The fundamental theme of this Master's Degree Thesis is Media Staff Fluctuation in the Czech Republic. The qualitative research, specifically that of individual semi-structured interviews with the journalists, was dominantly used for the processing. The interviews were aimed at the identification of the phenomena which have been complicating their professional performance and making it unpleasant. The respondents were asked directly as well as indirectly about the motivations which had led them to changing their occupation or have had such potential. Organization elements of media institutions are also taken into account, mainly the career code and the way of shift planning. The thesis deals with side-effects of media work such as excessive timeload, stress, haste, competition manifestations, the pressure from the side of advertisers etc. It pays attention to the impacts on freedom of expression and the veracity of published communiqués which may be caused by the unsuitably created conditions. It also includes a look at purely personal level, among others at family and partnership life, or as the case may be, at a possibility of satisfactorily spent leisure time. The recognized causes of employee turnover were classified, described, further categorized on the basis of an analysis of the interviews...

The theses is focused on analysis of satisfaction and stabilization of employees in Lázně Poděbrady, a.s. Through a survey is examined which factors most influence the job satisfaction of employees, further there is examined the level of satisfaction in 16 different areas. The paper presents findings on employees' satisfaction with their supervisors as the most important factor in satisfaction. There is also described the current state of stabilization of employees in this organization. The aim of this paper is to elaborate a theoretical approach of the issue of job satisfaction, employee turnover, and stabilization and subsequent analysis of the current situation in Lázně Poděbrady, a.s., an evaluation of these results and developing recommendations to management for further action. The paper is divided into theoretical and empirical part, in the conclusions are given suggestions for management.

Employee turnover is an ongoing issue in organisations because it has long been thought to detriment overall organisational efficiency and performance (Lee, Gerhart, Weller & Trevor, 2008; Takeuchi, Chen & Lepak, 2009; Trevor, 2001). Managers are only able to observe and control some aspects or influencers of turnover (Dalton, Todor & Krackhardt, 1982). Placing voluntary turnover drivers in context with human resource (HR) practices might provide a means through which managers can understand the less visible aspects of turnover. HR practices may assist managers to reduce the controllable (evident) and less observable drivers of voluntary turnover. March and Simon (1958), the seminal employee turnover theorists, suggest that the voluntary turnover decision has two competing aspects – desirability of the current job and desirability of alternatives. The perceived utility an employee garners from the current job might define the desirability of the current job. The more desirable the current job, the greater satisfaction and lower the likelihood of a quit. The potential utility the individual deems available from perceived alternative opportunities might define the desirability of alternatives. If the potential utility of an alternative outweighs the utility garnered by the current job, a quit seems more likely (March & Simon, 1958). Generally, mainstream voluntary turnover research has placed emphasis on understanding turnover antecedents in the current organisation - the aspects that lower the perceived utility garnered by the current job (Kirschenbaum & Weisberg, 2002). However, considerably less research has focused on the alternative that draws the employee away from their current job (Kirschenbaum & Weisberg, 2002). The alternative to which the individual moves is the turnover destination. The turnover destination contributes towards the withdrawal process because the person perceived the alternative as more desirable than the current job, increasing the likelihood of a quit. Observing organisational performance may provide an important means through which to examine the effect turnover destinations may have on withdrawal. Strategic human resource management (SHRM) and similar organisational development fields hold a particular view on organisational performance. SHRM theorists have paid particular attention to the implementation of high-performance human resource (HR) practices in organisations. Predominantly, extensive research has been conducted on the effect highiii performance HR practices might have on organisational performance and retention. SHRM theorists suggest that a combination (system) of high-performance HR practices correctly implemented in the firm, and aligned with organisational strategy, should bring about improved organisational performance and employee retention (Arthur, 1994; Carmeli & Schaubroeck, 2005; Combs, Liu, Hall & Ketchen, 2006; Shaw, Gupta & Delery, 2005; Subramony, 2009; Youndt, Snell, Dean & Lepak, 1996; Wood, 1999). The field of turnover destination research highlights the role of turnover destinations in the voluntary turnover process. Specifically, turnover destination theorists postulate that antecedents present in the current firm affect the quit decision by influencing the intensity of the desire to leave, and the perception of alternative opportunities shapes the choice of turnover destination (Kirschenbaum & Mano-Negrin, 1999; Kirschenbaum & Weisberg, 2002). Research in the field focuses on the influence turnover destinations might have on turnover intentions, moving away from the traditional focus of internal organisational antecedents and personal factors (Kirschenbaum & Weisberg, 2002). The relationship between high-performance HR practices and turnover destinations has not been extensively tested empirically, with few known studies in existence (for example: Fields, Dingman, Roman & Blum, 2005). Therefore, there is opportunity for greater research in the field. The developing South African economy is a suitable environment in which to measure whether high-performance HR practices affect turnover destinations at the individual-level, as no known research has been conducted. The South African economy is said to be suffering from the mass emigration of highly skilled individuals, who mostly move to developed countries with less prominent societal issues and less restrictive labour policies, amongst other reasons (Kerr-Phillips & Thomas, 2009; McDonald & Crush, 2002). A key interest for this research is the role experience of highperformance HR practices might play in emigration of South African white-collar workers. The study explores the relationship between high-performance HR practices and turnover destinations by measuring met expectations and turnover intentions. The objective of the empirical study is to establish whether experience of high-performance HR practices in the current job affect the likelihood of particular turnover destinations. A quantitative study, using a two-part time-separated survey, was conducted on white-collar workers from three South African provinces, including Gauteng, Kwa-Zulu iv Natal and the Western Cape. The first part of the survey measured respondents’ perceptions of the levels of actual high-performance HR practice provision in the current organisation. In addition, respondent expectations about the adequate level of the practices (that should retain them in their current jobs) were measured. The second part of the survey measured respondents’ intentions to move into a predefined set of turnover destinations. The final sample of 386 participants was used to analyse the impact of interactions between actual and adequate high-performance HR practices on a variety of turnover destinations, using polynomial regression analysis and response surface methodology. Overall, the results showed that a system of high-performance HR practices exert a weak to moderate influence on the predefined turnover destinations. Generally, South Africans with lower expectations about high-performance HR practice provision appear less likely to leave a job when the employer places greater emphasis on the practices. However, the likelihood of internal transfer and moving into a different organisation increases for individuals who possess higher expectations about high-performance HR practice provision, and have experienced higher levels of actual provision. The findings also show that, for the most part, the likelihood of emigration increases in employees with lower actual provision of high-performance HR practices, largely contradicting expectations about emigration. The increase in the likelihood of internal transfers and moves to external organisations, despite higher actual high-performance HR practice provision, might point towards over-provision of the practices, or the possibility of continuance commitment in South African employees. The findings suggest that, rather than higher emphasis of highperformance HR practices providing a means for emigration, broader external societal conditions may be motivating the emigration of skilled South Africans. As the results showed that a set of high-performance HR practices may exert a weak to moderate influence on turnover destination selection, there are recommendations for managers and future research. Implications for managers include promoting the implementation of a set of high-performance HR practices in the organisation. Researchers in the turnover destinations field should endeavour to measure actual turnover, rather than intentions in future studies.

The purpose of this research is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms' performance. Moreover, researchers have argued that there is a need for additional studies on the HRM-performance link, and that further investigations in different contexts are required. This study responds to the call of researchers, and is conducted in a new non-Western context in the country of Jordan. The work contributes to our understanding of HR practices' impacts on employee turnover rate as well as on the actual and perceived financial performance of organisations. The empirical analysis is based on theoretical propositions which state that motivated employees, through good HR practices, remain in their positions longer and contribute positively to the overall financial performance of organisations. Rigorous statistical testing of the data on the population of financial firms shows that careful recruitment and selection, training, and internal career opportunities all have a positive impact in terms of reducing employee turnover. Training, in particular, is found to have a strong positive impact on actual and perceived financial performance. The findings do not support the indirect HRM-performance relationship mediated by employee turnover. The study provides strong support for the universalistic approach that a group of best HR practices will continuously and directly generate superior performance for the companies. We also find no evidence to support the notion that bundles or complementarities of HR practices impact better on financial performance than individual HR practices. We test the impact of strategic HR involvement (involving HR functions in the overall strategic process of the company) and HR devolvement (delegating the day-to-day HR issues to line managers) on organisational performance. Our results show that financial performance can be enhanced and employee turnover rate decreased by involving HR directors in the overall strategic decision-making process of the companies. The results indicate that the alignment of HRM with organisational strategy would improve the financial performance of the companies; however, our results suggest that the devolvement of routine HR issues to line managers may not be positively related to the financial performance of the companies or negatively related to employee turnover.

This thesis deals with the job satisfaction in one factory of a textile company which is struggling with high employee turnover. In the theoretical part, the attention is paid to staff turnover and employee satisfaction. In the empirical part, building on the theoretical part, an analysis of employee satisfaction is performed based on a survey in the factory. In the final part, proposals and possible actions are discussed which may lead to an improvement of the situation in the company.

Är den upplevda introduktionen för nyanställda en ny faktor som bör tas med i förståelsen kring tidig frivillig avgång? Hög personalomsättning har både en ekonomisk och social negativ påverkan på företag. Att det många gånger är den högpresterande personalen som lämnar företaget är ett fenomen företag i allra högsta grad vill undvika. Ämnet är högaktuellt i dagens samhälle. Tidigare forskning inom området har fokuserat på att finna gemensamma faktorer som påverkar beslutet till tidig frivillig avgång, där en av de vanligaste studerade faktorerna är arbetstillfredsställelse. Den här studiens syfte var att se om en upplevd introduktion var en faktor som bör räknas med bland dessa tidigare faktorer. Målgruppen av deltagare var tidigare anställda som redan hade slutat på ett företag. En enkätundersökning gjordes på 38 tidigare anställda med hjälp av en webenkät. Resultatet visade att det fanns en signifikant skillnad på den upplevda introduktionen mellan grupper baserat på anställningstid. Den grupp som skattade sin upplevda introduktion som lägst var gruppen med kortast anställningstid. Vilket tyder på att den upplevda introduktionen bör tas med som en påverkande faktor vid tidig frivillig avgång. Studiens fynd tillsammans med tidigare forskning ger en bra indikator på vad företag behöver jobba med i framtiden för att förhindra tidig frivillig avgång. Därmed lyckas behålla sin högpresterande personal och då minska kostnader för oönskad personalomsättning. / Is the introduction for new employees a new factor that should be included in the understanding of voluntary turnover? High staff turnover has both an economic and social negative impact on companies. The fact that it is often the high-performing staff who leave the company is a phenomenon companies want to avoid. The subject is highly topical in today's society. Previous research in the field has focused on finding common factors that affect the decision on voluntary turnover, where one of the most commonly studied factors is job satisfaction. The purpose of this study was to investigate whether the introduction was a factor that should be counted among these earlier factors. The participants were former employees who had already left a company. A survey was conducted on 38 former employees using a web survey. The result showed that there was a significant difference in the perceived introduction between groups based on employment time. The group with the lowest score in perceived introduction was the group with the shortest employment time, suggesting that the perceived introduction should be included as an influencing factor in voluntary turnover. The study's findings together with previous research provide a good indicator of what companies need to work with in the future to prevent early voluntary turnover. Thus, it manages to maintain its high-performing staff and reduce costs for unwanted staff turnover.

Applying data analytics for talent acquisition and retention has been identified as one of the most urgent challenges facing HR leaders around the world; however, it is also one of the challenges that firms are least prepared to tackle. Our research strives to narrow such a capability gap between the urgency and readiness of data-driven human resource management. First, we predict interfirm competitors for human capital in the labor market utilizing the rich information contained in over 89,000 LinkedIn users' profiles. Using employee migrations across firms, we derive and analyze a human capital flow network. We leverage this network to extract global cues about interfirm human capital overlap through structural equivalence and community classification. The online employee profiles also provide rich data on the explicit knowledge base of firms and allow us to measure the interfirm human capital overlap in terms of similarity in their employees' skills. We validate our proposed human capital overlap metrics in a predictive analytics framework using future employee migrations as an indicator of labor market competition. The results show that our proposed metrics have superior predictive power over conventional firm-level economic and human resource measures. Second, we estimate the effect of skilled immigrants on the native U.S. workers' turnover probability. We apply unsupervised machine learning to categorize employees' self-reported skills and find that skilled immigrants disproportionately specialize in IT. In contrast, the native workers predominantly focus on management and analyst skills. Utilizing the randomness in the H-1B visa lottery system and a 2SLS design, we find that a 1 percentage point increase in a firm's proportion of skilled immigrant employees leads to a decrease of 0.69 percentage points in a native employee's turnover risk. However, this beneficial crowding-in effect varies for native workers with different skills. Our methodology highlights the need to account for a multifaceted view of the skilled immigration's effect on native workers. Finally, we also propose a set of features and models that are able to effectively predict future employee turnover outcomes. Our predictive models can provide significant utility to managers by identifying individuals with the highest turnover risks.

Industry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidence of their successful experiences in reducing voluntary employee turnover in their organizations. Data were collected by conducting semistructured interviews with 6 leaders in 3 marketing and consulting firms located in the southeastern United States and by reviewing organizational documents related to strategies to reduce employee turnover, including annual reports, newsletters, policy handbooks, and financial statements. Data were analyzed using Yin's 5-phase elements of data analysis: (a) compile, (b) disassemble, (c) reassemble, (d) clarify, and (e) conclude. Three themes emerged from this study: leaders' comprehension of reducing voluntary employee turnover, essential strategies for leaders to reduce voluntary employee turnover, and that employee commitment and performance management to reduce voluntary employee turnover. Leaders of marketing and consulting firms and other business organizations could create positive social change through effective strategies to reduce employee turnover and unemployment. Reducing unemployment is important because unemployed individuals experience detrimental changes in family relationships, higher mortality rates, and increased physical health problems.

Voluntary employee turnover destabilizes small retail businesses and is a costly business problem for small retail business owners. Some small retail businesses experience voluntary employee turnover of up to 50% annually. Guided by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore successful strategies used to reduce voluntary employee turnover. The target population consisted of 3 small retail business owners in Kingston, Jamaica. Data were collected from semistructured interviews and member checking, and human resource (HR) manuals containing HR policies and procedures. Data were analyzed into emerging themes using Yin's 5-step method. Based on the analysis of the data, 6 themes emerged. These themes included: employee empowerment and involvement, rewards recognition and incentives, career advancement opportunities, competitive compensation and benefits, tools to perform and, positive interpersonal relationships. These themes were identified as the strategies used to reduce turnover. The analysis of the data from the interviews and HR manuals showed that small retail business owners used these combinations of strategies to reduce voluntary employee turnover by increasing overall job satisfaction among employees. The findings from this study may contribute to positive social change by providing strategies to small retail business owners and HR managers to reduce voluntary employee turnover, increase profits, and improve economic conditions in the communities where they operate.

Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.