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.

Businesses confront dilemmas due to wrong decision-making or incomplete executions as consequences of fast business growing and increasing market competitions in present Taiwan, the fact that businesses emphasize on team work rather than individual endeavor that successful operation is determined by professional knowledge, right attitudes and execution capability of management, more importantly, by whether employees are able to offer proper performance in order to reach right company targets as instructed by management. This research is to present researches from separate case studies and interviews on how companies carry out management development system so as to identify the various design contents and implementation techniques for leading businesses with enhanced company operation in diverse areas; as well as the difficulties and problems that different companies might deal with when management development system is employed. It is learned by this study that management development system can be implemented in business regardless of its size, however, the more globalized the businesses are, as compared to those less ones, the more likely that these businesses are able to set up more functional and effective management development system, a conclusion drawn from extensive collection of related references and comparisons on domestic and oversea businesses. The reasons are that more globalizes businesses apply more integrated organization function, structure and promotion system, in addition to enhanced training system with oversea job rotation opportunities, hence to obtain the advantage of personnel training. Furthermore, it is induced that, from the practical implementation of business-designed management development system, the significance and value of training for business management trainees are not only to form their professional specialty with capability and flexibility in quick reactions, but also to intensify the networking correspondence to reduce the transaction cost of searching and training within one company. Nevertheless, the root cause for the success of management development system is greatly affected by how higher management acknowledges and stresses its worth.

Taiwan be called ¡§Taiwan¡¦s miracle¡¨ after World War II, the important factor is the accumulation of human capital . We use the model of Lucas(1988) and the definition of human capital by Whang and Zhao(1997) to re-examine the relationship between the human capital and economic growth in Taiwan. The research not only uses the Johansen¡¦s Maximum Likelihood Estimation (MLE) to make cointegration relation numbers and cointegration vectors but also use the stochastic cointegration developed by Harris, McCabe and Leybourne ( 2002, 2003 ) to re-examine the relationship between human capital and economic growth in Taiwan. Conclusion of the research, there¡¦s one cointegration vector existed by the Johansen¡¦s cointegration test . We found the stochastic cointegration exist between the human capital and economic growth in Taiwan, but not exist the heteroscedastic cointegration. Besides we recognize the the positive relationship between the human capital and economic growth in Taiwan and estimate the contribution rate 18% of human capital.

No description available.

ABSTRACT Human capital comprises not only man power but also brain power which implies people¡¦s intelligence, potentiality, intellect¡K.etc. Nowadays the world has been getting into the new era of knowledge economy; and the competency of brain power instead of financial capital, land, facility/equipment becomes the core element of competition among enterprises. In this context, human capital in organizations is considered as the valuable assets, which are critically influential and significant. Organizations aiming at best performance admit the vital importance of the innovation and make every endeavor to maintain their competitive strengths and advantages by means of innovative management to achieve the goal of organizational innovations. The thesis focuses on the correlation between human capital and organizational innovation, in conjunction with organizational characteristics and industrial environment which might interfere with the correlation. After empirical study & statistical analysis, the thesis reveals as following: I. Five dimensions of human capital in organizations--- 1. Top management¡¦s knowledgeable & visionary leadership; 2. Employees¡¦ enterpreneurship & innovativeness; 3. Rejuvenesce of human capital; 4. Upgrading of human capital; 5. Deposit of human capital II. Differenciation analysis on the five dimensions of human capital by organizational characteristics--- 1. The organizations in various industries indicate slightly obvious differentiation in the upgrading degrees of human capital; in comparison, the organizations in service industry invest more in employees¡¦ training & cultivation than those in manufacturing industry. 2. The organizations with bigger capital amounts obviously put much more emphasis on rejuvenesce as well as deposit of human capital. 3. The organizations in the maturity period of life cycle comparatively concentrate much more of their attention on deposit of human capital; whereas those in the growing period of life cycle emphasize much more on upgrading human capital. 4. Over-20-years-old organizations lay much more emphasis on deposit of human capital than those at the ages less than 15 years. III. Human capital¡¦s direct influence on organizational innovation--- Top management¡¦s knowledgeable & visionary leadership exerts obviously positive effect on the innovation of management as well as technique. IV. The interaction of organizational characteristics and human capital has obviously positive effect on the organizational innovation--- 1. The interaction of the ages of the organization and rejuvenesce of human capital has obviously positive effect on the innovation of management. 2. The interaction of the capital amount of the organization and top management¡¦s knowledgeable & visionary leadership has obviously positive effect on the innovation of management. Key words: human capital, organizational innovation, top management¡¦s knowledgeable & visionary leadership, employees¡¦ enterpreneurship & innovativeness, rejuvenesce of human capital, upgrading of human capital, deposit of human capital

Using human capital theory and social capital theory, I develop a model to explain the circumstances surrounding outside director appointments, patterns of outside board affiliations and outside director exits. I investigate why individuals become outside directors, why they continue to serve as directors after appointment, and why they terminate their service on boards. I find that an executive's home firm career and prestigious affiliations predict the likelihood and patterns of outside directorship service. Outside directors are critical to effective corporate governance, and to understand the board-governance process we need a better understanding of outside director service.

<p>Numbers of persons with a higher education have inclined fast during the last dec-ades, as the University sector in Sweden has increased. This due to that the Swedish government has had a very encouraging attitude towards the Universities position for economic regional growth. The aim of this thesis is to see if there are any relationships between students at a University in a region and the number of patents that have been applied for in the same region using data taken from European patent of-fice and Statistics Sweden. Patent is one way to measure innovations, and knowledge is one of the core foundations for new innovations. Different models have been used to determine if any significant relationship between patent applications and number of people with higher education is present. The empirical findings came up with the results that numbers of people with higher education have positive relationship with University regions. The two variables, people with higher technical education and research and development at Universities also showed positive significant results, which gives support for the chosen theories in the thesis. It is hard to say that the decen-tralization of the Swedish universities have been a total success, because in the thesis results were found which shoed that the Malmö region was outstanding in terms of patent applications. In this region many different Universities and private R&D de-partments are located, together with students etc. Further research in this field has to be conducted to be able to give the policy maker better foundation for decisions.</p>

Redes Universiteit Maastricht. / Met lit. opg.

Thesis (Ph.D.)--University of Texas at Arlington, 2009.

Thesis (M.S.)--West Virginia University, 2002. / Title from document title page. Document formatted into pages; contains vii, 62 p. : map. Vita. Includes abstract. Includes bibliographical references (p. 53-55).