur stora företag respektive SMEs behandlar strategier för att behålla medarbetare långsiktigt, samt redogöra för om det finns några skillnader eller likheter som kan hänföras till storleken på företagen. Men behandlar även vilka ekonomiska effekter en uppsägning medför. Studiens utformning baseras på en kvalitativ metod där fyra stora företag och fyra SMEs har intervjuats vilket utgör grunden fördet empiriska materialet. För att uppnå studiens syfte grundas den i en multipel fallstudiedesign. Studien har resulterat i att det finns skillnader i hur olika företag implementerar olika strategier för att behålla medarbetare på lång sikt, men att dessa skillnader snarare beror på företagets mål än storlek. I resultatet framgår anledningar till varför medarbetare lämnar samt vad detta har för ekonomisk effekt på företagets lönsamhet. / Due to the rising competition in labor markets, accounting firms face challenges in retaining their employees long term. The consequences of employee resignation is that employee turnover rates increase, which affects profitability. There are several reasons why employees choose to leave their workplace, which can be prevented if the company uses adequate strategies. The purpose of this study is to research how bigger companies versus SMEs apply strategies to insure employee retention and present if there are any differences or similarities between these that can be attributed to company size. The study also deals with the economic consequences of an employee’s resignation. A qualitative research design where four larger companies and four SMEs have been interviewed has been used to make up the empirical material. The research is based on a multiple case study in order to reach its purpose. The results of this study shows that there are differences in how different companies implement strategies to ensure employee retention long term, but that these differences depend more on the company’s distinguished business goals and cultures than on their size. The results also explain why employees leave the company and what effects this has on company profitability.

Purpose – Employee turnover entails considerable costs and is a major problem for the construction industry. By creating an extensive framework, this study aims to examine whether perceived work-related factors affect turnover intention in South Korean construction companies. Research design – The paper is based on the results of a questionnaire of 136 employees that was conducted and provided by a Korean construction company. Research hypotheses were tested via correlation analyses. The most influencing work-related factors, as well as differences among job levels, were determined by multiple regression analyses. Findings – Communication, immediate leaders, organizational commitment, and organizational pride substantially affect turnover intentions. All of these factors can be considered as relational factors. The most influencing factors differ among job levels. Discussion/practical implications – Immediate leaders should be aware of their role in retaining employees and enhance communication, organizational commitment and pride. This study shows how the importance of certain variables differs for groups of employees. Theoretical implications/limitations– This study is based on a sample of employees from a Korean construction company. Therefore, the generalizability of the findings has to be tested. Future research should test the proposed framework with other factors or resources. Originality/value – This study shed light on the turnover subject in the South Korean construction industry. It shows that different factors can influence turnover intention among job levels. A framework was created, which is based on 16 work-related factors including organizational factors, HRM practices and job attitudes.

Syfte: Syftet med denna studie är att belysa chefens roll i förhållande till personalomsättning inom en säljande organisation, utifrån dimensioner av person-environment fit och role stress.   Metod: Utifrån studiens syfte har en kvalitativ metod använts. Data har samlats in genom semistrukturerade intervjuer. Materialet har analyserats och redovisats med hjälp av well-grounded theory.   Resultat & slutsats: Denna studie visar på chefers förståelse för vikten av att personer de anställer ska passa in i yrket och organisationen. De rekryterar främst efter personlighet och möjlighet att passa in i gruppen. Chefernas synsätt skiljer sig gällande överbelastning och stress. Det är svårt med gränsdragningen mellan privatliv och yrkesroll.   Förslag till fortsatt forskning: En intressant utgångspunkt för framtida forskning kan vara att jämföra om chefers uppfattning av de dimensioner vi undersökt överensstämmer med hur de anställda upplever dem.   Uppsatsens bidrag: Studien belyser dimensioner som påvisats ha samband med personalomsättning. Vi bidrar med chefens roll utifrån dessa, till skillnad från tidigare forskning som utgått från anställdas perspektiv.   Nyckelord: Personalomsättning, person-job fit, person-organization fit, role overload. / Aim: The aim of this study is to highlight the manager’s role related to turnover within a selling organization, by dimensions of person-environment fit and role stress.   Method: A qualitative method has been used, based on the aim of this study. Data has been collected through semi structured interviews. The empirical data has been analyzed and presented using the well-grounded theory.   Result & Conclusions: This study shows the managers understanding of the importance to hire people which fit both the job and the organization. They mainly hire people based on their personality and how they fit within the group. However, their vision is different regarding the role overload and stress. Managers have a hard time to draw a line between the private life and work.   Suggestions for future research: An interesting starting-point for future research could be to compare if the managers perception of our dimensions is consistent with the perceptions of the employees.   Contribution of the thesis: This study highlights dimensions, which have a significant relation to employee turnover. Our contribution is the manager’s perspective of these dimensions, compared to prior research, which has the employee’s perspective.   Key words: Employee turnover, person-job fit, person-organization fit, role overload.

This study re-examined a previously validated application blank in use for 1 year to screen applicants for the position of equipment operator with a company involved in hydrocarbon recovery. Subjects were 409 male equipment operators ranging in age from 19 to 38 years. Minorities accounted for 12% of the group, while 88% were white. Subjects were randomly divided into an even group, N = 201, and an odd group, N = 208. Multiple R's of .39 were obtained for the most significant 10 variables in each group, but these shrank considerably during cross-validation. Only 3 variables were common to both groups since the unique error variances for each group resulted in different arrangements of variables. It was concluded that the items should be re-examined for relevancy and job relatedness.

Personalomsättning är ett omtalat ämne i många organisationer och branscher. En låg nivå av personalomsättning är positivt för organisationen medan en hög nivå leder till stora kostnader. En hög nivå av personalomsättning, oönskad personalomsättning, är ett aktuellt ämne inom revisionsbranschen. Drygt hälften av alla revisorsassistenter lämnar yrket inom tre år vilket gör att revisionsbyrån förlorar humankapital som innebär stora kostnader för byrån. Tidigare forskning undersöker problemet med den oönskade personalomsättningen i revisionsbranschen med fokus på vilka motivationsfaktorer som är avgörande för att assistenterna slutar.    Syftet med studien är att förstå om revisionsbyrån arbetar på ett sätt som matchar vad revisorsassistenterna motiveras av för att stanna kvar på byrån. Matchningen bidrar till en bättre förståelse för hur revisionsbyrån kan minska den oönskade personalomsättningen.   Med hjälp av motivationsteori och tidigare forskning har fyra kategorier av motivationsaspekter valts ut. Personal-organization fit teori och teori om förväntningsgap är grund för att kunna identifiera en matchning eller förväntningsgap mellan vad assistenterna motiveras av och byråns arbetssätt. Motivationsaspekterna illustreras i en framtagen modell. Modellen illustrerar även om det föreligger matchning eller förväntningsgap.   För att få en djup förståelse har vi använt semistrukturerade intervjuer med revisorsassistenter och gruppchefer. Från det empiriska materialet tillkommer en kategori av motivationsaspekter, variation. Det är även tydligt att motivationsaspekterna motiverar assistenterna olika mycket. Slutsatsen i studien är att byrån bör fortsätta arbeta med att motivera revisorsassistenterna så individanpassat som möjligt. Byrån bör även fokusera på finansiella belöningar. Vår tolkning är att revisionsbyrån genom detta lyckas minska den oönskade personalomsättningen.

Introdução: O desenvolvimento desta pesquisa aborda as questões relacionadas à rotatividade dos profissionais de enfermagem durante a fase de implementação de uma Instituição oncológica. Objetivos: Subsidiar, após o reconhecimento situacional, um plano factível de retenção de pessoal de enfermagem. Método: Trata-se de pesquisa de abordagem quanti-qualitativa do tipo Estudo de Caso, composto por duas etapas: quantitativa, em que foi calculada a taxa de rotatividade e de variação do quadro dos profissionais de enfermagem, por categoria profissional, nos anos de 2008 a 2011 e; qualitativa, em que foi realizada a análise das 598 entrevistas de desligamento, referentes ao mesmo período. A análise e a interpretação dos dados tiveram como base a análise de conteúdo segundo Bardin. Os dados qualitativos foram subsidiados por duas grandes vertentes, sendo que a primeira vertente compreendeu as seguintes Categorias Analíticas: condições de trabalho; remuneração e benefícios; chefia e treinamento e desenvolvimento. A segunda vertente de análise, composta pelas Categorias Empíricas, advindas dos discursos das entrevistas de desligamento: dinâmica de trabalho; condições de trabalho; capacitação e treinamento; relacionamento com colegas de trabalho e relacionamento da chefia com subordinado. Resultados: Os resultados permitiram, segundo a análise quantitativa verificar que as taxas de rotatividade acumuladas, no período de 2008 até 2011, foram elevadas, podendo-se ressaltar que o déficit de pessoal, a cada ano, se tornou evidente, visto que as admissões eram realizadas, porém não se alcançava a meta de contratação do número de profissionais programado por ano, devido aos constantes desligamentos dos profissionais de enfermagem. A análise qualitativa das 598 entrevistas de desligamento (442 de profissionais demissionários e 156 de demitidos) mostrou que entre os principais motivos dos desligamentos destacam-se a insatisfação referentes à: remuneração e benefícios; transferência de setor; promoção interna e de plano de carreira e relacionamento da chefia com subordinados. A análise das Categorias Empíricas permitiu resgatar, além dos itens já destacados nas Categorias Analítícas, outros motivos/causas de desligamento, sendo: nova proposta de trabalho; carga horária; horário de trabalho e dinâmica de trabalho, sendo que, neste último item, os discursos revelaram que os profissionais sentem dificuldades e sofrem para se adaptarem à rotina de um hospital oncológico. Os discursos relacionados à sobrecarga de trabalho e à pressão no cuidado do paciente oncológico foram descritos como fatores geradores de estresse e, considerados como relevantes e determinantes dos desligamentos. Conclusão: Este estudo, além de explicar o ônus que a rotatividade de pessoal de enfermagem traz para a Instituição, para a gerência e para a assistência, mostra, também, como o profissional percebe e sofre com essa problemática decidindo, em última instância, pelo seu desligamento da Instituição. Com os dados encontrados será possível subsidiar um plano factível de retenção de profissionais de enfermagem de um hospital oncológico / Introduction: This research addresses issues related to the turnover of nursing staff during the implementation of an oncology institute. Aims: Subsidize, after situational awareness, a feasible plan for retaining the nursing staff. Method: This is a Case Study based on the quantitative-qualitative approach, comprising two stages: quantitative, in which the nursing turnover and variation rates have been calculated by the professional category for the period from 2008 to 2011; and qualitative, in which 598 exit interviews related to the same period have been analyzed. Data have been analyzed and interpreted according to Bardins Content Analysis. Qualitative data were subsidized by two major strands, being the first one comprised by the following Analytical Categories: work conditions; compensation and benefits; management; and training and development. The second analytical strand was comprised by Empirical Categories, resulting from discourses of exit interviews: work dynamics; work conditions; capacity building and training; relationship among coworkers; and manager-employee relationship. Results: Based on a quantitative analysis, the results showed that the accumulated turnover rates for the period from 2008 to 2011 were high, demonstrating a deficit of personnel at each year, since there were admissions, but the hiring goal was not achieved due to constant employment terminations of the nursing staff. The qualitative analysis of 598 exit interviews (442 professionals resigned and 156 were dismissed) showed that the main reasons for employment termination were dissatisfaction related to: compensation and benefits; relocations to other departments; internal promotion and career plan and manager-employee relationship. The analysis of Empirical Categories allowed to identify, in addition to the items highlighted under Analytical Categories, other reasons/causes for employment termination, such as: new work proposal; workload; working hours and work dynamics, and in this last item, discourses revealed that employees face difficulties and it is hard for them to adapt to the routine of an oncology hospital. Discourses related to work overload and to the pressure in the care of oncology patients were described as factors that cause stress and considered relevant drivers for employment terminations. Conclusion: This study, in addition to explaining the burden that the turnover of nursing staff brings to the institution, the management and the assistance, also shows how professionals perceive and suffer with this problem, deciding, ultimately, to end their employment relationship. With the findings, it will be possible to subsidize a feasible plan for retaining the nursing staff of an oncology hospital.