Thesis (M.B.A.)--Boston University

Idag krävs det av organisationer en kunskap om vad som får medarbetare att stanna och nya medarbetare att börja. Tidigare forskning har inriktats på området ”employee turnover” som fokuserar på vad som får den anställde att säga upp sig. Syftet med den här studien är att titta på vilka faktorer som anses viktiga i valet av arbete för att på det sättet belysa för arbetsgivare vad som kan komma att motivera människor att söka sig till en viss arbetsplats. Genom kvantitativ webbenkätundersökning samlades data in. Respondenterna var mellan 23år till 65år. Resultatet visade att det finns faktorer som ansågs som mer viktiga i valet av arbete, och faktorerna var bra kollegor, bra chef, god kommunikation och goda rutiner och strukturer. / Today it requires from organizations an understanding of what gets people to stay and new employees to start. Previous research has focused on the area of ”employee turnover” on what the employees get to resign. The purpose of this study is in contrast to ”employee turnover”, and look at what the factors rather considered as important in the choice of work and in that way highlight to employers what may come to motivate people to apply for a particular job. By a quantitative web survey, data was collected. The respondents were from 23 years to 65 years old. The results showed that there are certain factors that were considered in the choice of work, and those factors were good colleagues, a good boss, good communication, good practices and structure.

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Both practitioners and researchers have long noted that employee turnover creates both positive and negative consequences for an organization. From a management perspective, the question is how much turnover is the right amount. Abelson and Baysinger (1984) first proposed that an optimal level of turnover could be found based on individual, organizational, and environmental factors. However, as Glebbeek and Bax (2004) noted, their approach was overly complex to empirically verify, let alone utilize at the practitioner level. This study is an attempt to demonstrate whether a logic- and theory-based model and computational simulation of the employee turnover-organizational performance relationship can actually produce Abelson and Baysinger's optimal turnover curve (the inverted U-shape) when studied in the context of a public organization. The modeling approach is based on developing and integrating causal relationships derived from logic and the theory found in the literature. The computational approach used parallels that of Scullen, Bergey, and Aiman-Smith (2005). The level of analysis of this study is the functional department level of large public organizations placing it below the macro level of entire agencies as studied in public administration, but above the level of small group research. The focus is on agencies that employ thousands of employees in specific professional occupations such as engineers, attorneys, and contract specialists. Employee attrition (equivalent to turnover as this model has been structured) is the independent variable. Workforce performance capacity and staffing costs are the dependent variables. Work organization and organizational “character” (i.e., culture, HRM policies, and environment) are moderating elements that are held constant. Organizational parameters and initial conditions are varied to explore the problem space through the use of a number of case scenarios of interest. The model examines the effects on the dependent variables of annual turnover rates ranging from 0% to 100% over a 10-year period. Organizational size is held constant over this period. The simulation model introduces several innovative concepts in order to adapt verbal theory to mathematical expression. These are an organizational stagnation factor, a turbulence factor due to turnover, and workforce performance capacity. Its value to research comes from providing a framework of concepts, relationships, and parametric values that can be empirically tested such as through comparative analyses of similar workgroups in an organization. Its value for management lies in the conceptual framework it provides for logical actions that can be taken to control turnover and/or mitigate turnover's impact on the organization. The simulation model used a 100-employee construct as per Scullen, Bergey, and Aiman-Smith (2005), but was also tested with 1000 employees as well and no significant differences in outcome were found. Test cases were run over a 10-year period. The model was also run out to 30 years to test model stability and no instability was found. Key findings and conclusions of the analysis are as follows: 1. Results demonstrate that Abelson and Baysinger's (1984) inverted-U curve can occur, but only under certain conditions such as bringing in higher-skilled employees or alleviating stagnation. 2. Results support Scullen, Bergey, and Aiman-Smith's (2005) findings that workforce performance potential increases under the condition of increasing the quality of replacement employees. 3. Organizational type, as defined in the public administration literature, does not affect the results. In addition, an analysis of recent empirical work by Meier and Hicklin (2007) who examine the relationship between employee turnover and student test performance using data from Texas school districts is provided as an Addendum. This analysis demonstrates how the modeling and simulation methodology can be used to analyze and contribute to theory development based in empirical research. / Ph. D.

Employee turnover affects retail organizations in the form of lower productivity, decreased profitability, and reduced sustainability. In 2014, organizations lost over $11 billion in tangible and intangible assets as the result of employee turnover. High employee turnover rates have an adverse effect on productivity, which lead to unsustainable business practices. The number of retail employees who quit their jobs each month increased from 432,000 in December 2016 to 464,000 in January 2017, which indicates that some managers lack strategies to reduce employee turnover. Using the transformational leadership theory, the purpose of this single case study was to explore effective strategies used by retail store managers from El Paso, Texas to decrease employee turnover. Participants were purposefully selected because of their experience implementing effective employee turnover reduction strategies; they reduced employee turnover from 24% in 2012 to 15% in 2016. Data were collected via face-to-face semistructured interviews with 10 managers and the review of organizational documents on employee turnover. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: supportive leadership reduced employee turnover, managing personnel scheduling decreased employee turnover, and competitive compensation reduced employee turnover. Reducing employee turnover contributes to social change by providing retail store managers with valuable insight that can lead to enhanced sustainability, improved organizational growth, and increased profitability, which might promote prosperity for local families and the community.

Business owners and leaders have committed resources, time, and funding to understand and mitigate the phenomenon of employee turnover. The purpose of this study was to explore the strategies that managers used to mitigate employee turnover in the financial services industry in Nigeria. The transformational leadership model was the conceptual framework for this single case study. Semistructured face-to-face interviews were conducted with 10 middle-level managers who had experience and knowledge of employee turnover at an organization in the financial services industry in Nigeria. The company's policy documents and audited financial statements were also reviewed. Thematic coding was used for data analysis, and qualitative data analysis software was used to achieve accuracy in data classification and organization of the analysis. Data analysis led to the emergence of 8 themes: human resources, industry comparison and benchmarking, training, good relationship management and communication, conducive work environment, rewards and compensation, low employee turnover as a post strategy implementation benefit, and increased productivity and efficiency as a post strategy implementation benefit. The implications of this study for positive social change include the potential to reduce the unemployment rate, create financial independence, and reduce the poverty level in the financial services industry in Nigeria. Leaders and business owners may use the strategies from this study to promote satisfied employees who earn a satisfactory income, find fulfillment in their jobs, and support for their families and communities.

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.

Employee turnovers have been challenging and costly for most organizations. Organization leaders are concerned with employee turnover due to the high cost of training replacements. Grounded in Burns's model of transformational leadership, the purpose of this qualitative multiple case study was to identify strategies hospital managers used to reduce Environmental Services (EVS) employee turnover. The participants consisted of 5 EVS managers with recruiting and hiring responsibilities from the Piedmont Triad and Research Triangle Park of North Carolina who experienced EVS turnover, yet implemented effective leadership strategies to retain workers. Yin's 5 stages of data analysis were used to analyze data collected through semistructured interviews, company documents, and note taking. Four themes emerged from the analysis: communication, leadership, training and development, and employee engagement and productivity. The implications for positive social change include the potential for stakeholders to effectively use strategies to improve retention and turnover, decrease the unemployment rate, increase the growth of the organization, and increase employee productivity and patient safety. Positive social change may lead to better opportunities for employees and provide prosperity for families and communities.

Includes bibliographical references / Orientation: Employee turnover (ET) has become one of the central challenges faced by organisations today. Managers of local organisations should be asking themselves the following pivotal question: Why are skilled and top-performing employees leaving organisations? Research purpose: The purpose of this paper is to gain a better understanding and to examine the relationship of trust- in -leadership (TIL) and intention to quit (ITQ) and the effects on ET within a financial institution in South Africa. Motivation for the study: Cost of ET is not the only negative impact for an organisation, the loss of human capital (human intellect) in terms of knowledge, skills and experience also effects the organisation negatively. Managers need to understand how they can decrease their ET and retain their talented and skilled employees. Prior to leaving an organisation staff have an intention to quit (ITQ) and managers are encouraged to focus on preventative measures by identifying the antecedents of ITQ. Research design: A quantitative research approach was used to determine the extent of the relationship between TIL and ITQ among staff, where a cross-sectional field survey generated the primary research data for this study. An online survey consisting of 19 questions was e- mailed to all 400 employees within a financial institution within South Africa staff. Main Findings: Study results showed a significant negative relationship between TIL and ITQ. Practical and/or managerial limitations/implications: This paper highlights the importance of considering the relationship of TIL on ITQ, directed at employees to become proactive with retention strategies in order to reduce ET. TIL is a variable that is often overlooked in ITS and it is crucial for understand. The implications of ET, as a consequence of ITQ, can affect the bottom line of an organisation. It thus becomes critical for managers to find means to limit the loss of employees. Contribution and/or value-add: In the South African context, only a few recent studies has been found in this field. Notwithstanding, this study differs from previous research in this area in that it was conducted in the financial service sector in South Africa with a specific focus on TIL and ITQ.