scholarly journals Colliding Employer-Employee Perspectives of Employee Turnover: Evidence from a Born-Global Industry

2015 ◽  
Vol 58 (6) ◽  
pp. 601-615 ◽  
Author(s):  
Vijay Pereira ◽  
Ashish Malik ◽  
Kajal Sharma
Keyword(s):  
Employee Turnover ◽  
Born Global ◽  
Global Industry

Entering a Brave New World

2021 ◽  
pp. 111-134
Author(s):  
Arild Aspelund ◽  
Øyvind Bjørgum ◽  
Erik Andreas Saether
Keyword(s):  
Online Survey ◽  
Offshore Wind ◽  
Born Global ◽  
Distinctive Features ◽  
Global Industry ◽  
Industrial Companies ◽  
Entry Strategies ◽  
Brave New World ◽  
And Behavior ◽  
Environmental Motivation

This chapter investigates key motivations, drivers, and barriers for firms that are seeking to enter new international supply chains for renewable energy. Offshore wind (OW) is a born global industry with a fully internationalized supply chain from inception. The study adopts a mixed-methods approach by first doing 11 case studies of Norwegian industrial companies entering OW and secondly by conducting an online survey targeting the whole population of Norwegian firms in OW. The study finds that new green industries' distinctive features, managerial motivation, and industry relatedness shape a firm's entry strategies and behavior. Risk and uncertainty, complexity and turbulence, high transaction costs and disadvantages of scale postpone industry entry from established actors. The study finds that environmental motivation tops the list of motivations for managers to enter, but financial motivation is the strongest of perceived market performance. Finally, the study finds that market relatedness is more critical than technological relatedness.

scholarly journals The birth and development of a born global industry: The case of microelectronics in Norway

2017 ◽  
Author(s):  
Arild Aspelund ◽  
Mohammad Javadinia Azari ◽  
Andreas Flåt Aglen ◽  
Sondre Gullord Graff
Keyword(s):  
Born Global ◽  
Global Industry

Effects of Multiple Employment Mobility Measures on Retail Employee Turnover

2005 ◽  
Author(s):  
Kristin Charles ◽  
J. Alison Dezsofi ◽  
Robert R. Sinclair ◽  
James E. Martin
Keyword(s):  
Employee Turnover

Review of Literature on Employee Turnover

2011 ◽  
Vol 4 (2) ◽  
pp. 25-3
Author(s):  
Dr. Ipseeta Satpathy ◽  
◽  
Debi Prasad Das
Keyword(s):  
Employee Turnover ◽  
Review Of Literature

EMPLOYEE RETENTION IN A HIGHER EDUCATION INSTITUTION: AN ORGANISATIONAL DEVELOPMENT PERSPECTIVE

2015 ◽  
Vol 37 (2) ◽  
pp. 33-63 ◽  
Author(s):  
B J Erasmus ◽  
A Grobler ◽  
M Van Niekerk
Keyword(s):  
Higher Education ◽  
Employee Turnover ◽  
Intent To Stay ◽  
Education Institution ◽  
Cross Sectional Study ◽  
Highly Qualified ◽  
Cross Sectional ◽  
High Performing ◽  
Organisational Climate ◽  
Talent Retention

Talent retention and employee turnover are major concerns for higher education institutions (HEIs) because they are losing highly qualified staff to the private sector and to other HEIs that are able to offer better rewards and benefits. The turnover of talented staff is therefore a major concern for the institution under investigation. The retention and voluntary turnover decisions among a workforce of 4 651 employees was thus investigated. A quantitative cross-sectional study was conducted by means of the objective analysis of organisational data in combination with the structured questionnaire (organisational climate survey). Descriptive and inferential statistics were applied to analyse the data across demographic groups, including age, employment category (academic as well as professional and support), etc. The results indicated that the institution’s turnover rate was acceptable (4.34%) and that dysfunctional turnover was marginal because employees with below-standard performance ratings had voluntarily resigned. Positive correlations and significant beta (b) values were reported between Organisational citizenship, Leadership, My manager and Compensation and the employees’ intent to stay in or to leave the organisation. These organisational climate factors were found to explain approximately 30 per cent of the variance in the employees’ intent to stay in or to leave the organisation. The article recommends that a talent retention tool be developed. In addition, it contributes to the literature on retention and turnover of high-performing employees, as it underscores the importance of measuring employee turnover

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

Sign in / Sign up

Export Citation Format

Share Document