The Cost of Teacher Turnover in Alaska

Low teacher retention - high turnover - affects student learning. Teacher recruitment and retention are challenging issues in Alaska. Rates vary considerably from district to district and year to year, but between 2004 and 2014, district-level teacher turnover in rural Alaska averaged 20%, and about a dozen districts experienced annual turnover rates higher than 30%. High turnover rates in rural Alaska are often attributed to remoteness and a lack of amenities (including healthcare and transportation); teachers who move to these communities face additional challenges including finding adequate housing and adjusting to a new and unfamiliar culture and environment. Though urban districts have lower teacher turnover rates, they also have challenges with teacher recruitment and retention, particularly in hard-to-fill positions (such as special education and secondary mathematics) and in difficult-to-staff schools. Annually, Alaskan school districts hire about 1,000 teachers (500-600 are hired by its five largest districts), while Alaska’s teacher preparation programs graduate only around 200. The costs associated with teacher turnover in Alaska are considerable, but have never been systematically calculated,1 and this study emerged from interests among Alaska education researchers, policymakers, and stakeholders to better understand these costs. Using data collected from administrators in 37 of Alaska’s 54 districts, we describe teacher turnover and the costs associated with it in four key categories: separation, recruitment, hiring, and induction and training. Our calculations find that the total average cost of teacher turnover is $20,431.08 per teacher. Extrapolating this to Alaska’s 2008-2012 turnover data, this constitutes a cost to school districts of approximately$20 million per year. We focused on costs to Alaskan school districts, rather than costs to individual communities, schools, or the state. Our calculation is a conservative estimate, and reflects typical teacher turnover circumstances - retirement, leaving the profession, or moving to a new school district. We did not include unusual circumstances, such as mid-year departures or terminations. Our cost estimate includes costs of separation, recruitment, hiring, and orientation and training, and excludes the significant costs of teacher productivity and teacher preparation. We suggest that not all turnover is bad, nor are all turnover costs; and emphasize the need to focus on teacher retention as a goal, rather than reducing turnover costs. Even with conservative estimates, teacher turnover is a significant strain on districts’ personnel and resources, and in an era of shrinking budgets, teacher turnover diverts resources from teaching and learning to administrative processes of filling teacher vacancies. Our recommendations include: • Better track teacher turnover costs • Explore how to reduce teacher turnover costs • Support ongoing research around teacher turnover and its associated costs • Explore conditions driving high teacher turnover, and how to address themUniversity of Alaska FoundationExecutive Summary / Acknowledgements / Funding / Contact / What is teacher turnover? / What are the impacts of teacher turnover? / What factors are associated with teacher turnover? / What are the costs associated with teacher turnover? / Challenges in calculating turnover costs / Method / Analysis / Findings / Implications / Recommendations / Limitations / Conclusions / References / Appendix A: Detail costs of teacher turnover / Appendix B: Occupation codes & wages used for cost calculation

Labour turnover in the West Bank : an analysis of causes of turnover in the industrial sector

The main objective of this study is to develop an understanding of the causes of turnover in manufacturing companies in the West Bank. Within this context, the study attempts to investigate the characteristics of ex-workers in relation to the causes of turnover which influence their decisions, the characteristics of short-term, medium-term and long-term quitters. In addition the way in which the reasons for turnover perceived by ex-workers, personnel managers and union leaders are examined. This study emphasises the differences between causes, conditions and correlates of turnover. Finally, the study relates the correlates to the causes of turnover rather than to the turnover rates as done by many previous studies. In order to achieve the main objective of the study, 306 ex-workers, 30 personnel managers and 10 union leaders were included in this study (questioned or interviewed). The result of the study showed that the major reasons for turnover which influenced the ex-workers were (i) inadequate salary (ii) poor supervision (iii) lack of autonomy at work. In addition availability of jobs in the neighbouring labour markets was a condition which also encouraged the workers to leave their work. Moreover, it was found that personal reasons were the least frequently cited reasons. But, personal characteristics were found to be the most important group of variables which discriminate between the responses of leavers

Career orientations and turnover intentions of information systems professionals in South Africa

Bibliography: leaves 93-103.Managing Information Systems (IS) personnel has frequently been cited as a major challenge for organisations, particularly with respect to reducing and controlling the high rate of turnover that IS personnel have historically displayed. In the past, with demand for qualified IS personnel outstripping supply, alternative job openings were plentiful and organisations found it difficult to attract and retain sufficient staff. However, the last few years have seen significant cutbacks in IS spending, resulting in declining growth rates and a reduced demand for IS personnel. Although the South African IS job market does not appear to be as severely affected as in other parts of the world, and there are still pockets of high demand worldwide, it seems unlikely that the IS industry will return to its former glory in the foreseeable future. Despite these stringent market conditions, organisations continue to be plagued with high, and even more surprisingly, increasing turnover rates. This trend is particularly perturbing for organisations that are highly dependent on IS because of its negative implications. Employee turnover is costly and disrupting, often leading to delays in project completion, there is a loss of valuable expertise and productivity of the IS department is reduced. Although, this research project only considered IS personnel turnover at the individual level, there are many other factors related to the work and external environments that are believed to affect IS personnel turnover in South Africa. However, these factors which include organisational structure, perceived job market and government policy, are very difficult to measure and are often beyond the control of organisations endeavouring to reduce and control turnover; and as such were not explicitly studied

Elections, Ideology, and Turnover in the U.S. Federal Government

A defining feature of public sector employment is the regular change in elected leadership. Yet, we know little about how elections influence public sector careers. We describe how elections alter policy outputs and disrupt the influence of civil servants over agency decisions. These changes shape the career choices of employees motivated by policy, influence, and wages. Using new Office of Personnel Management data on the careers of millions of federal employees between 1988 and 2011, we evaluate how elections influence employee turnover decisions. We find that presidential elections increase departure rates of career senior employees, particularly in agencies with divergent views relative to the new president and at the start of presidential terms. We also find suggestive evidence that vacancies in high-level positions after elections may induce lower-level executives to stay longer in hopes of advancing. We conclude with implications of our findings for public policy, presidential politics, and public management

Do it Right or Not at All: A Longitudinal Evaluation of a Conflict Managment System Implementation

We analyzed an eight-year multi-source longitudinal data set that followed a healthcare system in the Eastern United States as it implemented a major conflict management initiative to encourage line managers to consistently perform Personal Management Interviews (or PMIs) with their employees. PMIs are interviews held between two individuals, designed to prevent or quickly resolve interpersonal problems before they escalate to formal grievances. This initiative provided us a unique opportunity to empirically test key predictions of Integrated Conflict Management System (or ICMS) theory. Analyzing survey and personnel file data from 5,449 individuals from 2003 to 2010, we found that employees whose managers provided high-quality interviews perceived significantly higher participative work climates and had lower turnover rates. However, retention was worse when managers provided poor-quality interviews than when they conducted no interviews at all. Together these findings highlight the critical role that line mangers play in the success of conflict management systems

Turnover rate of staff nurses

Thesis (M.S.)--Boston Universit

Strategic retirement reform: identifying the broader strategic effects from changes in human capital

This project seeks to understand the changes in the decision-making process to stay or leave the military upon adoption of a defined contribution retirement system, and the potential implications of human capital that might follow. Multiple theses have been written regarding potential cost savings of a defined contribution plan and how a change of this nature could affect military personnel retention rates. This project differs from other research in the field in that we assume the Department of Defense will shift the retirement compensation away from a pension system and 20-year vesting of benefits in the near future. This report focuses on the decision-making process that service members use and the potential implications for the services that might follow under a DC plan, and how that decision-making process might change. Specifically, we utilize the unfolding model of voluntary turnover to assess the decision-making process for military personnel and assess the potential impacts from a voluntary turnover, retention, and Human Capital Theory perspective.http://archive.org/details/strategicretirem1094527893Captain, United States Marine CorpsLieutenant, United States NavyApproved for public release; distribution is unlimited

Causes and Consequences of Collective Turnover: A Meta-Analytic Review

Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research

Unit-Level Voluntary Turnover Rates and Customer Service Quality: Implications of Group Cohesiveness, Newcomer Concentration, and Size

Despite substantial growth in the service industry and emerging work on turnover consequences, little research examines how unit-level turnover rates affect essential customer-related outcomes. The authors propose an operational disruption framework to explain why voluntary turnover impairs customers’ service quality perceptions. Based on a sample of 75 work units and data from 5,631 employee surveys, 59,602 customer surveys, and organizational records, results indicate that unit-level voluntary turnover rates are negatively related to service quality perceptions. The authors also examine potential boundary conditions related to the disruption framework. Of three moderators studied (group cohesiveness, group size, and newcomer concentration), results show that turnover’s negative effects on service quality are more pronounced in larger units and in those with a greater concentration of newcomers

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major “considerations,” including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) antecedents. The review concludes with broad directions for future research