Canada is challenged with a perceived nursing shortage. Better understanding of the factors that influence satisfaction and turnover may help to formulate improved strategies for retention of the nursing workforce. Our analysis revealed that satisfaction levels in both the job and the nursing profession are high in the Canadian nursing workforce corresponding to relatively high retention rates in the workforce. We found that dissatisfaction with the job and nursing are distinct concepts that are intrinsically associated. Dissatisfaction in the job significantly increased the likelihood of dissatisfaction with being a nurse and vice versa for RNs. Also, nurses were more likely to express intentions to switch jobs than intentions to leave nursing. Job dissatisfaction was the strongest predictor for both the intentions to leave nursing and switch jobs. The findings suggest that targeting both the job structures and the profession’s role would help to maintain and improve retention rates for nurses.

Canada is challenged with a perceived nursing shortage. Better understanding of the factors that influence satisfaction and turnover may help to formulate improved strategies for retention of the nursing workforce. Our analysis revealed that satisfaction levels in both the job and the nursing profession are high in the Canadian nursing workforce corresponding to relatively high retention rates in the workforce. We found that dissatisfaction with the job and nursing are distinct concepts that are intrinsically associated. Dissatisfaction in the job significantly increased the likelihood of dissatisfaction with being a nurse and vice versa for RNs. Also, nurses were more likely to express intentions to switch jobs than intentions to leave nursing. Job dissatisfaction was the strongest predictor for both the intentions to leave nursing and switch jobs. The findings suggest that targeting both the job structures and the profession’s role would help to maintain and improve retention rates for nurses.

Abstract Telecom market had been opened since 2001. Facing dramatically changing environment, in order to keep benefiting customers and investors, and to maintain employees¡¦ morale, it is important for the state-owned enterprise to be more competitive. ¡§Human Resource Management¡¨ is the key point to increase its competitive advantages. By understanding employees¡¦ organizational commitment (OC), we can find a way to keep them. Besides, if managers¡¦ politics of downward influence (PDI) can cause employees¡¦ dissatisfaction, employees might have intent to quit (ITQ). It might also increase company¡¦s cost. Therefore, it is necessary to have a research standing from subordinates¡¦ viewpoint, and exploring the effects of managers¡¦ PDI on subordinates¡¦ OC and ITQ. The research collected 629 effective samples from case company in Southern Taiwan via questionnaires and analyzed data by SPSS software. By proving the hypothesis, the research found several results: 1.Through factor analysis, there are three dimensions of power traits: conciliation & reason, authority & exert pressure, hypocrisy & urge by sarcasm. 2.The power trait of ¡§Conciliation & Reason¡¨ has significantly positive influence on OC. 3.The power trait of ¡§Conciliation & Reason¡¨ has significantly negative influence on ITQ. 4.The power traits of ¡§authority & exert pressure¡¨ and ¡§hypocrisy & urge by sarcasm¡¨ have significantly negative influence on OC. 5.The power traits of ¡§authority & exert pressure¡¨ and ¡§hypocrisy & urge by sarcasm¡¨ have significantly positive influence on ITQ.

The importance of public hospitals is dwindling, and the National Health Insurance Bureau takes initiatives such as the system of payment retrenchment and the large reduction in official budgets due to the insufficiency of government finance in order to control the enlargement of medical expenditures. For this reason, it is necessary for public hospitals to make a change so as to get used to the change of the environment. The research takes Kaohsiung Municipal United Hospital as an example to explore the correlation and effect of all the variables of employees¡¦ job insecurity during the pre- and post-mergence on job satisfaction, organization commitment, job involvement and the intent to quit. Meanwhile, hopefully the research can be the reference for managers in terms of human resource strategies while public hospitals are going to merge. There are two periods of distributing questionnaires. At first, 700 questionnaires one month before the hospital mergence (the end of November in 2002), the subject includes doctors, nurses, administrative staffs, medical technicians, and there are 390 returned questionnaires, which reaches 55.7% return rate. One year later after the hospital mergence, we perform again with 731 questionnaires , and 397 returned, which reaches 54.2% return rate. Here are the main finding (discoveries) of the research as follows: 1. The insufficiency of the consider before the hospital mergence and of the communication after the hospital mergence. 2. There are some differences of employees¡¦ job insecurity and employees¡¦ job attitudes, and the departmental mergence after the public hospital mergence. 3. Employees¡¦ helplessness has no effect between private enterprise and public hospital merging on their job satisfaction before the hospital mergence; employees¡¦ helplessness has the negative effect on their job satisfaction after the hospital mergence. 4. Employees¡¦ helplessness has no effect on their organization commitment before the hospital mergence; employees¡¦ helplessness has the negative effect on their organization commitment after the hospital mergence. 5. Employees¡¦ helplessness has no effect on their job involvement before the hospital mergence; employees¡¦ helplessness has the negative effect on their job involvement after the hospital mergence. 6. Employees¡¦ helplessness has no effect on their intent to quit before the hospital mergence; employees¡¦ helplessness has the positive effect on their intent to quit after the hospital mergence.

Although many people experiences dissatisfaction with their jobs at some time or another, not all of them quit their jobs because of it. Why do some employees simply continue to work in an unsatisfying environment? In this study, it is hypothesized that part of the reason is based on the individual's personality, specifically their scores on positive and negative affectivity. Results showed that neither NA nor PA moderated the relationship between job satisfaction and turnover intentions/job search, contrary to previous literature. This study suggests that the moderation effect of personality on this relationship, either does not exist or is more complicated than formerly thought.

The purpose of this research was to determine the antecedents to the intention to quit in an occupation characterized by a high degree of voluntary attrition. This study posits that job satisfaction and affective commitment are antecedents to voluntary turnover. The study concerns the application of Herzberg's Two-Factor Theory to determine the influence of intrinsic and extrinsic job satisfaction factors and affective commitment on the intention to quit among drivers in the solid waste management industry. Participants were volunteers taken from an industry leading publicly listed company, a premier privately held organization, and a unionized operation which represent all three principle lines of business. The research sample has 380 drivers randomly selected from the commercial, industrial, and residential driver classifications. Each of the participants responded to questionnaires which included items about demographics, job satisfaction, affective commitment, and the intent to quit. The data was analyzed using the Statistical Package for the Social Sciences (SPSS) Graduate Pack 16.0 with Amos. Pearson's Product-Moment Correlation was used to determine the correlation between the job satisfaction factors, affective commitment, and the intention to quit. Independent- samples t-tests were used to test the difference between groups such as union versus non-union, public versus privately held companies, and between lines of business. The outcome of the study supports Herzberg's theory and reveals that affective commitment has greater influence on the intent quit than job satisfaction. This study is the most comprehensive of its kind to address a qualitative organizational behavior issue in the solid waste management industry. In addition, the results reveal opportunities for employers to align human capital strategies with key job satisfaction factors to gain affective commitment and improve operational performance. Comparisons within the three lines of business and between union and non-union operations were included in the analysis with the results revealing no significant differences between operations or positions.

Reducing employee turnover through retention practices is an area of great interest to employers who depend on a highly skilled workforce. In recent years, Cooperative Extension has experienced the loss of many local agents/educators due to resignation and also retirement incentives offered as a cost saving measure to manage reduced funding. Due to the type of work, the training needed, and the small pool of qualified applicants, it is important to pay attention to the retention of newly hired Extension workers. Prior research suggests a linkage of factors that can predict the likelihood of new employees' intention to quit. Human resource practices including recruitment & hiring, compensation & benefits, training & development, and supervision & evaluation are items that can directly influence the level of job satisfaction of new employees as well as their level of commitment to the organization. The level of job satisfaction and organizational commitment can, subsequently, predict an employee's level of intention to quit. This paper will share findings of research conducted in the fall of 2010, which included 480 Extension agents/educators, representing 12 states in the Southern United States. The study targeted employees with less than six years of employment and investigated human resource practices that influence intention to quit. Findings indicate a significant relationship between perceptions of human resource practices and intention to quit, mediated by organizational commitment and job satisfaction. Accordingly, the research has important implications for the management of Cooperative Extension and anyone working in or preparing to work in related fields. / Ph. D.

Lintérêt pour le maintien dans lemploi des travailleurs âgés est de plus en plus présent dans les préoccupations politiques européenne et belge en particulier. Nous nous sommes penchés sur les raisons qui poussent les travailleurs à vouloir quitter volontairement leur entreprise, cest-à-dire les facteurs expliquant lintention de quitter. Notre but était didentifier pourquoi les plus âgés décident de prendre leur retraite prématurément, mais aussi ce qui les différencie des plus jeunes ayant envie de changer dentreprise. Suite à une étude exploratoire sur une population denseignants âgés, nous nous sommes intéressés à une population plus large, composée de 1772 travailleurs appartenant à 11 entreprises de différents secteurs dactivités. Ensuite, nous avons cherché à identifier des pistes de solutions au départ anticipé des employés et cadres dune entreprise spécialisée dans les produits de santé. Suite à une phase diagnostique, soit lenquête à large échelle sur les 1772 travailleurs (évaluation des niveaux de stress, de lintention de quitter et des facteurs dinsatisfaction), vingt travailleurs dune des 11 entreprises ont été interviewés afin didentifier quelles solutions ils suggèrent par rapport aux différents problèmes soulevés dans lenquête préalable. Un questionnaire exploratoire rempli en fin dinterview permet de mesurer lavis des travailleurs par rapport aux différentes solutions suggérées dans la littérature. En dautres termes, nous cherchions à voir si les solutions souhaitées concernent la gestion du changement, la revalorisation ou les conditions de travail. Il sagit donc dune investigation exploratoire. Une dernière étude visait à généraliser les résultats issus de la précédente. En effet, sur base de la grille dentretien et des résultats obtenus, un questionnaire à large échelle a pu être mis au point. Différents secteurs dactivités étaient ici concernés et la population choisie était le groupe des travailleurs âgés uniquement. Finalement, les implications de ce travail pour le futur rejoignent tout à fait les conclusions du small group meeting on Aging and Work qui sest déroulé à Tilburg en Janvier 2007 (Shalk, 2009). En effet, dans nos études, comme dans la plupart des études, peu de différences sont constatées entre les âges. Cela est en contradiction avec les attitudes stéréotypées des employeurs à lheure actuelle. On compte trois implications pour les chercheurs et les praticiens en ressources humaines. Premièrement, il faut promouvoir une égalité entre les âges jusquà preuve du contraire et ainsi lutter contre les stéréotypes et discriminations à légard des plus âgés. Deuxièmement, on sait dorénavant que les pratiques RH doivent concerner toutes les classes dâges et quil faut adopter une perspective de gestion des âges. Troisièmement, on remarque limportance dune perspective life-span, considérant la diversité individuelle dans le groupe des plus âgés et lexpérience de vie plutôt que de considérer uniquement lâge chronologique comme critère. Au-delà des différentes recherches scientifiques possibles sur les causes de départs ou les stimulants, il faut encourager chaque entreprise à mener son propre diagnostic afin de mettre en place les actions les plus efficaces mais en se focalisant sur limportance du développement professionnel et la communication et pas ou plus seulement sur les conditions temporelles ou matérielles de travail.

Au cours de la dernière décennie, les changements observés sur le marché amènent les organisations à améliorer leurs conditions de travail afin d’être en mesure d’attirer et de retenir des travailleurs performants. Les PRH n’y font pas exception. En effet, les PRH présentent des attentes bien précises et développent un contrat psychologique qui leur est propre. Cette recherche porte sur l’intention de quitter des PRH. Plus précisément, elle vise à identifier à travers la théorie du contrat psychologique, les conditions d’emploi et d’exercice de la profession qui, lorsqu’elles ne sont pas respectées, influencent positivement l’intention de quitter des PRH. Il ressort de nos analyses statistiques que la violation du contrat psychologique, notamment des conditions d’emploi et des conditions d’exercice de la profession, influence positivement l’intention de quitter des PRH. Nos analyses nous ont permis d’identifier les différentes conditions d’emploi et d’exercice de la profession qui ont une influence sur l’intention de quitter des PRH. En ce qui concerne les conditions d’emploi, il s’agit de celles reliées au développement de carrière, à l’atmosphère au travail et au contenu de l’emploi. Du côté des conditions d’exercice de la profession, il s’agit du rôle d’agent de changement et de partenaires d’affaires qui ont une influence positive, tandis que le rôle d’expert fonctionnel influence négativement les intentions de quitter des PRH. Nos analyses mettent en évidence l’importance du respect des conditions d’emploi comparativement à celles associées aux conditions d’exercice de la profession. En effet, on constate que les trois conditions d’emploi qui ont une influence positive sur les intentions de quitter des PRH peuvent, sans contredit, être associées au développement professionnel, une valeur importante chez les PRH. / During the last decade, many changes have been observed in the labor markets which have lead organizations to review their work conditions. By improving the work environment, organizations have been able to attract and retain good workers. Human resource professionals (HRP) are not an exception. Indeed, HRP have specific expectations, they also develop their own psychological contract. This research attempts to understand the intent to quit of a HRP. Specifically, this research seeks to identify the conditions of employment and of professional practice through the theory of psychological contracts. When these conditions are not met, they positively influence the intent to quit of a HRP. According to our statistical analyses, psychological contract breach of the conditions of employment and of the conditions of professional practice positively influences the intent to quit of a HRP. More specifically, the conditions of employment which influence the intent to quit of a HRP are related to career development, social atmosphere and job content. Moreover, the role of a change agent and a strategic partner are the conditions of professional practice that influence negatively the intent to quit of a HRP. However, the role of an administrative expert influences positively the intent to quit of a HRP. Finally, our analysis highlights the importance of respecting the conditions of employment compared to those associated to the conditions of professional practice. Indeed, we find that the breach of three conditions of employment that have a positive influence on the intent to quit of a PRH can be associated to career development, which is a value that is more and more important for a PRH in current times.

Au cours de la dernière décennie, les changements observés sur le marché amènent les organisations à améliorer leurs conditions de travail afin d’être en mesure d’attirer et de retenir des travailleurs performants. Les PRH n’y font pas exception. En effet, les PRH présentent des attentes bien précises et développent un contrat psychologique qui leur est propre. Cette recherche porte sur l’intention de quitter des PRH. Plus précisément, elle vise à identifier à travers la théorie du contrat psychologique, les conditions d’emploi et d’exercice de la profession qui, lorsqu’elles ne sont pas respectées, influencent positivement l’intention de quitter des PRH. Il ressort de nos analyses statistiques que la violation du contrat psychologique, notamment des conditions d’emploi et des conditions d’exercice de la profession, influence positivement l’intention de quitter des PRH. Nos analyses nous ont permis d’identifier les différentes conditions d’emploi et d’exercice de la profession qui ont une influence sur l’intention de quitter des PRH. En ce qui concerne les conditions d’emploi, il s’agit de celles reliées au développement de carrière, à l’atmosphère au travail et au contenu de l’emploi. Du côté des conditions d’exercice de la profession, il s’agit du rôle d’agent de changement et de partenaires d’affaires qui ont une influence positive, tandis que le rôle d’expert fonctionnel influence négativement les intentions de quitter des PRH. Nos analyses mettent en évidence l’importance du respect des conditions d’emploi comparativement à celles associées aux conditions d’exercice de la profession. En effet, on constate que les trois conditions d’emploi qui ont une influence positive sur les intentions de quitter des PRH peuvent, sans contredit, être associées au développement professionnel, une valeur importante chez les PRH. / During the last decade, many changes have been observed in the labor markets which have lead organizations to review their work conditions. By improving the work environment, organizations have been able to attract and retain good workers. Human resource professionals (HRP) are not an exception. Indeed, HRP have specific expectations, they also develop their own psychological contract. This research attempts to understand the intent to quit of a HRP. Specifically, this research seeks to identify the conditions of employment and of professional practice through the theory of psychological contracts. When these conditions are not met, they positively influence the intent to quit of a HRP. According to our statistical analyses, psychological contract breach of the conditions of employment and of the conditions of professional practice positively influences the intent to quit of a HRP. More specifically, the conditions of employment which influence the intent to quit of a HRP are related to career development, social atmosphere and job content. Moreover, the role of a change agent and a strategic partner are the conditions of professional practice that influence negatively the intent to quit of a HRP. However, the role of an administrative expert influences positively the intent to quit of a HRP. Finally, our analysis highlights the importance of respecting the conditions of employment compared to those associated to the conditions of professional practice. Indeed, we find that the breach of three conditions of employment that have a positive influence on the intent to quit of a PRH can be associated to career development, which is a value that is more and more important for a PRH in current times.