Suchergebnisse

A critique is developed of the model of professionalism adopted by nurses & many other health occupations. The view of professionalism is criticized from two perspectives: (1) As a strategy to increase nurses' control of their working lives, it fails to address two critical factors -- SC & gender -- & hence is ineffective. (2) It is suggested that the model of professionalism incorporates a number of masculine perspectives that run contrary to the interests of most women. Recent strategies to improve nurses' working lives are analyzed in terms of these SC & gender issues. HA

Retaining top talent is a universal concern that is increasingly global. However, the context, meaning, and mechanisms for changing jobs varies around the world. Global Talent Retention: Understanding Employee Turnover Around the World provides the first context-specific global perspective on retaining talent. Although extensive research informs understanding of why employees decide to leave or remain with organizations, the bulk of theory and research adopts a U.S.-centric perspective, problematic because most employees do not work for firms that are U.S.-owned or based. Global Talent Retention addresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars in differing cultural contexts in Africa, Asia, Europe, Latin America, and the Middle East. The chapters represent many of the largest and most dynamic economies in the world, including Bulgaria, China, Denmark, Germany, India, Mexico, South Africa, South Korea, Spain, Turkey, and the UK. Each -- Chapter provides a description of the institutional, legal, and cultural context as it relates to employee mobility, a review of context-specific research leading to a description of how the mechanisms of prominent turnover theories may operate differently in particular contexts, and the implications for research and practice related to employee turnover and retention.

Employee turnover is recognized as costly and disruptive. The costs of employee turnover often exceed 100% of the annual salary for the vacated position. Yet managers are often unaware of the full range of tools and tactics available for effectively managing employee turnover. Based on award-winning research and professional experience, the article offers managers several strategies for effectively managing employee turnover. Strategies offered include both compensation and benefits–based solutions and solutions beyond compensation and benefits.

Data from 666 employees of a large midwestern telephone company were analyzed to identify communication pattern differences between: (a) males and females; (b) exempt and nonexempt employees; and (c) employees using rich and lean communication media. MANOVA and discriminant function analyses results indicated females sent less information to supervisors and experienced less information overload than males. Exempt employees interacted more with department heads and sent less information to peers than nonexempt employees. Those using the richest media communicated more with supervisors while those using the leanest media received most of their information from department heads. Additionally, interaction effects were detected. Discussion is advanced on how these findings might be used to improve intraorganizational communication.

The decision of how many factors to retain is a critical component of exploratory factor analysis. Evidence is presented that parallel analysis is one of the most accurate factor retention methods while also being one of the most underutilized in management and organizational research. Therefore, a step-by-step guide to performing parallel analysis is described, and an example is provided using data from the Minnesota Satisfaction Questionnaire. Recommendations for making factor retention decisions are discussed.

"An up-to-date, scholarly perspective on the increasingly global phenomenon of employee turnover, Employee Retention and Turnover analyses classic and modern theory and research on why employees stay and leave, examining the foundation and looking toward future directions of retention and turnover research. New models such as the job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory have inspired great shifts in thinking on turnover; this book covers these latest theories and findings and considers international differences in turnover predictors and models"--

When the job market improves, many employees who have had few options will be looking for new alternatives. Employee turnover can be expensive, disruptive, and damaging to organizational success. Despite the importance of successfully managing turnover, many retention management efforts are based on misleading or incomplete data, generic best practices that don't translate, or managerial gut instinct at odds with research evidence. This book culminates volumes of academic research on employee turnover into a practical guide to managing retention. Turnover fictions are dispelled and replaced by research-based facts. Keys to diagnosing and managing employee turnover are presented such that readers can effectively manage employee retention today! These ideas are invaluable to audiences from CEOs who care about the impact of turnover on the organization's bottom line to the managers who suffer the most when their best talent leaves; from human resource professionals whose career success may depend on effectively managing turnover to students mastering new knowledge and skill sets.