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Employee Retention (employee + retention)
Selected AbstractsRACIAL DIFFERENCES IN EMPLOYEE RETENTION: ARE DIVERSITY CLIMATE PERCEPTIONS THE KEY?PERSONNEL PSYCHOLOGY, Issue 1 2007PATRICK F. McKAY Given considerable racial differences in voluntary turnover (Bureau of Labor Statistics, 2006, Table 28), the present study examined the influence of diversity climate perceptions on turnover intentions among managerial employees in a national retail organization. The authors hypothesized that pro-diversity work climate perceptions would correlate most negatively with turnover intentions among Blacks, followed in order of strength by Hispanics and Whites (Hypothesis 1), and that organizational commitment would mediate these interactive effects of race and diversity climate perceptions on turnover intentions (Hypothesis 2). Results from a sample of 5,370 managers partially supported both hypotheses, as findings were strongest among Blacks. Contrary to the hypotheses, however, White men and women exhibited slightly stronger effects than Hispanic personnel. [source] The ironic value of loyalty: Dispute resolution strategies in worker cooperatives and conventional organizationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2006Elizabeth A. Hoffmann Employee retention and satisfaction are key concerns for employers. In this article, I explore a variety of worker characteristics that affect how workers respond to troubling events and circumstances in the workplace. I examine how they approach their workplace problems, focusing on the value of their loyalty and how this loyalty might affect their problem-related decisions. This research suggests that worker loyalty presents an irony for managers, which I call the ironic value of loyalty: workers with greater loyalty are less likely to exit when they encounter workplace problems, decreasing turnover problems, yet when more loyal workers choose to remain at work, they are more likely to raise grievances, either formally or informally, to confront the problems. Thus, worker loyalty appears both to solve and create problems for managers dealing with worker discontent. [source] Tuition reimbursement, perceived organizational support, and turnover intention among graduate business school studentsHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2006Marshall Pattie Recent research has shown that while tuition reimbursement is generally associated with employee retention, employees may be more inclined to switch jobs when they earn graduate degrees. This article investigates the relationship between employees currently receiving tuition reimbursement and intention to leave the organization. Analysis of survey data from 322 employed graduate students shows that receiving tuition reimbursement is positively related to perceived organizational support, which reduces turnover intention. However, employees working toward degrees unrelated to their current jobs express greater intention to leave the organization, which increases as they near graduation. [source] Nonfinancial Performance Measures and Promotion-Based IncentivesJOURNAL OF ACCOUNTING RESEARCH, Issue 2 2008DENNIS CAMPBELL ABSTRACT In this paper, I examine the sensitivity of promotion and demotion decisions for lower-level managers to financial and nonfinancial measures of their performance and investigate the extent to which the behavior of lower-level managers reflects promotion-based incentives. Additionally, I test for learning versus effort-allocation effects of promotion-based incentives. I find that promotion and demotion decisions for store managers of a major U.S.-based fast-food retailer (QSR) are sensitive to nonfinancial performance measures of service quality and employee retention after controlling for financial performance. The likelihood of demotion in this organization is also sensitive to nonfinancial performance on the dimension of service quality, while the probability of exit is primarily sensitive to financial performance measures rather than nonfinancial performance measures. I also find evidence that the behavior of lower-level managers is consistent with the incentives created by the weighting of nonfinancial performance measures in promotion decisions. Managers in locations where there is a higher ex ante probability of promotion and a higher potential reward upon promotion demonstrate significantly higher levels and rates of performance improvement in service quality. Finally, consistent with promotion-based incentives inducing both effort-allocation and learning effects, I find that performance-improvement rates for service quality: (1) are higher in prepromotion periods in markets where promotions occur, (2) decrease immediately after the occurrence of a promotion in the same market area, and (3) remain higher than in markets where promotions do not occur. These findings provide some of the first empirical evidence on an alternative to the explicit weighting of nonfinancial metrics in compensation contracts as a mechanism for generating improvements in nonfinancial dimensions of performance. [source] | ||||||||||