The concept of lean manufacturing dates back to 1990 in the automobile industry. However, its principles were implemented in other industries as well. Lean is also about people; and sustainable HR practices play an important role in the success of lean transformation. This research examines how sustainable HR practices enhances lean manufacturing. And the effect of these practices on lean manufacturing. The results showed a direct relationship between training as sustainable HR practice and employee retention. This means, the more training offered, the higher the retention rate. The leaner the manufacturing process will be.

Purpose The purpose of this case study is to explore the measures which the engineering consulting firm use to retain their employees for sustaining competitive advantage. The key focus of the research is to address the reasons for high employee turnover and connect these reasons with the measures to retain employees to maintain a low employee turnover for sustained competitive advantage. Design/methodology/approach A qualitative and abductive approach is applied for this research with a single case study of a Swedish-based engineering consultancy firm. Data collection includes both primary and secondary data. Primary data was achieved based on semistructured and virtual interviews with five interview participants; two of them are at managerial levels. Secondary data include reports and documents from the case company, the Swedish Federation of Innovation Companies, and other relevant sources. Findings and conclusion Low employee turnover rate can help sustain a competitive advantage for an engineering consulting firm. Nine retention measures are explored in this study which includes eight non-financial measures and one financial measure which can be listed as: 1. Transformational leadership style; 2. Open and trusting culture and values of an organization 3. Talent management approach which enhances job security and opportunities for advancement; 4. Respectful, open, and inspiring communication; 5. The autonomy which empowers freedom and independence of work and decision-making; 6.Work-life balance; 7. Employer brand, interesting clients and meaningful projects; 8. Diversity of the workforce; 9. Fair compensation package Originality/Value This study contributes to the knowledge-intensive segment and the engineering consultancy field with insights from a leading Swedish engineering consulting firm. A newly established model is presented with concepts from previous research findings and the empirical findings of this research.

Productivity declines when employees voluntarily leave an organization. The purpose of this case study was to explore strategies that business leaders use to reduce turnover among their skilled information technology (IT) professionals in the Dallas-Fort Worth area. Six business leaders were selected because they had implemented strategies to retain skilled IT professionals. Herzberg's 2-factor theory was the conceptual framework for this doctoral study. Data were collected from semistructured interviews and review of the organization's policies, procedures, and personnel handbook. Data analysis consisted of assembling the data, organizing the data into codes, compiling the data into themes, and interpreting and disclosing information about the themes. Member checking and methodological triangulation increased the validity and reliability of the study. Three themes emerged from the study: engaging employees and building positive relationships, recognizing and rewarding employees for their contributions, and retaining employees is not related to compensation. Recommendations for action include designing or redesigning strategies to engage and recognize employees for their efforts and achievements. The findings from this study may contribute to social change by supporting business leaders' ability to provide high-quality, affordable services to customers and local communities due to higher retention of skilled employees and reduction of costs associated with employee turnover.

Competency-based nurse orientation programs focus on the new nursing graduate and experienced nurse employees' ability to perform skills necessary in a new work setting. The purpose of this project was to develop a learner-focused and competency-based orientation program for new nursing employees at a large urban hospital to enhance patient safety and nurse retention. The Johns Hopkins nursing evidence-based practice model and guideline were used in the selection of articles with higher levels of evidence and research quality for the critical appraisal of literature in support of the program development. The best practices for nursing orientation content and delivery for positive effects on hospital finances, nurse turnover rates, and patient safety were the focus of the literature review. Benner's model of 5 levels of skill development was the theoretical framework for advancing skills of nurses who enter the orientation program with different expertise and skill sets. Nurse orientation materials and processes, comprising a collaborative team approach to orientation and a guideline for preceptor selection, were developed as the essential components for successful orientation at the project hospital. A nursing orientation based on the evidence may provide an infrastructure and operational process for the organization in developing the competencies of all levels of nurses, including experienced nurses transitioning to new units or duties. The social change resulting from the project will be a supportive and seamless transition of nurses into the new practice role and work environment. When implemented, this project is anticipated to increase nurse satisfaction, improve quality of health care delivery, decrease anxiety related to the new nursing role, and improve collegiality among all levels of nurses.

Organizational leaders face obstacles stemming from the lack of employee retention. An ineffective retention strategy can result in the loss of employees and the loss of institutional knowledge. Lack of appropriate retention strategies can negatively impact the reputation of the organization and ultimately affect the financial standing of an organization. Grounded by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore strategies small retail business managers in Trinidad used to retain employees. I collected data through face-to-face semistructured interviews with 5 small business managers and a review of company documents. Data were analyzed using methodological triangulation, thematic analysis, and Hutchinson, Johnston, and Breckon's analytic techniques to identify patterns and themes. Member checking was completed to ensure accuracy and credibility. Five themes emerged from the data: frequent communication improved employee retention, employee engagement motivated employees, compensation considered effective retention strategy, employee recognition enhanced job satisfaction, and advancement decreased job dissatisfaction. The findings from this study may contribute to positive social change by increasing awareness of effective retention strategies. Potential insight into effective retention strategies can benefit leaders and provide stability for employees. Improvement in retention strategies can lead to stabilized employment for employees and their families thus keeping the replacement costs at a minimum and increasing organizational performance.

Employee turnover costs can be 100%-200% of the total compensation package of an employee who leaves the organization, depending upon their position and experience. Leaders in the highly competitive insurance industry should emphasize the importance to retain talented employees with managers in an effort to minimize costs and diminish productivity levels associated with employee turnover. The purpose of this qualitative multiple case study was to explore strategies to retain employees used by insurance managers in the Charlotte, NC metropolitan area. The conceptual framework included Herzberg's motivator-hygiene theory to explore motivator factors that encourage employee retention. Seminstructured interviews were conducted with 6 insurance managers from 3 small businesses in which successful retention strategies have been implemented for the past 10 years. Company documents were reviewed, including a performance evaluation template, organizational chart that highlights growth opportunities, employee evaluation and review form, and a staff guide to performance development. Data were thematically analyzed and triangulated to ensure the trustworthiness of interpretations. The findings included 4 themes: offering competitive compensation, use of frequent two-way communication, providing growth opportunities, and understanding employee needs. These findings could impact positive social change by providing insurance managers and other small business managers with strategies to retain employees that could lead to higher levels of commitment and engagement from employees, yielding increased productivity and profits for the business.

Fifty percent of childcare employees leave their jobs by the close of their 5th year of experience. The purpose of this exploratory single case study was to explore what retention strategies some childcare center directors use to retain their employees in the Columbus, Ohio metropolitan area. The research population consisted of 5 childcare center directors who successfully implemented retention strategies in 5 different childcare centers. The conceptual framework for this study was the Herzberg, Mausner, and Snyderman motivation-hygiene theory. Data were collected via semistructured interviews with the directors and from centers-handbooks and strategic plans. Coding, word frequency, and thematic analysis were conducted, and member checking was employed to bolster the trustworthiness of interpretations. Three main themes emerged: the importance of employee compensation, communication and culture, and education and training to retain childcare center employees. Understanding the strategies to retain employees may help childcare center directors reduce the turnover and ensure stability for employees in that industry. The implications for positive social change include lower unemployment rates and a more stable childcare labor market.

In the health and human service industry, employee turnover affects business practices and causes disruption of the lives of vulnerable individuals with intellectual disabilities receiving support. Using a human capital conceptual framework perspective, the purpose of this multiple case study was to explore strategies used to increase employee retention. The criteria for participation included organizational leaders from 3 Pennsylvania human service agencies that supported individuals with intellectual disabilities, tracked employee turnover for at least 2 years, and developed strategies to increase employee retention. Organizational leaders volunteered to participate and the first 3 organizations meeting the criteria were selected. Data collection included semistructured telephone interviews with organizational leaders, in addition to a review of company policies and turnover data. The interviews were transcribed and participants were asked to member check the draft findings. Constant comparison analysis occurred to analyze collected data. The findings included that the human capital theory alone did not inform retention strategies. Reoccurring themes included retention strategies that focused on developing the organization's intellectual capital through development of human capital, structural capital, and relational capital. Organizational leaders could develop intellectual capital to reduce employee turnover costs, increase employee productivity, create a stable life for the individuals in need of support, and develop relationships with the community where integration occurs. The implications for positive social change include the potential to reduce employee turnover to organizational leaders from Pennsylvania agencies supporting individuals with intellectual disabilities.

Level: Bachelor Thesis in Business Administration, 15 ECTS.   Department: School of Business, Society and Engineering, Mälardalen University Authors: Guillermo Berrojo Romeyro Mascarenhas (2001/06/14), Alaa Tish (1994/01/10), Aymen Safi (2000/03/27). Title: Robotic Powered Satisfaction? A Quantitative Study on The Impact of Robotization on Job Satisfaction.  Supervisor: Noushan Memar Keywords: Robotization, Robots, Job Satisfaction, Herzberg Two-Factor Theory, Employee’s Retention. Research question: To what extent does robotization impact job satisfaction? Purpose: This research attempts to verify the extent of the impact of robotization on job satisfaction as the primary goal, and the likelihood impact of the latter on employee retention as a sub-goal.  Method: Utilizing the phenomenon of robotization in the wholesale industry as the empirical context, a quantitative research approach was adopted. The primary data was collected through a questionnaire that was conducted among warehouse and terminal staff in the wholesale industry.  Conclusion: The results of this research confirm that robotization, as a phenomenon of system or process automation using robotic devices, has a significantly positive relationship with job satisfaction. The findings also suggested the notion that robotization affects more profoundly on motivating factors than hygiene factors.

Background: As a truly digitally native generation, Generation Z just started entering the workforce and their unique characteristics and expectations should not be ignored. To satisfy and retain this newest generation it becomes important for the employers to understand and adapt their strategies accordingly.  Purpose: The purpose of this thesis is to research what factors contribute to the overall job satisfaction of Generation Z and why these are important for them. By investigating these factors and their underlying causes, our goal is to give insights that will help employers in creating a more engaging work environment for Generation Z. We also aim to contribute to the existing literature on generational differences in the workplace and highlight Generation Z’s distinct expectations. Finally, we would like to provide practical advice for companies on how to attract, motivate and retain Generation Z.  Method: We conducted a qualitative study with an abductive research approach. We followed a relativistic ontology and a social constructionist epistemology as these aligned the most with our beliefs. Our research design is an exploratory case study, for which we have collected data through interviews and by examining archival company documents. To analyze our data we created a coding tree and built our findings on the already existing literature. Conclusion: Our findings show that it is essential to understand the unique needs of Generation Z to avoid high turnover rates in organizations. As this generation grew up in a fast-paced world, they require a challenging work environment, where they have the opportunity to develop themselves both personally and professionally. They are more aware of the social, environmental, and political issues and they are seeking work environments that align with their values. Moreover, as they place a much higher priority on the balance between their work and private life, they expect their employers to provide them with flexibility and support.