Work Alienation among IT Workers: A Cross-Cultural Gender Comparison

Information Technology (IT) has experienced a worrisome decline in female participation over two decades, much of which can be attributed to fewer women choosing IT careers. However, women IT professionals also demonstrate mid-career turnover for reasons such as work-life balance, work exhaustion, role ambiguity, role conflict, and growth needs. This study explores alienation among women IT professionals and examines factors that lead to work alienation and abandonment of IT careers. Such alienation appears to be less prevalent in Asian countries where women perceive IT careers to be more conducive to female participation. A comparison among women from American and Asian cultures is proposed

Tangible and intangible rewards in service industries: problems and prospects

Willingness and readiness of people to do their jobs are among the key factors of a successful enterprise. In XXI century intellectual human labour is gaining unprecedented value and is being developed actively. The demand for intellectual labour calls forth an increasing number of jobs and professions that require an extensive preparation, a large number of working places, high level of integration of joint human efforts, growth of social welfare. These trends are becoming ever more pervasive and are spreading widely in service industries, and that explains the rapid development of the latter when compared to the traditional areas of human activity. In its turn, it heightens the need for staff in service companies, supported by significant personnel turnover and a certain shortage of skilled professionals. These circumstances determine the need for developing a new concept of fostering staff motivation at the enterprises in the sphere of services. In order to reach the stated purpose while conducting our research into tourism and hospitality industry, as well as retail chains, we have examined the problems that arise in the process of staff motivation, and studied the foreign practice of motivating staff in hotels. The obtained analysis results enabled us to work out practical recommendations on improvement of the mechanism of tangible and intangible rewards in service companies, which are based on external and internal motivational factors. Additional attention in the article is paid to the statement that financial incentives should be based on key performance indicators (KPI). We give a detailed consideration to the classification of internal motivation incentives of the staff according to the terms of their realization, and give a schematic representation of the performance dynamics of the internal motivation model in service businesse

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

Relating Voluntary Turnover with Job Characteristics, Satisfaction and Work Exhaustion - An Initial Study with Brazilian Developers

High rates of turnover among software developers remain, involving additional costs of hiring and training. Voluntary turnover may be due to workplace issues or personal career decisions, but it might as well relate to Job Characteristics, or even Job Satisfaction and Work Exhaustion. This paper reports on an initial study which quantitatively measured those constructs among 78 software developers working in Brazil who left their jobs voluntarily. For this, we adapted well-known survey instruments, namely the JDS from Hackman and Oldham's Job Characteristics Model, and Maslach et al.'s Burnout Measurement. In average, developers demonstrated low to moderate autonomy (3.75, on a 1-7 scale) and satisfaction (4.08), in addition to moderate exhaustion (4.2) before leaving their jobs, while experiencing high task significance (5.15). Also, testers reported significantly lower job satisfaction than programmers. These results allow us to raise interesting hypotheses to be addressed by future studies.Comment: 4 pages, no figures, 3 tables. Final version for ICSE CHASE 201

Antecedents and outcomes of personnel perceptions of the effectiveness of career management practices in the New Zealand Defence Force : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University

This research examined antecedents and outcomes of perceptions of the effectiveness of career management practices (PECMP) using a military sample. Past research has shown mixed results regarding the relationship between experiencing career management practices and organisational commitment and turnover intentions; however positive relationships have been found when perceptions of career management are measured. This present study hypothesised that PECMP would be positively related to commitment (affective and continuance) and job satisfaction and negatively related to turnover intentions. Based on the literature a number of variables were hypothesised as antecedents of PECMP. A sample of 436 Regular Force New Zealand Defence Force (NZDF) personnel responded to a NZDF attitude survey, which measured commitment, job satisfaction, turnover intentions, PECMP and 13 proposed antecedents of PECMP. Regression analysis showed that PECMP was positively related to affective commitment and job satisfaction but not to continuance commitment. Job satisfaction and affective and continuance commitment were negatively related to turnover intentions, with affective commitment the strongest contributor. PECMP was higher when career management was perceived as fair, sufficient feedback was given, personnel felt satisfied with their past career development, expectations were met, personnel felt they had input into their career development and personnel perceived the NZDF valued their career development. The study also found that one-to-two times per year was perceived as sufficient contact with a career manager and that the frequency of contact influenced attitudes towards the career manager. Personnel who defined their career as the military, opposed to their trade, were more affectively committed to the NZDF but not less likely to intend to leave. Personnel viewed career success differently (laterally and hierarchically), but this did not influence PECMP or career development satisfaction. This study provides empirical support for the benefits of effective career management in the reduction of voluntary turnover in the military via its influence on affective commitment and in turn, intentions to leave. The study also identifies features of best practice career management that should be used when designing and, most importantly, implementing career management

Does it work? evaluating a new pay system

This report focuses on the evaluation of the impact of new pay systems in large, unionised multi-site organisations by the organisations themselves. Evaluation of the effectiveness of a pay system, however, does not take place in a vacuum and relates to the aims and objectives of the pay system concerned. Moreover, evaluation is not an end in itself. It is, therefore, relevant to consider if any further steps were taken as a result of evaluation. Accordingly our research questions were: • What were the aims and objectives of organisations when introducing new pay arrangements? • What data did organisations collect and review to inform their evaluation? • What steps have organisations taken as a result of their evaluation? We re-appraised our data from 10 NHS trusts in England which had introduced some innovations in pay and grading in the 1990s. Additionally, we looked at seven multi-site unionised organisations outside the NHS in both the public and private sectors, which had recently made changes to their reward systems, carrying out interviews and inspecting documents. The main output is a template for the evaluation of Agenda for Change by NHS organisations

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

Firm and Employee Effects of an Enterprise Information System: Micro-econometric Evidence

We investigate the impact of adopting an enterprise resource planning (ERP) system on performance changes and employee outcomes in a retail chain. We find that: (i) sales and inventory turnover initially drop by 7 % and recover in 6-12 months; (ii) inventory turnover recovers more quickly for establishments that adopt ERP later; (iii) employee outcomes, including increased workload, greater job difficulty and enhanced multitasking, vary significantly over time, though implications for employee welfare are ambiguous.enterprise resource planning; retailing; Finland; IT

New Jersey 9-1-1 Consolidation Study: Site Visit Results and Implications for Consolidation

In 1999, the Center for Government Services at Rutgers, The State University of New Jersey completed a study of New Jersey's E9-1-1 system. The study offered a snapshot of the extensive and decentralized network of communications centers that receive incoming calls requesting emergency assistance and that dispatch police, fire, and medical units. In 2005, the New Jersey Office of Management and Budget commissioned the John J. Heldrich Center for Workforce Development at Rutgers University to build on the findings of the 1999 study by exploring ways to improve the efficiency of New Jersey's E9-1-1 system while maximizing the use of available funding.This report is the result of site visits and interviews with officials from 12 PSAPs. The focus of this report is on the current landscape of local operations, funding, staffing, equipment, and technology. In addition, this report identifies issues associated with consolidation, including barriers and opportunities, and presents recommendations for promoting consolidation in New Jersey. It is the third of four deliverables to be produced by the Heldrich Center for the State of New Jersey's 9-1-1 Consolidation Study.Presently, there are over 200 Public Safety Answering Points (PSAPs) and more than 100 enhanced Public Safety Dispatch Points (PSDPs) operating in New Jersey. The central goal of this study is to determine whether a consolidation of PSAPs and PSDPs could reduce costs while maintaining and/or improving the level of service. In this report, consolidation is defined as the reduction in the number of locally managed PSAPs and PSDPs that provide emergency communications services

Valuing human resources: perceptions and practices in UK organisations.

Despite Government and academic interest in valuing human resources, there has been relatively little progress in reflecting the value of human resources in UK organisations. This research uses a survey questionnaire to identify perceptions and practices in the area of valuing human resources in three types of UK organizations; traditional companies, knowledge intensive companies and local authorities. The survey focuses on the importance of valuing human resources, current measurement practices, key barriers to the valuation of human resources and the progress expected in this field over five years in UK organisations. Although the majority of respondents identified that the measurement/valuation of human resources was important to their organization, only little or moderate progress in recognizing the worth of human resources in financial statements was expected. The main reasons for this were identified to be lack of understanding and support of the area by others in the organization, particularly senior management, lack of resources, uncertainty as to what information should be reported and lack of precision and reliability in current human resource measures. The research identified that there is more interest in the area from human resource professionals than accounting professionals and that valuation of human resources should be included in internal reports rather than reported externally. More research is now needed, both on conceptual models for valuing human resources within organizations and empirical research focusing on issues such as gaining commitment to valuing of human resources by senior management, the development of systems of valuing human resources, how systems to value employees, when developed, are implemented in organisations and the consequences, both intended and unintended of how the systems operate in practice