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Employee Turnover (employee + turnover)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting71%
Psychology28%

Terms modified by Employee Turnover

  • employee turnover intention
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    Selected Abstracts

    Explaining employee turnover in an Asian context

    HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2001
    Naresh Khatri
    Employee turnover is giving sleepless nights to HR managers in many countries in Asia. A widely-held belief in these countries is that employees have developed ,bad' attitudes due to the labour shortage. Employees are believed to job-hop for no reason, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. This study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are among the highest in Asia. Findings of the study suggest that organisational commitment, procedural justice and a job-hopping attitude were three main factors associated with turnover intention in Singapore companies. [source]

    A Compositional Analysis of the Organizational Climate-Performance Relation: Public Schools as Organizations

    JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 8 2006
    James Griffith
    The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations. [source]

    The Effect of Exercise Date Uncertainty on Employee Stock Option Value

    JOURNAL OF BUSINESS FINANCE & ACCOUNTING, Issue 5-6 2003
    Brian A. Maris
    The IASC recently recommended that employee compensation in the form of stock options be measured at the ,fair value' based on an option pricing model and the value should be recognized in financial statements. This follows adoption of SFAS No. 123 in the United States, which requires firms to estimate the value of employee stock options using either a Black-Scholes or binomial model. Most US firms used the B-S model for their 1996 financial statements. This study assumes that option life follows a Gamma distribution, allowing the variance of option life to be separate from its expected life. The results indicate the adjusted Black-Scholes model could overvalue employee stock options on the grant date by as much as 72 percent for nondividend paying firms and by as much as 84 percent for dividend paying firms. The results further demonstrate the sensitivity of ESO values to the volatility of the expected option life, a parameter that the B-S model or a Poisson process cannot accommodate. The variability of option life has an especially big impact on ESO value for firms whose ESOs have a relatively short life (5 years, for example) and high employee turnover. For such firms, the results indicate a binomial option pricing model is more appropriate for estimating ESO value than the B-S type model. [source]

    UNDERSTANDING THE IMPACT OF PERSONALITY TRAITS ON INDIVIDUALS' TURNOVER DECISIONS: A META-ANALYTIC PATH MODEL

    PERSONNEL PSYCHOLOGY, Issue 2 2008
    RYAN D. ZIMMERMAN
    Historically, researchers have sought to identify environmental causes of employee turnover. This paradigm has led to the underemphasis of individual differences as being an important cause of individuals' turnover decisions. The results of the meta-analysis show that personality traits do have an impact on individuals' turnover intentions and behaviors. The trait of Emotional Stability best predicted (negatively) employees' intentions to quit, whereas the traits of Conscientiousness and Agreeableness best predicted (negatively) actual turnover decisions. A theoretically developed path model showed important direct effects from personality to intentions to quit and turnover behaviors that were not captured through job satisfaction or job performance. These direct effects indicate that employees who are low on Emotional Stability may intend to quit for reasons other than dissatisfaction with their jobs or not being able to perform their jobs well. The direct effects on turnover suggest that individuals who are low on Agreeableness or high on Openness may engage in unplanned quitting. Personality traits had stronger relationships with outcomes than did non-self-report measures of job complexity/job characteristics. [source]

    Gender and Emotional Labor in Public Organizations: An Empirical Examination of the Link to Performance

    PUBLIC ADMINISTRATION REVIEW, Issue 6 2006
    Kenneth J. Meier
    Scholars of public organizations have begun to emphasize emotional labor in studies of gender in the workplace, finding that the skills women bring to organizations are often overlooked and undercompensated even though they play a vital role in the organization. Emotional labor is an individual's effort to present emotions in a way that is desired by the organization. The authors hypothesize that employers with greater emotional labor expectations of their employees will have more effective interactions with clients, better internal relationships, and superior program performance. This article tests the effects of emotional labor in a bureaucratic workforce over time. Multiple regression results show that organizations with more women at the street level have higher overall organizational performance. Additionally, emotional labor contributes to organizational productivity over and above its role in employee turnover and client satisfaction. [source]