The purposes of this study were twofold. The first was to construct a modified model of the voluntary turnover process that clarifies the antecedents of turnover intentions and turnover behavior. The second was to investigate empirically the proposed model's validity by assessing the influences of nine variables of job satisfaction, organizational commitment, job search, intention to stay in the organization, and six demographic variables as potential predictors of employee voluntary turnover.

The purpose of this study is to advance knowledge and practitioner understanding of human resource dynamics of the U.S. fast food franchise (FFF) industry, one plagued by extraordinary voluntary turnover (VTO), estimated at 75% of total turnover, and its effects on unit productivity. Following the research of Sun, Aryee, and Law (2007), this study looks for the potential of improving the VTO problem through the practice of high-performance human resource management (HPHRM) and the potential benefits of service-oriented organizational citizenship behavior (SOCB) that it offers. This study used primary research, namely the domestic operating units of a nationally franchised sub sandwich chain, with a sample size of 112 units representing 14.8% of the total units and the evaluation of 336 hourly employees. Results showed a strong correlation between HPHRM and VTO, but surprisingly there was no significant relationship between HPHRM and productivity. Despite a modest correlation between HPHRM and SOCB, that relationship did not demonstrate any significant mediating effect on the HPHRM/VTO relationship. The results may indicate a differentiation between the effectiveness of HPHRM and SOCB depending on the performance level of hourly employees, noting that low-performing employees do not respond to HPHRM or demonstrate SOCB as well as others. Numerous opportunities for further research are suggested, especially in light of the size and impact of the domestic FFF industry.

This study will focus on the critical problems encountered by banks due to voluntary turnover of tellers. Voluntary turnover of bank tellers is a past and present problem for bank management. Job satisfaction and its relationship to voluntary turnover has been extensively studied since the mid-1950's, and continues to be an important topic. This dissertation is based partly on the Job Enrichment (or Two-Factor) Theory (Herzberg, 1959), and also on many other seminal studies conducted since then. This study analyzes how pay satisfaction, job satisfaction, and organizational commitment influence the intention to quit among bank tellers. The research question was: Does low pay satisfaction and low organizational commitment lead to high intention to quit among bank tellers? This study's results indicate that there was strong support for the relationship of these variables with intention to quit. The study was based on a representative sample and the results of the correlations rejected all four proposed null hypotheses. This study finds support for the hypotheses: pay satisfaction is negatively related to intention to quit; organizational commitment is negatively related to intention to quit; job satisfaction is negatively related to intention to quit; and job satisfaction is positively related to organizational commitment. At a confidence level of 99.99%, these results were highly significant. The study results indicate that pay satisfaction and overall job satisfaction were not at a fully satisfied level. Meanwhile, organizational commitment was high, which explains why the overall intention to quit was low. The tellers responded that they would be "somewhat likely" to "actively look for a new job in the next year." They also responded to the statement "I often think about quitting" with slight disagreement. Overall, the tellers participating in this study are somewhat committed to their banks and not quite satisfied with their pay or their overall job. The results of this study, one of a few involving more than one bank and with a statistically large sample, could also motivate management in banks and other industries to design and implement changes that will reduce voluntary turnover. This study of bank tellers was conducted while the banking industry is experiencing very difficult and unprecedented market conditions. Most banks have not only implemented a hiring freeze, but some have also cut personnel to try to increase profitability. The results of the study could have been influenced by the market conditions.

Employees who choose to leave employment cause significant challenges for organizations. Compounded challenges exist when employee retention strategies are not effective, affecting job satisfaction and personnel replacement costs as the organization continues to lose qualified and valuable staff. This single case study, built on a psychological contract theory framework, was focused on effective employee retention strategies to reduce voluntary turnover in a for-profit, higher education institution located in the Midwestern United States. The population consisted of 12 employees, 6 Student Success employees and 6 Student Success managers, who shared their unique perspectives. Methodological triangulation was achieved through semistructured interviews with the 12 participants, review of the institution's archival data, and examination of the institution's mission statement. The data analysis process consisted of a manual and systematic coding procedure for the 3 sources of inquiry. Three strategies emerged in the findings: relationship management, work environment, and career development. Moreover, participants agreed that the employee-employer relationship was critically important to job satisfaction and developing effective retention strategies. The study has implications for positive social change, in that higher educational institutions may apply the findings to create a more enjoyable work environment and retain happier employees, thereby promoting financial, economic, and social improvements for communities.

Salary.com (2009) found that despite the sinking economy, 57 % of U.S. employees will increase their search for a new job in the next three months. They also reported that it costs approximately twenty-one thousand dollars to replace an employee due to turnover, across industries. Thus, for half a century, research has been conducted to better understand voluntary turnover in organizations. Given the sharp rise in merger and acquisition activity in organizations over the past two decades, it is important to understand the reasons for voluntary turnover among employees facing the uncertainty typically experienced during a merger or acquisition. The current study examined the psychological perceptions of employees who voluntarily left a major multi-conglomerate firm during a period of time where a division of the company was placed up for sale. Seventy-four archival exit interview surveys were obtained, and information coded in order to describe the types of reasons why employees left, the relative frequency and numbers of these reasons, the relations among supervisor and job satisfaction and various turnover reasons, and possible retention factors. Turnover reasons were grouped into five types: nonwork, job/task, work/unit, company and motivation. Findings show company reasons were the most frequently cited reasons for leaving and that career opportunities were the most highly cited as possible ways employees could have been retained. Supervisor satisfaction was inversely related to the number of job, work, and company reasons for leaving, and the reasons for leaving differed between employees reporting high and low levels of supervisor satisfaction. Findings are intended to provide insight about the perceptions of employees going through a merger or acquisition in order to better equip businesses who are losing star employees and facing tremendous costs in training new employees during a divestiture.

Ce mémoire a pour objectif d’étudier les liens entre les composantes de la rémunération tangible et le roulement volontaire dans le secteur des TIC au Canada. Pour étudier cette question, des hypothèses ont été formulées. À partir de la revue de la littérature et de certaines théories, 2 hypothèses générales ainsi que 7 sous-hypothèses ont été émises. La première hypothèse générale indique que la rémunération tangible est associée à un roulement volontaire plus faible dans le secteur des TIC au Canada. Les 7 sous-hypothèses découlent de cette première hypothèse générale. Celles-ci concernent les 7 composantes de la rémunération tangible qui sont étudiées dans ce mémoire, c’est-à-dire, le salaire par employé, le nombre de jours de vacances annuelles, les congés payés pour raisons personnelles, les programmes de commissions, les bonis à la performance, le paiement des heures supplémentaires et les régimes de retraite à prestations déterminées. La deuxième hypothèse générale stipule que le nombre offert de pratiques de rémunération tangible est associé à un roulement volontaire plus faible dans le secteur des TIC au Canada. Les données de nature transversale utilisées dans le cadre de ce mémoire ont été colligées dans le cadre d’une enquête par questionnaire réalisée par une équipe de recherche dirigée par Stéphane Renaud, professeur à l’Université de Montréal. L’équipe de recherche est composée de Sylvie St-Onge, professeure au HEC Montréal, de Denis Morin, professeur à l’Université du Québec à Montréal, de Lucie Morin, professeure à l’Université du Québec à Montréal et de Jacques Forest, professeur à l’Université du Québec à Montréal. Afin de réaliser cette enquête salariale, l’équipe de recherche a collaboré avec TECHNOcompétences, qui est le comité sectoriel de la main-d’œuvre en technologies de l’information et des communications. La collecte de données a été effectuée par la firme Normandin-Beaudry entre les mois de janvier et d’avril 2016. Cent-vingt-cinq organisations ont répondu à l’enquête. Dix d’entre elles n’ont pas rapporté de données quant au roulement volontaire. Ainsi, cent-quinze questionnaires ayant été complétés par des organisations du secteur des TIC au Canada ont été utilisés pour fin d’analyse dans cette étude. Parmi les deux hypothèses générales de recherche, seule l’Hypothèse 1 est confirmée partiellement, puisqu’une seule des variables s’est avérée significative. Autrement dit, une seule des sous-hypothèses découlant de l’Hypothèse 1 a été confirmée. Il s’agit de l’Hypothèse 1b qui traite de la relation entre les vacances annuelles payées et le roulement volontaire. Ainsi, plus une entreprise offrira un nombre élevé de jours de vacances annuellement, plus cette organisation verra son roulement volontaire diminuer. Les autres sous-hypothèses ainsi que l’Hypothèse 2 sont infirmées. En conclusion, ce mémoire rappelle aux gestionnaires l’importance qu’il faut accorder aux pratiques de rémunération tangible. Mais, il réitère aussi l’impact et la nécessité d’accorder une grande importance à l’offre de rémunération dans son ensemble, c’est-à-dire, autant aux composantes tangibles qu’intangibles. / The purpose of this thesis is to study the links between the tangible reward and voluntary turnover components in the information and communications technology sector in Canada. To study this question, hypotheses were formulated. Based on empirical literature and certain theories, 2 general hypotheses, as well as 7 sub-hypotheses were formulated. The first hypothesis suggests that tangible reward is associated with lower voluntary turnover. The 7 sub-hypotheses stem from this first general hypothesis. These relate to the 7 components of tangible reward that are studied in this thesis, that is, the salary per employee, the number of annual vacation days, paid time off for personal reasons, commission programs, performance bonuses, payment for overtime and defined benefit pension plans. The second general hypothesis suggests that the number of tangible reward practices offered is associated with lower voluntary turnover. The cross-sectional data used in this thesis was collected in a survey conducted by a research team under the supervision of Stéphane Renaud, professor at the University of Montréal. The research team is made up of Sylvie St-Onge, professor at HEC Montreal, Denis Morin, professor at the University du Québec à Montreal, Lucie Morin, professor at the University du Québec à Montreal and Jacques Forest, professor at the University du Québec à Montreal. In order to carry out this salary survey, the research team collaborated with TECHNOcompétences, which is the sectoral committee for the workforce in information and communications technologies. The data collection was carried out by Normandin-Beaudry between January and April 2016. One hundred and twenty-five organizations responded to the survey. Ten of them did not report data on voluntary turnover. Thus, one hundred and fifteen questionnaires that were completed by organizations from the information and communications sector in Canada were used for analysis in this study. Of the two general research hypotheses, only Hypothesis 1 is partially confirmed, since only one of the variables was found to be significant. In other words, only one of the sub-hypotheses steming from Hypothesis 1 was confirmed. This is Hypothesis 1b which suggests that there is a significant relationship between annual paid vacation and voluntary turnover. Thus, the more a company will offer a high number of annual vacation days, the more this organization will see its voluntary turnover decrease. The other sub-hypotheses, as well as Hypothesis 2 are invalidated. In conclusion, this thesis serves to remind managers of the importance that must be attributed to tangible reward practices. However, it also reiterates the impact and the need to grant significant importance to the compensation package as a whole, that is, both the tangible and the intangible components.

Ce mémoire a pour objectif d’étudier les liens entre les composantes de la rémunération intangible et le roulement volontaire dans le secteur des technologies de l’information et des communications (TIC) au Canada. À l’aide de de la théorie de l’échange social de Blau (1964) et de la théorie de la dépendance à l’égard des ressources de Balkin et Bannister (1994), puis suite à une revue de la littérature, ce mémoire propose deux hypothèses générales ainsi que sept sous-hypothèses. La première hypothèse générale stipule que la rémunération intangible est associée à un roulement volontaire plus faible. En ce qui concerne les sept sous-hypothèses, elles proviennent de cette première hypothèse générale. Il s’agit des sept composantes de rémunération intangible qui sont analysées dans le cadre de cette recherche, soient le nombre d’heures travaillées par semaine, en moyenne, la possibilité d’un horaire de travail à temps partiel, le nombre d’heures moyens dans la semaine normale de travail, la présence de semaine comprimée de travail, la présence d’un horaire d’été, la possibilité de télétravail et la présence de programmes de formation structurés. La seconde hypothèse générale indique que le nombre offert de pratiques de rémunération intangible est associé à un roulement volontaire plus faible. Les données de nature transversales utilisées dans cette étude proviennent d’entreprises œuvrant dans le secteur des TIC au Canada. En partenariat avec TECHNOcompétences, la collecte de données a été réalisée par la firme Normandin-Beaudry, et ce, de janvier à avril 2016. Cent vingt-cinq questionnaires ont été distribués à autant d’organisations. Ces questionnaires ont été complétés par les directeurs et directrices des ressources humaines des organisations. Dix de ces organisations n’ont rapporté aucune donnée en ce qui a trait au roulement volontaire. Ainsi, les données de 115 questionnaires ont été utilisées et analysées dans le cadre de cette étude. Les deux hypothèses générales de recherche sont infirmées. En effet, dans le cadre de la première hypothèse, aucune des sept sous-hypothèses (1a à 1g) n’ont pu être confirmées. L’ensemble des résultats n’étaient pas significatifs. Pour ce qui est de la deuxième hypothèse, la relation n’est pas significative, infirmant également l’Hypothèse 2. En conclusion, ce mémoire réitère l’importance pour les gestionnaires en ressources humaines et leurs organisations d’offrir des pratiques de rémunération intangible qui sont diversifiées et adaptées à la réalité de la main d’œuvre qui compose le marché du travail. Il vise également à rappeler la nécessité d’avoir une offre de rémunération globale complète, où la rémunération intangible et tangible sont complémentaires. / The purpose of this thesis is to study the links between the intangible reward and voluntary turnover components in the information and communications technology (ICT) sector in Canada. Using Blau’s social exchange theory (1964) and Balkin and Bannister’s resource dependance theory (1994), and the empirical-literature, this thesis proposes two general hypotheses as well as seven sub-hypotheses. The first general hypothesis suggests that intangible reward is associated with lower voluntary turnover. Regarding the seven sub-hypotheses, they come from this first general hypothesis. These are the seven components of intangible reward that are analyzed in this thesis, which are the number of hours worked per week, on average, the possibility of a part-time work schedule, the average number of hours in the normal work week, the presence of a compressed work week, the presence of a summer schedule, the possibility of teleworking and the presence of structured training programs. The second general hypothesis suggests that the number of intangible reward practices offered is associated with a lower voluntary turnover. The cross-sectional data used in this study come from companies operating in the ICT sector in Canada. In partnership with TECHNOcompétences, data collection was carried by Normandin Beaudry’s firm, from January to April 2016. One hundred twenty five surveys were distributed to as many organizations. These surveys were completed by human resources directors from these organizations. Ten of the organizations did not report any data regarding voluntary turnover. Thus, the data of 115 questionnaires were used and analyzed within the framework of this study. The two general research hypotheses are invalidated. Indeed, for the first hypothesis, none of the seven sub-hypotheses (1a to 1g) could be confirmed. The results were not significant. Regarding the second hypothesis, the relationship is not significant, also invalidating the Hypothesis 2. In conclusion, this thesis reiterates the importance for human resources managers and their organizations to offer diversified intangible reward practices that are adapted to the workforce reality that makes up the labor market. It also aims to recall the need to have a complete global compensation offer, where intangible and tangible rewards are complementary.

Masters of Commerce / Organisations should focus their attention on strategies that mitigate the intention to quit of employees, this can be achieved through creating an environment that is favourably disposed to an efficient and engaged workforce and by driving transformational leadership approaches. Recognising the immense value of human capital and the devastating effects linked to the loss of valued employees, organisations should direct their focus on effective ways to deal with undesirable staff turnover issues. In the present challenging economic times, organisations and researchers are increasingly exploring factors that could contribute to retaining talent and improve leadership as well as employee engagement practices to optimise organisational outcomes through employees’ talent. The present study sought to contribute to existing research pertaining to transformational leadership, employee engagement and intention to quit, by observing the variables in a service sector environment. The main objective of the research study was to determine the nature of the relationships among the variables on a sample of employees at a selected organisation. An online questionnaire was sent to 296 possible respondents by means of an electronic link. Out of these, 206 questionnaires were used for analysis. Employees were selected to participate in the study by means of convenience sampling. Four questionnaires were used to gather data namely, a self-developed biographical questionnaire, the Multi-Factor Leadership Questionnaire developed by Avolio and Bass (1995), the Utrecht’s Work Engagement Scale developed by Schaufeli and Bakker (2003) and the Turnover Intention Scale developed by Roodt (2004). Statistical analysis of the data was performed by using the Statistical Package for Social Sciences (SPSS) version 26 and the LISREL 8.80 software program. Item and dimensional analyses were executed on the subscales to identify poor items and to ensure uni-dimensionality of the subscales. In order to test the hypotheses structural equation modelling was used. The multiple regression analytical technique was used to identify the variable that explains the most variance in intention to quit. The research results indicated that a positive relationship between transformational leadership and employee engagement exist. There were significant, negative relationships between transformational leadership and intention to quit and between employee engagement and intention to quit. Regression analysis indicated that employee engagement had a more significant impact on intention to quit than transformational leadership. The limitations of the study and future recommendations for the organisation are discussed.

The high costs associated with turnover and the loss of skilled employees have a significant adverse effect on organizational performance. The loss of one skilled worker can cost 25-500% of an employee's salary with respect to replacement, training, and productivity. The purpose of this descriptive multiple case study was to explore strategies for frontline managers and human resource managers to reduce voluntary employee turnover. The sample consisted of 5 frontline supervisors and 6 human resource leaders with successful experience designing and implementing strategies to reduce voluntary employee turnover in 8 organizations in Orange County, Florida. The conceptual framework for this study was the competing values framework, which researchers have used to explore turnover in different settings. Methodological triangulation occurred from individual interviews, a focus group, and companies' documents. Interview data were analyzed using the modified van Kaam method and the constant comparative method. Analysis resulted in 4 themes (a) knowledge of your workforce, including what motivates your employees; (b) communication, including addressing communication barriers; (c) employee engagement, including leadership development; and (d) performance evaluations, including using a 360-degree feedback system. Social change implications include the potential to help human resource leaders align employee values with the organizational culture, thus increasing job satisfaction and decreasing voluntary employee turnover, which may contribute to lowering unemployment and minimizing the need for social services due to the loss of income.

No description available.