An examination of the turnover literature reveals several variables which have statistically significant relationships to turnover, yet explain only a small amount of the variance. Since aggregating individual responses into groups actually changes the structure of the variance, a possible explanation of the weak results is inadequate grouping. Four conceptual models of turnover are replicated to provide a data base to use to examine the effects of groups. The models are an expectancy model, a role conflict/ambiguity model, an exchange/investment model, and a sociological model. Two theoretically relevant methods of grouping respondents (by psychological type as defined by the Myers-Briggs Type Indicator, and hierarchical level) are compared in this study by examining their effect on the results of tests of the four models. The subjects are professional staff accountants in a "Big 8" accounting firm. The results provide support for the existence of the effect of groups on the analysis of turnover data. Although the power of the design is low, all models except the role conflict/ ambiguity model had results that varied between grouping methods. The expectancy model showed the strongest effect. This indicates that exploring the existence of groups should be a part of the development of conceptual models of employee turnover. This study demonstrated the need for further research on the effect of groups on the structure of measured variance in empirical research in accounting. / Ph. D.

by Lui Wing Yiu, Jimmy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: l. 121-125.

梁廣就 = A study of the turnover behavior in Hong Kong with special emphasis on female workers in the garment and electronics industries / Leung Kwong-chau. / 據手稿本複印. / 論文(社會學部碩士)--香港中文大學硏究院, 1984. / 參考文獻: leaves 260-266. / Liang Guangjiu = A study of the turnover behavior in Hong Kong with special emphasis on female workers in the garment and electronics industries / Leung Kwong-chau. / 鳴謝 --- p.I / 圖表目錄 --- p.III / Chapter 第一部份 --- 理論与方法 --- p.1 / Chapter 第一章 --- 導言：香港轉業行為的研究 --- p.3 / Chapter 第二章 --- 文獻參攷 --- p.11 / Chapter （一） --- 引言 --- p.11 / Chapter （二） --- 分析範圍 --- p.17 / Chapter （三） --- 有關女工的文献 --- p.34 / Chapter （四） --- 香港工人的轉業行為的文献 --- p.38 / Chapter （五） --- 小結 --- p.49 / Chapter 第三章 --- 香港製衣業和電子業的特點 --- p.51 / Chapter (一) --- 香港經濟結構的特點 --- p.51 / Chapter （二） --- 香港製衣業的特點 --- p.59 / Chapter （三） --- 香港電子業的特點 --- p.60 / Chapter （四） --- 小結 --- p.63 / Chapter 第四章 --- 研究方法 --- p.65 / Chapter （一） --- 引言 --- p.65 / Chapter (二) --- 訪問對象的選擇 --- p.69 / Chapter （三） --- 訪問過程 --- p.74 / Chapter （四） --- 小結 --- p.79 / Chapter 第五章 --- 訪問對象的特點簡介 --- p.82 / Chapter （一） --- 選擇製衣業和電子業女工的因由 --- p.82 / Chapter （二） --- 訪問對象的基本特點 --- p.84 / Chapter （三） --- 小結 --- p.95 / Chapter 第六章 --- 名詞界定 --- p.99 / Chapter （一） --- 轉業行為 --- p.99 / Chapter （二） --- 薪酬 --- p.101 / Chapter （三） --- 其他職業空缺的選擇機会 --- p.102 / Chapter 第二部份 --- 研究結果 --- p.105 / Chapter 第七章 --- 薪酬制度 --- p.107 / Chapter （一） --- 製衣業的薪酬制度 --- p.108 / Chapter （二） --- 電子業的薪酬制度 --- p.116 / Chapter （三） --- 製衣業工人与電子業工入的比較 --- p.124 / Chapter （四） --- 小結 --- p.146 / Chapter 第八章 --- 管理制度 / Chapter （一） --- 製衣業的管理制度 --- p.149 / Chapter (二) --- 電子業的管理制度 --- p.161 / Chapter （三） --- 小結 --- p.167 / Chapter 第九章 --- 家庭責任 / Chapter （一） --- 子女排行次序与家庭責任 --- p.170 / Chapter （二） --- 給家用的模式 --- p.170 / Chapter （三） --- 小結 --- p.203 / Chapter 第十章 --- 友儕群体及其他因素 --- p.205 / Chapter (一) --- 友儕群体 --- p.205 / Chapter （二） --- 可供選擇的外間職位空缺 --- p.212 / Chapter （三） --- 家庭与工廠的距離 --- p.215 / Chapter （四） --- 晉升 --- p.219 / Chapter （五） --- 半轉業 --- p.222 / Chapter （六） --- 短暫停工 --- p.226 / Chapter （七） --- 解僱 --- p.229 / Chapter 第十一章 --- 結論：香港轉業行為的成因 --- p.231 / Chapter （一） --- 研究結果撮要 --- p.231 / Chapter （二） --- 轉業行為的分析 --- p.237 / Chapter （三） --- 結論 --- p.244 / Chapter 附錄一 --- 訪問對象的一般資料 --- p.97 / Chapter 附錄二 --- 香港女工之轉業（問卷） --- p.249 / Chapter 附錄三 --- 問題大綱 --- p.253 / 參改書目 --- p.260

by Cunningham King, Mimi, Li, Yuen Yu Vivien. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 105-108. / ABSTRACT / TABLE OF CONTENTS --- p.iii / LIST OF EXHIBITS --- p.viii / LIST OF TABLES --- p.ix / ACKNOWLEDGEMENT --- p.x / Chapter CHAPTER ONE --- INTRODUCTION --- p.1 / Chapter 1.1 --- Staff Turnover in Service Industry --- p.1 / Chapter 1.2 --- Outlook of Supply of General Staff --- p.2 / Chapter 1.3 --- Objective and Scope --- p.4 / Chapter 1.4 --- Significance of the Study --- p.4 / Chapter 1.5 --- Case Brief --- p.5 / Chapter CHAPTER TWO --- LITERATURE REVIEW --- p.8 / Chapter 2.1 --- Definition --- p.8 / Chapter 2.2 --- Effects of Turnover --- p.10 / Chapter 2.3 --- Costs of Turnover --- p.13 / Chapter 2.4 --- Measurement of Turnover --- p.14 / Chapter 2.5 --- Causes of Turnover --- p.14 / Chapter 2.6 --- Causes for Staying --- p.15 / Chapter 2.7 --- Developing the Theoretical Framework --- p.16 / Chapter 2.8 --- The Theoretical Framework --- p.29 / Chapter THREE --- METHODOLOGY --- p.31 / Chapter 3.1 --- Overview --- p.31 / Chapter 3.2 --- Population and Sample --- p.31 / Chapter 3.3 --- Preliminary Survey Method --- p.3 2 / Chapter 3.4 --- The Hypotheses --- p.34 / Chapter 3.5 --- Data Collection Method --- p.36 / Chapter 3.6 --- Variables --- p.38 / Chapter 3.7 --- Measurement of Variables --- p.40 / Chapter 3.8 --- Data Analysis Techniques --- p.41 / Chapter FOUR --- RESULTS --- p.44 / Chapter 4.1 --- Response Rate --- p.44 / Chapter 4.2 --- Feel for Data --- p.45 / Chapter 4.3 --- Factor Analysis --- p.49 / Chapter 4.4 --- Hypotheses Testing --- p.51 / Chapter 4.5 --- Other Analyses --- p.55 / Chapter 4.6 --- Summary of Results --- p.59 / Chapter CHAPTER FIVE --- DISCUSSION --- p.60 / Chapter 5.1 --- Significant Factors Affecting Propensity to Stay --- p.60 / Chapter 5.2 --- Factors not Correlated to Propensity to Stay --- p.62 / Chapter 5.3 --- Relationship Between Demographics and Propensity to Stay --- p.63 / Chapter 5.4 --- Departmental Variationin Propensity to Stay --- p.64 / Chapter 5.5 --- Conclusion --- p.64 / Chapter SIX --- RECOMMENDATIONS --- p.65 / Chapter 6.1 --- Recommendations to the Airline --- p.65 / Chapter 6.2 --- Recommendations for Further Research --- p.70 / APPENDIX / Chapter I --- "Places Offered by Universities, Polytechnics and Colleges" --- p.71 / Chapter II --- Title and Job Nature of Sample --- p.72 / Chapter III --- Questionnaire (in Chinese) --- p.73 / Chapter IV --- Questionnaire (English Translation) --- p.86 / Chapter V --- Distribution of Valid Cases by Rank --- p.93 / Chapter VI --- Demographics of Respondents --- p.94 / Chapter VII --- List of Mean Scores for items Measuring Independent Variables --- p.99 / Chapter VIII --- Results of Hypotheses Testing --- p.101 / Chapter IX --- "Correlation Between Number of Children, Education, Salary, Age and Length of Service" --- p.104 / BIBLIOGRAPHY --- p.105

Title also in Chinese. / Abstract in English and Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 54-57. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENTS --- p.iv / Chapter Chapter I --- INTRODUCTION --- p.1 / Turnover Problem in Hong Kong --- p.1 / Objective and Scope --- p.2 / Contents of the Following Chapters --- p.3 / Chapter Chapter II --- A THEORETICAL FRAMEWORK --- p.4 / Definition --- p.4 / Effect of Turnover --- p.5 / Causes of Turnover --- p.8 / Opportunity of Alternative Employment --- p.14 / Summary --- p.14 / Chapter Chapter III --- RESEARCH OBJECTIVE AND METHODOLOGY --- p.17 / Objective --- p.17 / Propositions --- p.17 / Methodology --- p.18 / Measurement --- p.20 / Statistical Tests --- p.24 / Chapter Chapter IV --- FINDINGS AND ANALYSIS --- p.26 / Management Attitude --- p.26 / Job Characteristics and Job Satisfaction --- p.29 / Age and Job Satisfaction --- p.30 / Length of Service and Job Satisfaction --- p.32 / Sex and Job Satisfaction --- p.33 / Marital Status and Job Satisfaction --- p.35 / Education and Job Satisfaction --- p.36 / Intracompany Comparison and Job Satisfaction --- p.37 / Intercompany Comparison and Job Satisfaction --- p.39 / Summary --- p.40 / Chapter Chapter V --- CONCLUSIONS AND RECOMMENDATIONS --- p.42 / Possible Ways to Reduce Turnover --- p.42 / Further Research Recommendations --- p.49 / APPENDIX --- p.51 / BIBLIOGRAPHY --- p.54

My goal in this research was to identify the reasons for the turnover of police officials in the Amhara National Regional State of Ethiopia in order for the Amhara National Regional State Police Commission to retain a greater number of police personnel in future. A further purpose was to share and introduce a number of important reasons for turnover, namely poor salary, low emphasis by government, risk of work in policing, hardship of policing, lack of extra pay for extra work, unfair decisions and unequal treatment, tentativeness of the rules and regulations, lack of an incentive/reward system, unfair transfer and lack of transfer, lack of promotion, lack of respect for policing on the part of the community, lack of participation in decisions, inadequate equipment, and lack of and unfair educational opportunities. The research describes to what extent the poor salary and low emphasis on policing by the government influence turnover. It clearly portrays the emphasis placed by all respondents on these two factors in particular. Finally, this research explains the responsibility of police management structures to establish and maintain diversified management situations so that relatively safe and agreeable conditions pertain at all levels of the police service and in all areas of the work of an official. Therefore, the researcher hopes that the senior management of the Amhara Police Commission will recognise the seriousness of the problem of turnover and will improve the internal management of the organisation in the interests of all inhabitants of the region. / Police Practice / M. Tech. (Policing)

This exploratory study examined the impact of company-provided training on the turnover rate of full-time leasing consultants in the apartment management industry. A national survey was conducted using the Institute of Real Estate Management (IREM) directory of Accredited Management Organization (AMO) companies.The survey was mailed to the 419 AMO companies that employ leasing consultants. with a response rate of 69 surveys. A statistically significant correlation was shown between the True Turnover Rate and the provision of education for leasing consultants. The three significant variables that appeared to reduce turnover included 1) tuition reimbursement at up to 50%, 2) tuition reimbursement at 51%-100%, and 3) number of hours of training per year provided. Other trends were found in this exploratory study. / Department of Family and Consumer Sciences

Sales management researchers and practitioners give considerable attention to early employment expectations, attitudes, and behaviors primarily because of a desire to specify the cognition process leading to performance and retention of salespeople. While a massive body of literature exists concerning turnover of employees and determinants of employee performance, more empirical study specific to the sales force as a research population is needed to assess the nature of turnover and performance. Because the bulk of salesperson turnover occurs in early employment, particular attention needs to be devoted to the cognitive process of newcomers to the sales force. The present work examines expectation-based and perception-oriented models of performance and retention for sales force new hires. Interests of this investigation focus on the initial expectations of newly hired sales representatives and on how the degree of fulfillment of these expectations relates to subsequent performance and retention behavior. Extant research suggests that the degree to which expectations are met positively influences mediating variables such as job satisfaction and organizational commitment, and indirectly influences outcomes such as job performance and retention of newcomers. Alternatively, some researchers contend that these results are due to improper measurement of met expectations. A longitudinal research design and alternative measurement methods are employed here to better assess the role of met/unmet expectations. The proposed study is based on theoretical research from a variety of academic disciplines, and the results of the study will have multi-disciplinary implications. Contributions include: (a) replication and extension of theoretical research concerning processes leading to performance and retention of sales force newcomers, (b) a thorough examination of met expectations as a precursor to early sales force outcomes, and (c) methodological advances in the measurement of met expectations.

The purpose of the study was to investigate the perceptions of job satisfaction as defined by management and nonmanagement employees and to compare both parties' perceptions of organizational benefits to a list prepared by the organization's benefit personnel. Turnover is costly to the organization, both in money and in the impact it has on those individuals remaining with the organization. Every effort should be undertaken to reduce the amount of turnover within the organization. A contributing factor leading to turnover may be a gap between what the employees believe is important to them and what management believes is important to the employees. The boundaries of the gap need to be identified before any effort can be made to reduce or bridge the gap. Once the boundaries are identified, policies can be analyzed and the possibility of reducing the gap investigated. Management as a whole must be aware of the needs and wants of their employees before any attempt to develop a retention strategy is undertaken. This knowledge can be acquired only through two-way communication with the employee. The communication process includes the simple process of asking employees for this information and then listening to how they respond. This study suggests that little difference exists in perception of job satisfaction importance for gender, age group, length of time with the organization, topic training hours, and between management and nonmanagement employees. However, perception gaps exist between the job satisfaction items addressed by organizational policies and procedures and those perceived by employees. Additional studies that include a number of varied organizations are needed before extensive generalizations can be made.

Realistic Job Previews have been shown to impact newcomers to jobs through ircreased self-selection, reduced turnover, eased adjustment, improved performance and increased job satisfaction. To address a turnover problem, Realistic Job Previews were implemented in hiring for two entry level positions in half of 539 branch offices of a large financial services organization. Subjects consisted of 122 Service Representatives and 98 Financial Representatives. Eight months after implementation, turnover rates were compared for control and experimental groups. There was no significant difference between turnover among Service Representatives. Financial Representatives in the experimental group had lower turnover rates (p < .10), with the difference increasing over time. Comparing the turnover rates between three and six months tenure resulted in a statistically significant difference (p < .05).