In the auditing profession, many business owners are unable to retain auditing staff. The cost to replace an auditor can cost a company as much as 150% of the auditors' annual salary. Perpetuating this problem is that some auditing business owners do not know the relationship between internal auditors' intrinsic job satisfaction, extrinsic job satisfaction, and auditors' turnover intention. Grounded in Herzberg's 2- factor theory, the purpose of this correlational study was to examine the relationship between intrinsic job satisfaction, extrinsic job satisfaction, and auditors' turnover intention. Participants included 96 members of the Central Florida Institute of Internal Auditors. Data were collected using the Minnesota Satisfaction Questionnaire and the Michigan Organizational Assessment Questionnaire. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict auditors' turnover intentions, F(2, 93) = 47.635, p < .001, R2 = .506. Extrinsic job satisfaction was the only significant predictor (t = -6.515, p < .001). Implications for social change include the potential for leaders to better understand predictors of involuntary turnover and the potential to save money on recruitment and training. Business owners may become more profitable through better employee retention strategies; these findings may also add to the body of knowledge for stable employment opportunities. Business owners can develop strategies to enhance the level of intrinsic and extrinsic job satisfaction of internal auditors. Job satisfaction of internal auditors is essential and a fundamental determinant of growth, service, and quality within an organization.

Employee turnover is costly in service-intensive organizations where employee-customer interactions directly affect the organization's success. The purpose of this multiple case study was to identify strategies community hospital leaders use to reduce frontline support employee turnover. The study population consisted of leaders of a community hospital in southeast Louisiana. The conceptual framework for this study is Kahn's model of employee engagement. Semistructured interviews were conducted with eight hospital leaders in southeast Louisiana who were selected through census sampling. Interview transcripts were analyzed and coded following Yin's case study analysis process. Methodological triangulation allowed for a comparison of the findings of the interviews with information derived from exit interviews and employee engagement survey results. Four themes emerged from the interviews and document review: leadership, hiring and onboarding strategies, pay and compensation, and organizational-related factors. Reducing turnover among frontline hospital support employees can positively affect the quality of care provided to patients, and improve the level of service provided by the hospital to the community it serves. Beyond increasing organizational efficiency, the findings of this study can contribute to social change benefits for employees as continued employment allows individuals to provide for themselves and their families.

Unplanned and frequent employee turnover can result in significant costs to an organization. Grounded in Herzberg's two-factor theory, the purpose of this correlational study was to examine the relationship between employees' job satisfaction and their degree of job embeddedness, and their intent to leave the organization. In this study, 63 full-time Southeastern U.S. manufacturing employees completed surveys that included the Andrews and Withey's job satisfaction questionnaire, Crossley, Bennett, Jex, and Burnfield's global measurement of job embeddedness, and Mobley, Horner, and Hollingsworth's intent to stay scale. The results of the multiple regression analysis indicated the model was able to significantly predict employee turnover intention, F(2, 95) = 71.822, p < .001, R2 = .705. Both employee job satisfaction (t = -.703, p < .001) and employee job embeddedness (t = -.501, p < .001), were statistically significant predictors of turnover intent. These results indicate that satisfied and committed employees are less likely to plan to leave their employment. This research adds to the body of knowledge concerning what contributes to why people leave their jobs. Reduced employee turnover can financially benefit an organization and that in turn can have a positive social benefit on the community. More secure employees and companies with improved financial security can result in improved financial support to communities and help increase economic stability.

Employee retention is a critical issue for business leaders. The United States Bureau of Labor Statistics reported over 4.5 million employee separations in 2014 because of resignations, layoffs, or terminations. Hospitality managers face some of the lowest employee retention rates of any industry, which leads to poor customer satisfaction and decreased profitability. The purpose of this multiple case study was to explore the perceptions of 3 hospitality managers from 3 different mid-sized hospitality organizations in Brevard County, Florida. The conceptual framework for this study was built upon motivation theory; existence, relatedness, and growth theory; and expectancy theory. The data were collected through document and artifact review, a reflective journal, and semistructured interviews. Member checking was completed to strengthen credibility and trustworthiness of the interpretation of the participants' responses. Four themes emerged from the data: the motivational outcome, leadership characteristics, most effective retention strategies, and the least effective strategies influencing employee retention. The findings from this study may educate inform hospitality managers on how to stabilize employment, improve retention, and increase customer satisfaction and profitability.

As a result of the passage of the Affordable Care Act, the behavioral healthcare field is experiencing an increased demand for services. This increase is based on the availability of healthcare coverage to an estimated 13.4 million previously uninsured individuals. To meet this demand for treatment, the workforce of behavioral health therapists must grow. The largest generation entering the workforce, the Millennial Generation - those born after 1980 - is believed to lack commitment to their employers, frequently vacating their positions for the next best offer. The purpose of this case study was to determine factors that both affect retention and contribute to employee turnover among Millennial behavioral health therapists, in the hope of identifying approaches for retaining them in not-for-profit organizations. This exploration used Rousseau's psychological contract theory as the theoretical lens. Secondary data from academic literature, public media, and published surveys were collected and analyzed using open coding to identify patterns and trends. Key variables influencing retention were parity in compensation, organizational culture, the opportunity to advance careers, and make a difference in the community. The implications for social change include informing policy makers and organizational leaders in behavioral healthcare about developing creative methods to increase retention. Recommendations include employer evaluation and improvement in their organizational culture and quality of relationships with their employees. The implementation of these recommendations could result in improved client outcomes, fiscal integrity, and organizational continuity.

Proactive socialization tactics, measures that organizational newcomers take to facilitate their own adjustment, have been shown to predict adjustment and more distal work-related outcomes, such as organizational commitment and intent to remain with the organization. Several cognitions and behaviors are considered to be types of proactive socialization tactics, but research has yet to distinguish between different types. Also, several individual dispositions have been identified as antecedents of proactive socialization tactics, but there has been little focus on identifying contextual or non-dispositional individual difference antecedents. The purpose of this research was to propose a dual-mode conceptualization of proactive socialization tactics and to distinguish between tactics directed toward changing oneself and those directed toward changing one's environment. This research also examined the role of contextual factors, the newcomer's age, and the newcomer's work experience as antecedents of proactive socialization tactics. The results of this research suggest that job and workgroup characteristics do indeed play a role in predicting proactive socialization tactics. Age and work experience were predictors as well, but not as strong as expected. Both self-directed and environment-directed proactive socialization tactics predicted desirable adjustment outcomes, but self-directed tactics were clearly stronger predictors of these outcomes. There was some evidence to suggest that newcomers' early fit perceptions moderated relationships between antecedents, such as workgroup characteristics, and proactive socialization tactics. Theoretical and practical implications are discussed.

Title from title page of PDF (University of Missouri--St. Louis, viewed February 23, 2010). Includes bibliographical references (p. 121-129).

The aim of this study is to assess the factors affecting the retention and recruitment of medical laboratory specialists in South Africa. South Africa experiences a significant shortage of medical laboratory specialists. The shortage has many negative implications on the quality and sustainability of the country‟s healthcare services. However, whilst medical laboratory specialists play an integral role in the country‟s healthcare system, there has been no research conducted on the labour market for these specialists and the reasons that facilitate the shortage. Through a qualitative case study of anatomical pathologists and virologists in KwaZulu-Natal, this study overcomes this gap by assessing the factors that negatively affect the retention and recruitment of these specialists. The objectives of this study are: to examine the national and international labour markets for South African medical laboratory specialists; to determine the consequences that the shortage has on South Africa‟s healthcare system; to assess whether social factors play a larger role than economic factors do in the retention and recruitment of South African medical laboratory specialists; to investigate the efficacy of non-work related factors in the retention and recruitment of these specialists; and to explain the labour market for these specialists in relation to the human relations, human capital and job embeddedness theories. Findings suggest that social factors play a larger role in the retention and recruitment of South African medical laboratory specialists. Additionally, the factors affecting the retention and recruitment of these specialists comprise of factors found within the work settings, as well as factors that are found outside the work settings of these specialists (i.e. work related and non-work related factors). Considering these factors allows for this study to make a few recommendations towards the successful retention and recruitment of medical laboratory specialists in South Africa. This in turn would contribute to the overall quality, efficiency and sustainability of the country‟s healthcare services. / Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2012.

There is a generally accepted view that organisations that perform well in any industry are able to do so because of their ability to attract, recruit and retain a workforce of high calibre. This research report has been necessitated by the impact of factors affecting talent management at higher education institutions. In this study, two variables are under scrutiny, i.e. organisational image and talent management. A quantitative research methodology was utilised to test the effect of organisational image on talent management using responses from 252 respondents to a self-administered electronic survey questionnaire. The research instrument was composed of four major sub-scales, i.e. Personal View, Job satisfaction and Career Path, General Image and Opportunities and Rewards. Statistical data analysis reveals that respondents differ on what they perceive to be important factors on talent management and their response is affected by matters relating to organisational image. Data was stratified and compared amongst different groups, i.e. gender, race, staff category, academic title, Peromnes grade, years of lecturing experience in this institution and total years of lecturing, Faculty and College/Division. These variables in personal/biographical data were examined in relation to how respondents responded in each of the four sub-scales. Whilst personal view and opportunities and rewards aspect of talent management matter, they do not take precedence on matters relating to general image and job satisfaction and career path. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

Employees with the right skills give competitive advantages. It is therefore important to retain existing staff with the right skills but also to attract new talent. In the IT industry, there is currently lack of competence and the need will increase in the future. Companies that create a strong employer brand will perform better when it comes to the war of the talents. With the lack of competence in the labor market, the younger, more technologically skilled generation has developed an unfair attitude towards employers who desperately try to persuade competent people to choose their company through generous job offers. The employers must work on their employer brand to seem more attractive to employees and potential employees in order to attract, retain, develop and motivate them to choose or stay at the company. The purpose of this paper is to create an understanding of motivation, talent acquisition and employee retention in markets where there is a lack of specialized personnel. Motivation is achieved through internal and external attributes, where internal motivation is created by work satisfaction while external motivation is fulfilled by monetary and material motivational factors. Talent acquisition involves a clear recruitment strategy where the company's brand is used as an attraction channel of a certain skill and personality. It also applies to retaining talent within the company through employee retention where a stimulating and evolving employment experience is maintained by the company. The essay shows that young people in the IT industry are well aware of the lack of competence and make their demands accordingly. They want a high level of workplace flexibility to balance jobs and private life, as well as independence in the way they solve tasks. Furthermore, they want the freedom to choose work equipment as this is central to their daily work. Development opportunities such as attending conferences are valued as one of the crucial factors in choosing employers. If the younger generation's personal values as well as sustainability and ethical views do not match the company's actions, it will most likely lead them to leave the company in the long term. / Anställda med rätt kompetens ger konkurrensfördelar. Det är därför viktigt att behålla befintlig personal med hög kompetens men också att attrahera nya talanger. Inom IT-branschen råder det i dagsläget brist på kompetens och behovet kommer öka i framtiden. Företag som skapar starka arbetsgivarvarumärken kommer klara sig bättre än företag med ett svagt när det kommer till kriget om talangerna. Den yngre mer teknologiskt skickliga generationen har i och med kompetensbristen utvecklat en mer illojal attityd mot arbetsgivare som desperat försöker övertala kompetenta personer att välja deras företag genom generösa anställningserbjudanden. Arbetsgivaren måste marknadsföra sig till medarbetare och potentiella anställda för att attrahera, behålla, utveckla och motivera dem att välja eller stanna kvar på företaget. Syftet med uppsatsen är att skapa förståelse för motivation, talent acquisition och employee retention på marknader där det råder brist på specialiserad personal. Motivation uppnås genom inre och yttre attribut, där inre attribut är det som skapas av en personlig arbetsglädje medan yttre attribut innebär monetära och materiella motivationsfaktorer. Talent acquisition innebär en tydlig rekryteringsstrategi där företagets varumärke utnyttjas som attraktionskanal av en viss kompetens och personlighet. Det gäller även att behålla talang inom företaget genom employee retention där en stimulerande och utvecklande anställningsupplevelse ska upprätthållas av företaget. Uppsatsen visar att unga inom IT-branschen är väl medvetna om kompetensbristen och ställer sina krav utefter detta. De vill ha en hög flexibilitet i sitt arbetsschema för att kunna balansera jobb och privatliv, samt självständighet i sättet de löser arbetsuppgifter. Vidare vill de ha friheten att välja arbetsutrustning då detta är centralt för deras dagliga arbete. Utvecklingsmöjligheter som exempelvis att få delta vid konferenser värderas som en av de avgörande faktorerna vid val av arbetsgivare. Om den yngre generationens personliga värderingar samt hållbarhets- och etiska synpunkter inte stämmer överens med företagets agerande kommer det med stor sannolikhet leda till att de lämnar företaget på sikt.