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.

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.

In 2012, more than 25 million U.S. employees voluntarily terminated their employment with their respective organizations. Demographic characteristics of age, education, gender, income, and length of tenure are significant factors in employee turnover intentions. The purpose of this study was to determine if a relationship existed between age, education, gender, income, length of tenure, and employee turnover intention among full-time employees in Texas. The population consisted of Survey Monkey-® Audience members who were full-time employees, residents of Texas, over the age of 18, not self-employed, and not limited to a specific employment industry. For this study, a sample of 187 Survey Monkey-® Audience members completed the electronic survey. Through the proximal similarity model, the results of this study are generalizable to the United States. The human capital theory was the theoretical framework. The results of the multiple regression analysis indicated a significant relationship between age, income, and turnover intentions; however, the relationship between education, gender, and length of tenure was not statistically significant. As the Baby Boomer cohort prepares to transition into retirement, organizational leaders must develop retention strategies to retain Millennial employees. To reduce turnover intentions, organizational leaders should use pay-for-performance initiatives to reward top performers with additional pay and incentives. The social implications of these findings may reduce turnover, which may reduce employee stress, encourage family well-being, and increase participation in civic and social events.

The current study assessed the moderating effects of Age and the mediating effects of Job Satisfaction on the relationship between antecedents Employee Engagement and Compensation Fairness and the outcome variable Turnover Intent. The theory of reasoned action and a theoretical framework for examining age-effects on employee attitudes were used as the theoretical underpinnings for the study. The study utilized a secondary data set with surveyed population including faculty (n = 1,229) from a land-grant institution holding the doctoral/research-extensive classification from the Carnegie Classification and serving about 42,000 students each year with graduates totaling more than 9,000 per year. Findings confirmed that 11 of the 12 items of the Gallup Workplace Audit loaded on the Employee Engagement factor. Findings also confirmed a 3-item solution for the Compensation Fairness factor. Both Employee Engagement and Compensation Fairness demonstrated an inverse relationship with Turnover Intent as expected. Job Satisfaction was found not to mediate the relationship between both Employee Engagement and Compensation Fairness with the outcome variable Turnover Intent. Finally, Age was not found to moderate the relationship between antecedent variables and Turnover Intent. Recommendations for research and practice were made.

Submitted by VALÉRIA RIVEIRO (valclemos@hotmail.com) on 2016-12-21T13:41:47Z No. of bitstreams: 1 Versão final dissertação_Valéria Riveiro.pdf: 3531559 bytes, checksum: 4348a5f3abd70d3fbd922350b7d40eed (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-12-27T12:00:00Z (GMT) No. of bitstreams: 1 Versão final dissertação_Valéria Riveiro.pdf: 3531559 bytes, checksum: 4348a5f3abd70d3fbd922350b7d40eed (MD5) / Made available in DSpace on 2017-01-03T17:23:28Z (GMT). No. of bitstreams: 1 Versão final dissertação_Valéria Riveiro.pdf: 3531559 bytes, checksum: 4348a5f3abd70d3fbd922350b7d40eed (MD5) Previous issue date: 2016-12-05 / The current scenario of a huge economic uncertainty, the speed of technological changes and the high competitiveness of companies in the reinsurance market present a great challenge for organizations in this sector that are looking for effective alternatives to ensure their survival. In this context, the importance of trust in leadership could be questioned as the main intangible asset that can generate a strategic differential and help the leaders of the researched company to understand the best practices to increase the retention of their talents. The surveyed company is considered a large 'aquarium' of skilled people in its industry and the loss of talent would pose a serious problem, which could threaten the sustainability of the business. Proactively, this research focused on the investigation of turnover intention as a variable capable of predicting how intensely an employee plans to leave the organization in the short term. Therefore, the main objective of this case study is t to understand the relationship between the trust in leadership and the intention of turnover of employees in the company surveyed. For this purpose, a bibliographic survey was initially carried out on the themes of turnover, trust, leadership and talents that originated the hypotheses tested. The research was typified as a quasi-experiment because it sought to identify if the intention of turnover occurred differently between the group of employees considered as talents and the other employees of the control group, selected according to the Mahapick technique that guaranteed pairing between the treated group and the control group. Afterwards, the questionnaires made available electronically were Managerial Trust (MT), Behavioral Trust Inventory (BTI), Multifactor Leadership Questionnaire (MLQ) and Turnover Intention (IT) in order to obtain data for analysis. The sample used had 48 respondents and the data obtained were statistically analyzed through modeling of structural equations. As a main result, this research showed that there are no significant differences between the intention of turnover of the talent group and the control group. In addition, it has been observed that transformational leadership reduces turnover intention while passive leadership has the opposite effect. Finally, organizational trust acts as a mediator in the relationship with transformational leadership, significantly reducing turnover intention. / O cenário atual de maior incerteza econômica, a velocidade das mudanças tecnológicas e a alta competitividade entre as empresas no mercado de resseguros trazem um grande desafio para as organizações desse setor, que buscam alternativas eficazes para assegurar a sua sobrevivência. Nesse contexto questiona-se a importância da confiança na liderança enquanto principal ativo intangível que pode gerar um diferencial estratégico e ajudar os líderes da empresa pesquisada a compreender quais são as melhores práticas para aumentar a retenção de seus talentos. A empresa pesquisada é considerada um grande 'aquário' de mão de obra especializada em seu setor de atuação e a perda de talentos representaria um grave problema, que poderia ameaçar a sustentabilidade dos negócios. De forma proativa, esta pesquisa se debruçou na investigação da intenção de turnover como variável capaz de prever com que intensidade um empregado planeja deixar a organização no curto prazo. Portanto, o objetivo principal deste estudo de caso é compreender a relação entre a confiança na liderança e a intenção de turnover dos empregados na empresa pesquisada. Para tanto, inicialmente foi realizado um levantamento bibliográfico sobre os temas intenção de turnover, confiança, liderança e talentos que originaram as hipóteses testadas. A pesquisa foi tipificada como quase experimento porque buscou identificar se a intenção de turnover ocorria de maneira diferenciada entre o grupo de empregados considerados talentos e os demais empregados do grupo de controle, selecionados de acordo com a técnica Mahapick que garantiu pareamento entre o grupo tratado e o grupo de controle. Na sequência, foram aplicados os questionários disponibilizados eletronicamente Managerial Trust (MT), Behavioral Trust Inventory (BTI), Multifactor Leadership Questionnaire (MLQ) e Turnover Intention (TI), a fim de obter os dados para análise. A amostra utilizada teve 48 respondentes e os dados obtidos foram analisados estatisticamente via modelagem de equações estruturais. Como principal resultado, esta pesquisa mostrou que não existem diferenças significativas entre a intenção de turnover do grupo de talentos e do grupo de controle. Além disso, observou-se que a liderança transformacional reduz a intenção de turnover enquanto a liderança passiva tem efeito contrário. Por fim, a confiança organizacional atua como mediadora na relação com a liderança transformacional reduzindo de maneira significante a intenção de turnover.

This study examined the relationship between subordinates perception of the quality of leader-member exchange (LMX) relationship, dyadic demographic factors and turnover intent in rehabilitation agencies. The sample consisted of 152 direct care employees that work with individuals with disabilities at rehabilitation organizations in the state of Illinois. In particular, the focus was on determining the best fit model that predicts turnover intent among quality of LMX, dyadic age, gender, educational level, ethnicity and duration and their two-way interactions with LMX. Participants were asked to complete the team Leader-Member Exchange scale (LMX-SLX), Turnover Intent Scale (TIS) and a demographic questionnaire. Results of the regression analysis showed that LMX significantly predicted turnover intent, β = -.272, t=-3.298, Sig. F Change = .001. None (dyadic educational level, β = -.146; dyadic ethnicity, β = .068; dyadic gender, β = .100; dyadic duration, β = -.076) of the demographic factors except dyadic age, significantly predicted turnover intent (Sig. F Change = .112). Dyadic age, β = .258, t= 2.502, p= .014 was a significant predictor, although the overall model was not significant. All (dyadic educational level_LMX, β = -.60; dyadic ethnicity_LMX, β = .037; dyadic gender_LMX, β = -.130; dyadic age_LMX, β = .071; dyadic duration_LMX, β = .071), of the interactions significantly predicted turnover intent, although the overall model was not significant. In addition, implications, limitations and delimitation, and recommendations for future research are discussed.

Organizational politics (OP) is describe by many researchers as actions which affect activities, behaviors, and most importantly decision making through the use of power. Guided by Hofstede's cultural dimension theory and Mallol's, Holtom's and Lee's job embeddedness theory, the aim of this study was to examine employees' reactions toward OP regarding the substantially different cultures of the U.S. and Lebanon. These specific two countries were selected due to a gap in published research on culture and value differences. Research questions examined the extent to which cultural values differed and how employees respond differently facing OP. A survey-based research design included 352 participants, 176 from each country, was used to assess the perception and cognitive levels of employees in regards of political behavior and practices within their organizations. Key variables of cultural values, political behavior, and employee responses were measured by a structured survey questionnaire. Using SPSS version 23 a correlation matrix, T-test, and descriptive statistics were used to analyse the data. Findings indicated that Lebanese employees experience more power distance and gender role differentiation thus resulting in higher job related stress and anxieties and lower motivation levels than The U.S. employees. Outcomes of this research are beneficial for the organizations and society to cope with the problematic aspects of OP. Potential implications for positive social change are in the form of significantly reducing employee inequity, unfairness, and injustice practices and most importantly reducing employee stress.

Unplanned and frequent employee turnover can result in significant costs to an organization. Grounded in Herzberg's two-factor theory, the purpose of this correlational study was to examine the relationship between employees' job satisfaction and their degree of job embeddedness, and their intent to leave the organization. In this study, 63 full-time Southeastern U.S. manufacturing employees completed surveys that included the Andrews and Withey's job satisfaction questionnaire, Crossley, Bennett, Jex, and Burnfield's global measurement of job embeddedness, and Mobley, Horner, and Hollingsworth's intent to stay scale. The results of the multiple regression analysis indicated the model was able to significantly predict employee turnover intention, F(2, 95) = 71.822, p < .001, R2 = .705. Both employee job satisfaction (t = -.703, p < .001) and employee job embeddedness (t = -.501, p < .001), were statistically significant predictors of turnover intent. These results indicate that satisfied and committed employees are less likely to plan to leave their employment. This research adds to the body of knowledge concerning what contributes to why people leave their jobs. Reduced employee turnover can financially benefit an organization and that in turn can have a positive social benefit on the community. More secure employees and companies with improved financial security can result in improved financial support to communities and help increase economic stability.

The purpose of this study is to explore the benefits of providing employee training and learning beyond the specific content covered in such interventions, and how personality constructs might moderate those benefits. Training refers to the imparting of specific knowledge and tasks. Learning involves processes and skills that support on the job learning experiences. This study builds on previous research linking training and development to increased job satisfaction, and reduced turnover intent, by considering additional factors. The relationships between independent variables training, learning, task variety and task significance and outcome variables job satisfaction, commitment and turnover intent are assessed. Personality constructs of need for achievement and growth need strength are explored as possible moderating variables. This research was conducted using archival data (N = 500) collected from technical professionals employed by fourteen organizations in the Southwest United States. Both task variety and task significance were found to significantly predict all three outcome variables. Growth need strength was found to moderate the prediction of commitment by task variety. Need for achievement was found to moderate the prediction of job satisfaction, commitment and turnover intent by training and learning. Need for achievement was also found to moderate the prediction of both commitment and turnover intent by task significance.