With the supply of talented employees for the predicted available jobs around the world declining, employee retention and voluntary turnover have jumped to the forefront of HRD practitioners’, as well as senior managers’, strategic initiative. By 2008, demographers predict that 76 million baby boomers will be eligible for retirement. The generations that followed these individuals, born between 1946 and 1962, are not numerically adequate to fill the vacancies that these retirements will create. A growing concern exists that the expected annual growth in the number of eligible employees will be outpaced by economic growth predictions. While employee retention and employee voluntary turnover have received considerable scholarly attention, few research studies have examined the phenomenon in a professional sales arena. No investigation to date has tracked employee voluntary turnover and retention over a 14-year longitudinal wave as was the focus of this study. This population study examined employee retention of a Fortune 500 North American industrial automation manufacturer’s professional sales force over a 14-year period. It focused on personal characteristics, work characteristics, and human resource development (HRD) intervention factors influencing employee voluntary turnover. The results suggest that training and development participation contributes more significantly to employee retention than salary and job title promotions to the firm’s ability to retain sales professionals. The theoretical underpinnings associated with these findings reinforce the importance of human capital theory, social identity theory, expectancy theory, and distributive justice theory. They also suggest that employee retention should be included in calculations that measure the return on investment for training and development interventions. Further, these results that emerged from comprehensive data mining suggest that a structured training and development program embeds aspects of employee socialization that can influence a professional sales employee’s tenure in the organization. Formal training can serve to socialize the employee into the organization, thus, deepening the effect of social capital theory to build normative organizational commitment, a mediator of employee retention. This effect appeared to be more significant for non-Caucasian sales professionals who remained in the organization when included in a structured sales training program.

The voluntary turnover behaviors exist for a long time, especially the increasing crew voluntary turnover behaviors in recent years. Due to the important effect upon the future of businesses, it¡¦s necessary to understand the behaviors thoroughly and completely. Previous studies focused on how the voluntary turnover behaviors work. However, employees who play in the formal or informal group perform different crew behaviors. By interviewing nine groups, which left their job in the past two years ever, we try to sketch the outline of the group relationship and the crew voluntary turnover behaviors in the businesses. Finally, we analyze the transcriptions and explore the relevance about the group relationship and the crew voluntary turnover behavior.

Talented employees are leaving small businesses in the search for more lucrative opportunities where their talent is acknowledged, valued and able to grow. Dealing with voluntary talent turnover decreases profitability and becomes a roadblock for achieving strategic goals. Businesses incur additional costs to find and replace talent to maintain continuity. However, the time and money spent replacing talent does not guarantee turnover will vanish. What were the stimuli that caused disengagement? Were they strategically managed? Did employees leave because the initial stimuli were not addressed? These are all questions that can lead to decisive actions focused on reducing talent departure. The goal of a small business should be to find a balance where employee values are met and human capital levers are strategically managed; consequently adding value to small businesses by reducing unnecessary costs due to turnover. / text

Turnover of personnel within the Swedish Police Authority has during the last few years increased and there is today a lower number of police officers working in the field (SVT, 2018b). This lack of personnel can be explained by a decreased interest in applying for the police academy as well as more officers deciding to voluntarily terminate their employment (SVT, 2018a). This can generate thoughts regarding possible reasons for voluntary turnover. The chairman of the Swedish Police Union, Lena Nitz (SVT, 2018c) addresses that a crucial factor to reduce the amount of voluntary turnover is an improved work environment. The aim of this study is to analyze the psychosocial work environment for patrolling police officers and to gain knowledge if elements in it might make certain police officers choose to terminate their employment. Previous research within the field tend to separately study police officers psychosocial work environment and turnover within police authorities and has indicated that the psychosocial work environment can cause stress and emotional exhaustion. Further research shows that emotional labor is common within police work and that voluntary turnover is the main form of turnover for police officers. This study has consisted of qualitative interviews with employed as well as previously employed police officers who voluntarily terminated their employment. Our conclusions demonstrate that the psychosocial work environment for Swedish police officers tends to be characterized as unpredictable, exposed and psychologically demanding. The foremost reasons for voluntary turnover have been considerably low salaries in relation to the demands, lack of appreciation from the organization and the shortages of manpower within the Swedish police authority. / Den svenska polismyndighetens personalomsattning har under de senaste aren okat och vi har idag den lagsta polistatheten pa over tio ar (SVT, 2018b). Denna polisbrist kan forklaras genom att allt farre valjer att utbilda sig till polis samtidigt som fler yrkesverksamma poliser frivilligt valjer att avsluta sin anstallning (SVT, 2018a). Detta kan foranleda tankar om vad den okade mangden frivilliga uppsagningar grundar sig i. Polisforbundets ordforande Lena Nitz (SVT, 2018c) poangterar att en avgorande faktor for att minska antalet frivilliga uppsagningar ar en forbattrad arbetsmiljo. Syftet med foljande uppsats ar darfor att analysera den psykosociala arbetsmiljon for poliser i yttre tjanst samt komma fram till om nagot i den gor att vissa poliser valjer alternativt skulle valja att avsluta sin anstallning. Den tidigare forskningen kring dessa omraden tenderas att behandlas separat och polisers psykosociala arbetsmiljo har visats orsaka stress och andra utmattningssyndrom. Vidare belyser forskning hur emotionellt arbete ar vanligt forekommande inom polisyrket samt att frivilliga uppsagningar ar den framsta orsaken till personalomsattning for poliser. Denna studie baseras pa kvalitativa intervjuer med yrkesverksamma poliser samt poliser som avslutat sin anstallning. Studien har resulterat i slutsatser som pavisat att polisernas psykosociala arbetsmiljo praglas av att vara psykiskt kravande, utsatt och oforutsagbar. De framsta anledningarna for frivilliga uppsagningar inom polisen ar att lonen inte ar skalig i relation till arbetets krav, brist pa uppskattning fran organisationen samt en brist pa personal.

Background: Development of technologies and high pace of changes made a modern organization highly dependent on the expertise and assistance of technology specialists. To be able to compete and be cost efficient, but at the same time be on the cutting-edge of technology development, is an essential requirement for doing business in the contemporary world. Moreover, this requirement became a solid ground for the emergence of a technical consulting industry and a new type of human resources - technical consultants. On the one hand, technical consultants are the main resources of technical consulting organizations, but on the other hand, technical consultants can cause harm to technical consulting organization, particularly, in the case of voluntary turnover. Aim: Through the qualitative analysis of the four technical consultants’ voluntary turnover stories in Sweden and based on the literature review, this master thesis opens up the door to the world of technical consultants. The aim of this work is to seek new insights into the problem of voluntary turnover in a new context of technical consultants and discover what role multiple identities and perceived promises play in voluntary turnover decision. Results: Technical consultants are a type of knowledge workers with non-traditional work arrangements. Empirical evidence demonstrates that technical consultants’ decision to quit can be described using "Eight motivational forces", but the framework should be extended, due to developing multiple identities and receiving perceived promises from multiple sources.

Workplace incivility is increasing in prevalence in healthcare organizations. Despite the adverse effects of workplace incivility on employee engagement and voluntary employee turnover, some organizations do not have policies to address workplace incivility among employees. The purpose of this descriptive, single case study was to explore successful strategies leaders at healthcare organizations with 50 or more employees used to reduce workplace incivility and improve employee retention. The spiral theory provided the conceptual framework for the study. Semistructured interviews were held with 2 human resources (HR) professionals and 1 department manager with experience dealing with employee relations and success in retaining healthcare employees within Greenville, South Carolina. Interviews and policies were reviewed, analyzed, and coded for themes and subthemes. To assure the credibility and trustworthiness of the findings, member checking and methodological triangulation were used to verify and compare the interpretations from the interviews and the organization's policies and processes. Among the key themes that emerged were the uniform use of strategies and processes for addressing workplace incivility including consistently communicating and enforcing policies for addressing workplace incivility, using one-on-one communication techniques between managers and employees, and addressing key implementation barriers such as resistance to change. To effect positive social change, HR professionals and department managers in similar organizations can assess the findings' relevance for reducing workplace incivility, reducing employee turnover, and increasing retention for improving the quality of patient care to benefit patients, families, and communities.

This master thesis aims to identify work-related factors making Belgian nurses consider leaving their job voluntary and to compare the work-related factors across different generations. The purpose of this master thesis has a descriptive nature of research. The research approach chosen is a deductive approach and the research design chosen is a quantitative research design. Cluster sampling in combination with simple random sampling was used as sampling technique. 128 nurses were surveyed from April to May 2016. Nurses who reported to leave the organization due to retirement reasons, temporary employment contract or maternity leave were excluded from the study as this study investigates the voluntary turnover intention. A total of 68 nurses were included in the study which indicates an overall response rate of 53 %. Numerous of the findings in this master thesis are consistent with previous studies on turnover intention of different generations in other western-countries than Belgium. The work-related factor workload was most often reported by Belgian nurses with no intention to leave their job. Belgian nurses with an intention to leave their job indicated most often the work-related factor (non-)financial benefits. The generation-specific findings indicated both similarities and differences between the work-related factors selected. It was observed that Baby Boomers with an intention to leave their job selected most often variables related to the work-related factors (non-)financial benefits, supportive organization and workload. The variable lack of recognition appeared among Baby Boomers with an intention and no intention to leave their job. Surprisingly was the often selected variables lack of direct and/clear feedback on performances and unsupportive supervisor among Baby Boomers with professional turnover intention. Further, it was observed that Generation Xers with an intention to leave their job selected most often variables related to the work-related factors supportive organization, communication, (non-)financial benefits, work content and workload. The variables inadequate opportunity for advancement/professional growth and imbalance work-life appeared among Generation Xers with an intention and no intention to leave their job. Generation Yers with an intention to leave their job selected most frequently variables related to the work-related factors (non-)financial benefits, workload and commitment. The variables inadequate salary and opportunities elsewhere appeared among nurses with an intention and no intention to leave their job. Surprisingly was the often selected variable inadequate salary among Generation Yers with professional turnover intention.

Är den upplevda introduktionen för nyanställda en ny faktor som bör tas med i förståelsen kring tidig frivillig avgång? Hög personalomsättning har både en ekonomisk och social negativ påverkan på företag. Att det många gånger är den högpresterande personalen som lämnar företaget är ett fenomen företag i allra högsta grad vill undvika. Ämnet är högaktuellt i dagens samhälle. Tidigare forskning inom området har fokuserat på att finna gemensamma faktorer som påverkar beslutet till tidig frivillig avgång, där en av de vanligaste studerade faktorerna är arbetstillfredsställelse. Den här studiens syfte var att se om en upplevd introduktion var en faktor som bör räknas med bland dessa tidigare faktorer. Målgruppen av deltagare var tidigare anställda som redan hade slutat på ett företag. En enkätundersökning gjordes på 38 tidigare anställda med hjälp av en webenkät. Resultatet visade att det fanns en signifikant skillnad på den upplevda introduktionen mellan grupper baserat på anställningstid. Den grupp som skattade sin upplevda introduktion som lägst var gruppen med kortast anställningstid. Vilket tyder på att den upplevda introduktionen bör tas med som en påverkande faktor vid tidig frivillig avgång. Studiens fynd tillsammans med tidigare forskning ger en bra indikator på vad företag behöver jobba med i framtiden för att förhindra tidig frivillig avgång. Därmed lyckas behålla sin högpresterande personal och då minska kostnader för oönskad personalomsättning. / Is the introduction for new employees a new factor that should be included in the understanding of voluntary turnover? High staff turnover has both an economic and social negative impact on companies. The fact that it is often the high-performing staff who leave the company is a phenomenon companies want to avoid. The subject is highly topical in today's society. Previous research in the field has focused on finding common factors that affect the decision on voluntary turnover, where one of the most commonly studied factors is job satisfaction. The purpose of this study was to investigate whether the introduction was a factor that should be counted among these earlier factors. The participants were former employees who had already left a company. A survey was conducted on 38 former employees using a web survey. The result showed that there was a significant difference in the perceived introduction between groups based on employment time. The group with the lowest score in perceived introduction was the group with the shortest employment time, suggesting that the perceived introduction should be included as an influencing factor in voluntary turnover. The study's findings together with previous research provide a good indicator of what companies need to work with in the future to prevent early voluntary turnover. Thus, it manages to maintain its high-performing staff and reduce costs for unwanted staff turnover.

Voluntary employee turnover destabilizes small retail businesses and is a costly business problem for small retail business owners. Some small retail businesses experience voluntary employee turnover of up to 50% annually. Guided by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore successful strategies used to reduce voluntary employee turnover. The target population consisted of 3 small retail business owners in Kingston, Jamaica. Data were collected from semistructured interviews and member checking, and human resource (HR) manuals containing HR policies and procedures. Data were analyzed into emerging themes using Yin's 5-step method. Based on the analysis of the data, 6 themes emerged. These themes included: employee empowerment and involvement, rewards recognition and incentives, career advancement opportunities, competitive compensation and benefits, tools to perform and, positive interpersonal relationships. These themes were identified as the strategies used to reduce turnover. The analysis of the data from the interviews and HR manuals showed that small retail business owners used these combinations of strategies to reduce voluntary employee turnover by increasing overall job satisfaction among employees. The findings from this study may contribute to positive social change by providing strategies to small retail business owners and HR managers to reduce voluntary employee turnover, increase profits, and improve economic conditions in the communities where they operate.

The high rates of voluntary employee turnover in software sales organizations have forced business leaders to search for strategies that reduce voluntary employee turnover. The purpose of this multiple case study was to explore the strategies of a small group of sales managers who had demonstrated reduced voluntary employee turnover in their software manufacturing companies. Ten managers from 5 software manufacturing companies who had a minimum of 5 years of management experience were recruited and participated in semistructured, face-to-face interviews. The conceptual framework included Herzberg's 2-factor theory for exploring the relationship between job satisfaction and voluntary employee turnover. Open and frequent communications, constant performance feedback, and transparency align appropriately with the tenets of Herzberg's 2-factor theory. The Yin method for analyzing data through the process of data grouping, scrubbing, and organizing resulted in the emergence of themes including communications, recognition, and the work environment. All 10 sales managers spoke extensively about the importance of these themes in reducing voluntary employee turnover. These managers 'noticed the little things,' they gladly celebrated team successes, and they visibly supported their teams through actions. Findings from this study will provide a positive influence on social change through productivity improvements resulting in lower cost products and services, improving community prosperity. Additionally, consumers may benefit from these successful managers, as they facilitate a more expedited process of new products and services to the market.