Magister Commercii (Industrial Psychology) - MCom(IPS) / Literature on turnover intentions revealed that various factors predict employee turnover intention. For higher education, the ongoing transformation that has been taking place has posed many challenges, one of them being the recruitment and retention of staff in academia. However, there is the notion that employees who experience sufficient support and acknowledgement from their supervisors are more likely to develop a sense of empowerment, thus helping in either creating or increasing feelings of commitment which could decrease turnover intentions.

Integrity tests have become a widely used tool in modern-day selection systems. These instruments are generally designed to predict dishonest and counterproductive attitudes/behavior. A group of participants who had quit a job without notice was found to have higher scores on an Integrity/Pessimism scale (indicating low integrity and highly pessimistic attitudes) than an involuntary turnover group of those who had been fired or laid off. Post hoc analyses also found supporting evidence in that the quit without notice group also had higher expressed exit intentions scores (indicating negative attitudes toward current occupation/industry) and shorter average tenure than the involuntary (fired and laid off) group. The potential benefits of developing a predictive Integrity/Pessimism scale are discussed.

The purpose of this study is to investigate the relationship between efficacy and teacher turnover intent in small, poor, rural schools. The researcher focuses on small, poor, rural schools in a Midwest state in the United States due to the state’s annual teacher turnover rate (16.4%) which mirrors the national rate. A sample of 730 teachers was solicited to participate in the study through their building principal with a final response of N = 220 participating. This non-experimental study explores the relationship between efficacy (independent variable) and turnover intent (dependent variable) by collecting data utilizing the online platform of Survey Monkey. The Teachers’ Sense of Efficacy Scale (TSES) (Tschannen-Moran & Woolfolk Hoy, 2001) measured the level of self-efficacy for participants in the study. Additionally, the Collective Teacher Efficacy Scale (CTES) (Tschannen-Moran & Barr, 2004) measured the level of participants’ sense of collective efficacy. The Turnover Intent Scale (TIS) (Tiplic, Brandmo, & Elstad, 2015) measured the level of turnover intent for each participant. The research questions and hypotheses were used to explore the relationship between self-efficacy and turnover intent as well as collective efficacy and turnover intent. In addition, three research questions focused the investigation on the relationship between the variables by exploring the subscales of self-efficacy: student engagement, instructional strategies, and classroom management. The mean scores for each scale show that generally participants displayed a moderately high level of efficacy and were not searching for a new job. Additionally, the results show a statistically significant relationship between participants’ sense of collective efficacy and turnover intent. The significant relationship suggests that school leaders should focus on increasing teachers’ sense of collective efficacy to help with teacher turnover.

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Voluntary turnover is an important organizational issue with costs beyond monetary losses (Morrow & McElroy, 2007). Subsequently, the detrimental effects have engendered extensive research that has led to multiple turnover models attempting to unite antecedents to maximize the variance in predicting turnover and turnover intent (Griffeth et al., 2000). However, current models have omitted important aspects of an employee’s working experience. This dissertation addresses that gap; namely, the need to incorporate relational forces at work that keep individuals at their current organizations. The study integrates social relations and the traditional turnover model (Mobley, 1977) to examine the unique and joint effects of social relations in predicting turnover intent. An empirical study of two independent samples of full-time working individuals (N = 318; N = 235) endorsed a mixed methods approach to expand the measurement of social relations by examining social network content, strength, structure, and influence. Select work personality traits, work characteristics, and turnover outcomes were assessed via an online questionnaire. The results demonstrate that expressive link defection (i.e., friends leaving the organization), instrumental normative pressure to stay (i.e., advisors wanting employees to stay), and instrumental strength (i.e., frequency of contact with advisors) predict significant variance in turnover intent beyond traditional predictors. In addition, expressive link defection and instrumental normative pressure to stay had stronger relationships with turnover intent for longer tenured employees than shorter tenured employees.

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Some bacterial taxa when stimulated by water additions will break dormancy, grow, and become dominant members of the community and contribute significant pulses of CO2 associated with the rewetting event. These pulses of activity are associated with high levels of bacterial productivity in soils. (Aanderud et al. 2011) We examined the bacterial taxa that resuscitate and become metabolically active following two forms of water stress (soil drying-rewetting and freeze-thaw cycles) and we captured and measured the CO2 emanating from those soils. Specifically, We used target metagenomics, which uses a specific gene pool within bacteria that is associated with a function of an ecological process, in this case active (16S rRNA communities) bacteria and all bacteria (16S rRNA communities) during drying-rewetting and freeze-thaw cycles. We measured an array of community dynamics (i.e., evenness, richness, diversity, relative abundance of taxa, and network analyses between taxa) as dry soils are rewetted and as frozen soils thaw multiple times in three cold desert soils. Soils from all three locations exhibited some similar bacterial taxa and gene function but were large in part their own community derived from the evolutionary history of the continent in which they reside.

Abstract Some social work leaders in the United States lack strategies to successfully reduce employee turnover, which is detrimental to the profitability of an organization. The purpose of this qualitative single case study was to explore effective strategies that social work professionals used to reduce employee turnover. The targeted population included 10 social work managers from organizations in South Carolina who experienced employee turnover and implemented successful strategies to overcome it. The conceptual framework was Herzberg's motivation-hygiene theory. Triangulation was used to increase the reliability and validity of the data. Data were collected from semistructured in-depth interviews with managers who spent at least 1 year in a managerial position at a social work agency and a review of agency documents. Three themes emerged from the data analysis: job satisfaction was key to reducing employee turnover, positive working environment, and management. Reducing employee turnover contributes to social change by providing social work leaders with valuable insight that can lead to improved organizational growth, increased profitability, and enhanced sustainability, which might promote prosperity for local families and the community.

The U.S. health care industry incurs a high level of employee turnover year over year, which results in significant costs for organizations in the sector. Specific to the field of nursing, some pharmaceutical health care managers lack effective management strategies to successfully mitigate nursing turnover intentions to reduce organizational losses. The purpose of this single case study was to explore the strategies health care managers used to mitigate nursing turnover intentions. The conceptual framework was social exchange theory. Data were collected using semistructured interviews. The targeted population included 9 managers from a pharmaceutical company in the state of New Jersey who demonstrated successful strategies for mitigating nursing turnover intentions as evidenced by meeting 3 defined inclusion criteria. Interviews were conducted, recorded, transcribed, and member checked for accuracy. Data were analyzed using Yin's 5 €step approach, that included compiling data, disassembling data, reassembling data, interpreting data, and concluding data. Three major themes were identified, which included individualization, communication, and development. Findings from this study may contribute to positive social change by providing health care managers with strategies they can use to decrease nursing turnover. Decreased nursing turnover may lead to increased nursing skills, improved patient outcomes, and a higher positive perception of care within the community, which could have a positive influence on organizational profitability and sustainability.

Nurses may experience job stress and burnout due to the amount of hours worked and demanding schedules. At one hospital, nurse turnover rates were high in medical-surgical units. Surveys and interviews conducted by hospital administration found that the bedside nurses were dissatisfied with scheduling practices and that this dissatisfaction could lead to heightened turnover. The purpose of this project was to determine if the implementation of a self-scheduling model would decrease nurse turnover on a medical-surgical nursing unit. This quality improvement project focused on facilitating the empowerment of nurses through a self-scheduling model; it followed the quality improvement steps of the Deming approach of Plan-Do-Check-Act. During the pilot, turnover rates of the unit that implemented the self-scheduling model were reviewed 30 days pre- and 30 days post-implementation. The project results showed a decrease in turnover rates from 12.96% to 10.00% on the unit where the model was implemented. This project has a social impact by allowing nurses to participate in a self-scheduling model to have work–life balance, because the work environment plays a significant role in encouraging engagement and decrease in turnover. Implementing this model in other units may result in decreased nurse turnover for the hospital.