Understanding and Preventing Employee Turnover

Child welfare agencies have identified worker turnover as a particularly problematic organizational issue. In children’s mental health agencies, turnover also seems to be an issue for residential care services. Do people voluntarily leave child welfare and children\u27s mental health organizations because of the work itself, because of the workload, or because they find “success” difficult to experience? These are often given as reasons by departing employees, but to develop a comprehensive understanding why turnover takes place in these organizations, this paper looks at the research on turnover in organizations generally and in child welfare and children\u27s mental health organizations specifically. Research on unwanted employee turnover has produced thousands of articles. We begin by exploring the major themes in this literature and then relate these themes to research done in human services organizations, and child welfare and children\u27s mental health organizations specifically. We conclude with a list of research questions to pursue in our study of workers’ experiences in the workplace

Ethics and taxation : a cross-national comparison of UK and Turkish firms

This paper investigates responses to tax related ethical issues facing busines

Collective leadership behaviors : evaluating the leader, team network, and problem situation characteristics that influence their use

The focus on non-hierarchical, collectivistic, leadership has been steadily increasing with several different theories emerging (Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012). While most take the view that collectivistic approaches to leadership (e.g., shared and distributed leadership) are emergent properties of the team, a recent, integrative framework by Friedrich, Vessey, Schuelke, Ruark and Mumford (2009) proposed that collective leadership, defined as the selective utilization of expertise within the network, does not eliminate the role of the focal leader. In the present study, three dimensions of collective leadership behaviors from the Friedrich et al. (2009) framework — Communication, Network Development, and Leader–Team Exchange were tested with regard to how individual differences of leaders (intelligence, experience, and personality), the team's network (size, interconnectedness, and embeddedness), the given problem domain (strategic change or innovation), and problem focus (task or relationship focused) influenced the use of each collective leadership dimension

A Test of Direct and Partially Mediated Relationships Between Leader Member Exchange, Job Embeddedness, Turnover Intentions, and Job Search Behaviors in a Southern Police Department

Job embeddedness has been found to predict turnover intentions, job search behaviors and turnover, and job embeddedness researchers assert, but have not tested, that job embeddedness is a mediator of other organizationally significant factors relative to organizational outcomes. A relationship not previously explored is the role of a supervisor in job embeddedness, which was operationalized in this study as leader-member exchange. A single panel survey was conducted in a police department in the southern United States with 276 current members holding the rank of police officer. Usable surveys were completed by 128 of those police officers, which is a response rate of 46 percent. These surveys assessed the participant\u27s perceptions of leader-member exchange, organizational job embeddedness, turnover intentions, and job search behaviors. The results indicated statistically significant positive correlations between leader-member exchange and the organizational job embeddedness, and significant negative correlations between leader-member exchange and turnover intentions, leader-member exchange and job search behaviors, organizational job embeddedness and turnover intentions, and organizational job embeddedness and job search behaviors. The literature suggested an a priori model in which the exogenous variable leader-member exchange directly affected organizational job embeddedness, which directly affected turnover intentions, which directly affected job search behaviors. In this a priori model the relationship between leader-member exchange and turnover intentions and job search behaviors was mediated by organizational job embeddedness. A measurement model, a saturated structural model, and 4 nested models were tested through structural equation modeling and each was found to be an acceptable fit to the data. There was no statistically significant difference between any of the models and the most parsimonious was accepted. In that model leader-member exchange had a direct positive effect on organizational job embeddedness, which in turn had a direct negative effect on turnover intentions, which in turn had a direct positive effect on job search behaviors. These findings support the proposition that having a good relationship with a supervisor improves the extent to which the employee is embedded in the organization and that embeddedness reduces turnover intentions which reduces job search behaviors

A SENSITIVITY ANALYSIS FOR RELATIVE IMPORTANCE WEIGHTS IN THE META-ANALYTIC CONTEXT: A STEP TOWARDS NARROWING THE THEORY-EMPIRICISM GAP IN TURNOVER

Turnover is one of the most important phenomena for management scholars and practitioners. Yet, researchers and practitioners are often frustrated by their inability to accurately predict why individuals leave their jobs. This should be worrisome given that total replacement costs can exceed 100% of an employee’s salary (Cascio, 2006) and can represent up to 40% of a firm’s pre-tax income (Allen, 2008). Motivated by these concerns, the purpose of this study was to assess the predictive validity of commonly-investigated correlates and, by extension, conceptualizations of employee turnover using a large-scale database of scientific findings. Results indicate that job satisfaction, organizational commitment, and embeddedness (e.g., person-job fit, person-organization fit) may be the most valid proximal predictors of turnover intention. Results for a tripartite analysis of the potential empirical redundancy between job satisfaction and organizational commitment when predicting turnover intention align well with previous research on this topic and generally suggest that the two constructs may be empirically indistinguishable in the turnover context. Taken together, this study has important implications for the turnover and sensitivity analysis literatures. With regard to the sensitivity analysis literature, this study demonstrates the application of a sensitivity analysis for relative importance weights in the meta-analytic context. This new method takes into account variance around the meta-analytic mean effect size estimate when imputing relative importance weights and may be adapted to other correlation matrix-based techniques (i.e., structural equation modeling) that are often used to test theory

A Job Embeddedness Comparison of Professors Based on Employment Status and Type

The purpose of this study was to explore the possibility of difference in the job embeddedness attitudes of full-time and part-time professors, and possible differences in job embeddedness attitudes between professors at community colleges and state universities. This research project focused on Criminology and Criminal Justice departments. The dependent variables were on-the-job and off-the-job embeddedness, and the independent variables were school type and employment status. The timely study was based on the recent trend toward hiring adjunct professors in lieu of tenured professors at community colleges and universities. The literature review identified a lacuna in the embeddedness literature within the education context, and more especially in higher education. Embedded figures theory, field theory, social exchange theory, affect theory, job satisfaction, employee retention, and intention to leave were all instrumental in the evolution of job embeddedness. This quantitative study employed a causal-comparative design to examine the two research questions. A convenience sample of 148 volunteer full-time and part-time professors/instructors participated from a population of approximately 230-260 professors. All professors were asked to complete an online questionnaire. There were 14 community colleges and 12 state universities in one state who agreed to participate. Data was collected online via Survey Monkey and uploaded into SPSS for analysis. Each research question used a 2 × 2 factorial ANOVA. The two-way ANOVA examined the three null-hypotheses all at once for each research question. A relationship was discovered between full-time and part-time professors with off-the-job embeddedness, and this null (H05) was rejected at p \u3c .001

The Use of Online Panel Data in Management Research: A Review and Recommendations

Management scholars have long depended on convenience samples to conduct research involving human participants. However, the past decade has seen an emergence of a new convenience sample: online panels and online panel participants. The data these participants provide—online panel data (OPD)—has been embraced by many management scholars owing to the numerous benefits it provides over “traditional” convenience samples. Despite those advantages, OPD has not been warmly received by all. Currently, there is a divide in the field over the appropriateness of OPD in management scholarship. Our review takes aim at the divide with the goal of providing a common understanding of OPD and its utility and providing recommendations regarding when and how to use OPD and how and where to publish it. To accomplish these goals, we inventoried and reviewed OPD use across 13 management journals spanning 2006 to 2017. Our search resulted in 804 OPD-based studies across 439 articles. Notably, our search also identified 26 online panel platforms (“brokers”) used to connect researchers with online panel participants. Importantly, we offer specific guidance to authors, reviewers, and editors, having implications for both micro and macro management scholars

Dynamic Capability Building through partnering: An Australian Mobile handset case Study

Dynamic capabilities are increasingly seen as an organisational characteristic for innovation and are regarded as a source of competitive advantage. In a quest for sustainability, service organisations are partnering with their stakeholders, and subsequently are aptly bringing innovation in services to market. Most of existing empirical research regarding dynamic capabilities seeks to define and identify specific dynamic capabilities, as well as their organizational antecedents or effects. Yet, the extent to which the antecedents of success in particular dynamic capabilities, contribute to innovation in service organisations remains less researched. This study advances the understanding of such dynamic capability building process through effective collaboration, and highlights the detailed mechanisms and processes of capability building within a service value network framework to deliver innovation in services. Deploying a case study methodology, transcribing interviews with managers and staff from an Australian telco and its partnering organisations, results show that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness and collaborative agility are all core to fostering innovation in services. Practical implications of this research are significant, and that the impacts of collaboration and the dynamic capabilities mentioned above are discussed in the context of a mobile handset case study

The affective extension of ‘Family’ in the context of changing elite business networks

Drawing on 49 oral-history interviews with Scottish family business owner-managers, six key-informant interviews, and secondary sources, this interdisciplinary study analyses the decline of kinship-based connections and the emergence of new kinds of elite networks around the 1980s. As the socioeconomic context changed rapidly during this time, cooperation built primarily around literal family ties could not survive unaltered. Instead of finding unity through bio-legal family connections, elite networks now came to redefine their ‘family businesses’ in terms of affectively loaded ‘family values’ such as loyalty, care, commitment, and even ‘love’. Consciously nurturing ‘as-if-family’ emotional and ethical connections arose as a psychologically effective way to bring together network members who did not necessarily share pre-existing connections of bio-legal kinship. The social-psychological processes involved in this extension of the ‘family’ can be understood using theories of the moral sentiments first developed in the Scottish Enlightenment. These theories suggest that, when the context is amenable, family-like emotional bonds can be extended via sympathy to those to whom one is not literally related. As a result of this ‘progress of sentiments’, one now earns his/her place in a Scottish family business, not by inheriting or marrying into it, but by performing family-like behaviours motivated by shared ethics and affects

Perspectives of transformational leadership by child welfare workers : impacts on turnover inention

Indiana University-Purdue University Indianapolis (IUPUI)It is not a new phenomenon that there is a high turnover rate among social workers. In particular, child welfare has shown the highest rates of staff turnover. To address the issue, turnover and retention of child welfare workers have been studied for decades. The history of research produced a long list of determinants for child welfare worker turnover, more than 20 factors, and showed conflicting findings with the same variables. Moreover, the long list of factors for workers’ decisions to leave has poorly contributed to organizational practices for retaining child welfare workers. Therefore, this study aims to examine organizational factors, particularly leadership, for child welfare worker turnover intention, in order to help child welfare agencies to invent a practice model to prevent qualified worker’s turnover. To do so, it is important to examine the effect of organizational commitment on employees’ turnover intention. Therefore, following is the primary research question: Does the use of transformational leadership style in social work organizations explain child welfare worker turnover intention? A cross-sectional survey research was employed among workers in public child welfare agencies in a Midwest state, United States (N=214). Five models were examined in terms of the direct and indirect effects of transformational leadership on turnover intention of child welfare workers using STATA ver. 15. The study finding showed that transformational leadership styles of local office directors had a direct and negative effect on child welfare workers’ turnover intention. As a result, this study recommends that child welfare provide local office directors with leadership training to reduce preventable turnover of child welfare workers. However, the findings should be cautiously interpreted due to the sampling strategy used in this study