Strategies to Reduce Voluntary Employee Turnover

High voluntary turnover negatively impacts an organization\u27s profits, resulting in high expenses for businesses. The findings contribute to practical ways for small business leaders to maintain long-term employees, minimize operational costs, and enhance local economic stability. Grounded in the concept of transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies small business leaders use to reduce voluntary employee turnover. The participants comprised 5 private industry leaders in the state of Virginia, who were successful in reducing voluntary employee turnover. Data collected through semistructured face-to-face interviews and analysis of company documents. Based on Yin\u27s data analytical approach, 3 themes emerged: employee satisfaction, monetary incentives, and the work environment. Data analysis resulted in recommendations for action, including exit interviews, workplace culture, open communication, and creating a fulfilling environment for employees. Recommendations for action provide a way for leaders to gather valuable information from exiting employees. The implications for positive social change included the possibility to impact the communities surrounding small businesses through a stable workforce and spending of employees

EXAMINING MANAGERIAL LEADERSHIP BEHAVIOR, PERCEIVED PROXIMITY, AND JOB SATISFACTION IN DISTRIBUTED WORK ARRANGEMENTS

More than 70% of all employers and managers utilize flexible or distributed work arrangements (Greenfield, 2017; World at work, 2017). Yet, it appears that few organizations are prepared to manage the relationship elements that come with a distributed workforce (Boss, 2017; Miller & Campell, 2013). Using structural equation modeling and data from 838 participants, the study examined the relationship between managerial behavior, perceived proximity, and job satisfaction within organizations that utilize distributed work. The results indicate that managerial behavior has a positive relationship with perceived proximity and employee job satisfaction and supports previous literature showing perceived proximity to be more reliable than objective physical distance when evaluating relationship outcomes

Motivational Communication Strategies for Virtual Teams

Organizational leaders may not communicate effectively to motivate their virtual teammembers to achieve goals. Leaders who lack communication strategies to motivate virtual team members can lead to dissatisfied employees and increased timelines to achieve project goals for their organization. This may adversely impact the accurate and timely achievement of goals, reducing profits and thereby, shareholder returns. Grounded in Herzberg\u27s two-factor theory, the purpose of this multiple case study was to explore leaders\u27 communication strategies to motivate virtual team members to achieve project goals. The participants consisted of eight virtual team leaders in the northeastern United States who successfully implemented communication strategies to motivate their virtual team members within the past year (July 2021- July 2022). Data was collected using video conferencing and telephone semi-structured interviews and a review of public company documents. Through thematic analysis, three themes were identified: (a) leaders used multiple communication tools, (b) had a frequency of communication, and (c) provided feedback to their teams. A key recommendation for leaders to motivate their virtual team members to accomplish goals is to increase their communication using different communication tools and provide adequate clear feedback to their virtual team members. The implications of this study for positive social change include the potential for virtual team leaders to improve job satisfaction and motivation among virtual team members, resulting in enhanced rapport by understanding how to prevent dissatisfaction within their organizations

Critical issues in library management : organizing for leadership and decision-making

Papers from the thirty-fifth Allerton Institute. [October 24-26, 1993]Includes bibliographical references

The relationship of teachers\u27 job satisfaction and their perceptions of principals\u27 leadership styles in private vocational high schools in a selected metropolitan area of Taiwan

The primary purpose of this study was to determine the relationship between teachers\u27 job satisfaction and their perceptions of principals\u27 leadership styles (transformational, transactional, and laissez-faire leadership styles) in the Kaohsiung Metropolitan Area of Taiwan. A secondary purpose was to examine the difference between teachers\u27 gender, educational level, and length of service in terms of their perceptions of the three different leadership styles and job satisfaction. The sample consisted of 629 full-time private vocational high school teachers. The translated Multifactor Leadership Questionnaire (MLQ) was used to measure teachers\u27 perceptions of their principals\u27 leadership styles. The translated Minnesota Satisfaction Questionnaire (MSQ) Short Form was used to measure teachers\u27 general job satisfaction. The demographic sheet designed by the researcher was used to request subjects to provide information about gender, educational level, and length of service. Pearson product-moment correlations were computed between each leadership scale and general job satisfaction. Stepwise multiple regression analysis was used to predict which subset of MLQ leadership scales would most influence job satisfaction. The t test was used to compare the difference on teachers\u27 gender, educational level, and length of service with both the perceptions concerning the leadership styles of their principals and their job satisfaction. The major conclusions drawn from the study were: (a) Teachers perceived their principals\u27 leadership styles to be predominantly laissez-faire, (b) overall transformational leadership and its subscales were positively correlated with general job satisfaction, (c) female teachers perceived their principals as more transformational leaders and less laissez-faire leaders than male teachers, but there was no significant difference between male and female teachers\u27 perceptions of their principals\u27 transactional leadership style, (d) there was no significant difference between teachers with bachelor degree and less than bachelor degree nor between those who had served more and less than 10 years, in terms of their perceptions of the three different leadership styles, and (e) higher levels of job satisfaction were found among female teachers, those with bachelor degree, and those with less than 10 years of service

The psychological contracts of experienced college instructors

The purpose of this study was to determine the contents and nature of the psychological contracts of experienced college instructors, taking into account the passage of time and context, in order to further understand the employment relationships that existed between instructors and the employing college system. The experienced college instructor, for the purposes of this study, was identified as one who was 45 years of age or older, with 15 or more years of teaching experience in the college system. The majority of these experienced instructors were members of the baby boom generation and, as such, demanded a certain amount of attention, particularly with respect to their sheer numbers and their consequential impending exit from the system. The study utilized a five-part framework, including the identification of the employer, the contents, the passage of time, the context, and the nature of the psychological contract. Data collection consisted of the use of interviews, focus group sessions, and a survey, collecting both qualitative and quantitative data. The data were treated descriptively through frequency analysis and inferentially through principal component analysis, identifying various dimensions of the psychological contract with respect to contents, passage of time, context, and nature of obligations. Dimensions drawn from the principal component analysis did not differ significantly from those derived from the descriptive treatment of the data. The analysis of variance procedure used indicated that female instructors perceived the dimensions of the psychological contract significantly different, as did instructors with 20-24 years of experience or over 25 years of experience in the organization. Also, instructors between the ages of 50 and 54 years perceived the dimensions of the psychological contract different, as did instructors with a mix of technical/vocational and academic levels of education. Conclusions drawn from the study included (1) there were at least two types of psychological contracts at work, such as the organizational one and the agential one, (2) as the duration of the employment relationship increased, the psychological contract became more complex and sophisticated, (3) a dynamic was occurring in the organization that indicated instructors experienced a facelessness and depersonalizing of the organization, resulting in an employment relationship that was perceived to be impersonal, detached, self-centered, work-oriented, and less-than-reciprocal, and (4) the concepts of both organization identity theory and identity theory would be useful to use in the measurement and conceptualization of the psychological contract concept. Implications drawn from the study indicated that it may be irrelevant to ask the identity of the employer. A more sophisticated measure, other than the use of typologies for example, is required in order to comprehend the psychological contracts of the long-term employee, working in a public service capacity, performing emotional labour, being in close proximity with clients for extended periods of time, as educators and role models. Implications exist for the employer and instructor alike, as identified in this study, in order to increase the organizational effectiveness of the college system. The apparent usefulness in considering context and the passage of time in the examination of the psychological contract in education, in particular, is this study's contribution to the research area. Further research, in collaboration with psychological contract research, involving the concepts of organizational learning, organizational memory, and institutional professionalism are compelling areas of interest, particularly in reference to not only the large and influential members of the baby boom generation but to other generational groups within the organization

Strategies for Promoting Employee Engagement in the Canadian Banking Sector

Globally, more than 70% of the labor force do not actively engage in the workplace. Disengaged employees are often absent, increase customer dissatisfaction, and decrease organizational profitability. Bank managers who fail to address employee disengagement risk organization profitability and competitive position. Grounded in Khan\u27s engagement theory, the purpose of this qualitative single case study was to explore strategies bank managers use to promote employee engagement for increased organizational profitability. The participants comprised 5 bank managers from a single bank in Toronto, Canada, who successfully implemented employee engagement strategies to increase organizational profitability. Data were collected from semistructured interviews, company documents, and journaled notes. Thematic analysis revealed 3 themes: training and development, effective internal communication and feedback, and reward and recognition. A key recommendation is that bank managers develop engagement strategies that promote employee engagement to increase performance and impact financial performance while considering employees interests. The implications for positive social change include the potential for bank managers who increase profitability to increase charitable contributions to social causes such as cancer support and disaster relief as part of corporate social responsibility. Additionally, engaged employees who take pride in their company are likely to volunteer in company-related social initiatives, which could benefit the community