The Economics of Hiring and Staff Retention for an IT Company in Russia

2010 ◽  
pp. 54-63
Author(s):  
Andrey Terekhov ◽  
Karina Terekhova
Keyword(s):  
Staff Retention

Family-supportive organizational environment and turnover intention

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fatemeh Taheri
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Work Life ◽  
Organizational Environment ◽  
Staff Retention ◽  
Negative Consequences ◽  
Content Type ◽  
Work Family ◽  
Work Family Enrichment ◽  
Family Enrichment

PurposeThe purpose of this paper is to test a model in which family-supportive organizational environment is associated with lower levels of turnover intention through higher levels of work-family enrichment and job satisfaction.Design/methodology/approachBased on a sample of 300 employees, the bootstrap procedure for estimating indirect correlations in multiple mediator models was used to test the research hypotheses.FindingsThe results suggest that employees experiencing high levels of family-supportive organizational environment are likely to report lower intention to leave their profession by virtue of their higher levels of job satisfaction and work-life enrichment.Research limitations/implicationsThe study is limited to public organization and sample size. Further research is needed to make comparison between large/state-owned and small/private organizations.Practical implicationsIn the Iran context, work-family enrichment and job satisfaction are effective in reducing the employees' turnover intention. Organizations should show concerns for the employees' work-life enrichment and job satisfaction to reduce their turnover intention.Social implicationsTurnover is one of the problems of organizations in many countries throughout the world including Iran, which has negative consequences through increasing the cost of organizations. The results of this study suggest ways in which staff retention could be improved.Originality/valueThe present study contributes to supportive organizational environment literature by addressing the relationship between family-supportive organizational environment and employee-related outcomes. Given some commonalities between Iran and other developing countries, the findings might be of potential interest in comparative studies dealing with the employees' turnover issue.

scholarly journals Contexts and mechanisms that promote access to healthcare for populations experiencing homelessness: a realist review

BMJ Open ◽  
2021 ◽  
Vol 11 (4) ◽  
pp. e043091
Author(s):  
Rikke Siersbaek ◽  
John Alexander Ford ◽  
Sara Burke ◽  
Clíona Ní Cheallaigh ◽  
Steve Thomas
Keyword(s):  
Health System ◽  
Healthcare Access ◽  
Grey Literature ◽  
Realist Review ◽  
Access To Healthcare ◽  
Staff Retention ◽  
Programme Theory ◽  
Eligibility Criteria ◽  
Ovid Medline ◽  
High Level

ObjectiveThe objective of this study was to identify and understand the health system contexts and mechanisms that allow for homeless populations to access appropriate healthcare when needed.DesignA realist review.Data sourcesOvid MEDLINE, embase.com, CINAHL, ASSIA and grey literature until April 2019.Eligibility criteria for selecting studiesThe purpose of the review was to identify health system patterns which enable access to healthcare for people who experience homelessness. Peer-reviewed articles were identified through a systematic search, grey literature search, citation tracking and expert recommendations. Studies meeting the inclusion criteria were assessed for rigour and relevance and coded to identify data relating to contexts, mechanisms and/or outcomes.AnalysisInductive and deductive coding was used to generate context–mechanism–outcome configurations, which were refined and then used to build several iterations of the overarching programme theory.ResultsSystematic searching identified 330 review articles, of which 24 were included. An additional 11 grey literature and primary sources were identified through citation tracking and expert recommendation. Additional purposive searching of grey literature yielded 50 records, of which 12 were included, for a total of 47 included sources. The analysis found that healthcare access for populations experiencing homelessness is improved when services are coordinated and delivered in a way that is organised around the person with a high degree of flexibility and a culture that rejects stigma, generating trusting relationships between patients and staff/practitioners. Health systems should provide long-term, dependable funding for services to ensure sustainability and staff retention.ConclusionsWith homelessness on the rise internationally, healthcare systems should focus on high-level factors such as funding stability, building inclusive cultures and setting goals which encourage and support staff to provide flexible, timely and connected services to improve access.

scholarly journals Consultant staffing in UK congenital cardiac services: a 10-year survey of leavers and joiners

Open Heart ◽  
2021 ◽  
Vol 8 (2) ◽  
pp. e001723
Author(s):  
David Steven Crossland ◽  
Richard Ferguson ◽  
Alan Magee ◽  
Petra Jenkins ◽  
Frances A Bulock ◽  
...  
Keyword(s):  
Turnover Rate ◽  
Adult Congenital Heart Disease ◽  
Staff Retention ◽  
High Turnover ◽  
National Review ◽  
Adult Congenital ◽  
Level 1 ◽  
The Uk ◽  
Cardiac Surgeons ◽  
Work Abroad

ObjectivesTo report the numbers of consultant congenital cardiac surgeons and cardiologists who have joined and left UK practice over the last 10 years and explore the reasons for leaving.MethodsRetrospective observational questionnaire study completed between 11 June 2019 and 1 July 2020 by UK level 1 congenital cardiac centres of 10-year consultant staff movement and reasons suggested for leaving UK practice.ResultsAt survey completion there were 218 (202 whole time equivalent (WTE)) consultant cardiologists and surgeons working within level 1 centres made up of 39 (38 WTE) surgeons, 137 (128.5 WTE) paediatric cardiologists, 42 (35.5 WTE) adult congenital heart disease (ACHD) cardiologists. 161 (74%) consultants joined in the last 10 years of whom 103 (64%) were UK trained. There were 91 leavers giving a staff turnover rate 42% (surgeons 56%, paediatric cardiologists 42%, ACHD cardiologists 29%). Of those, leaving 43% moved to work abroad (surgeons 55%, paediatric cardiologists 40%, ACHD cardiologists 67%). Among the 65 reported reasons for leaving 16 were financial, 9 for work life balance, 6 to working conditions within the National Health Service (NHS) and 12 related to the profession in the UK including six specifically highlighting the national review process.ConclusionsThere has been a high turnover rate of consultant staff within UK congenital cardiac services over the last 10 years with almost half of those leaving moving to work overseas. Financial reasons and pressures relating to working in the NHS or the specialty in the UK were commonly reported themes for leaving. This has major implications for future planning and staff retention within this specialised service.

scholarly journals Factors supporting retention of health and wellbeing staff in Aboriginal health services: a strength-based case study

2021 ◽  
Vol 19 (1) ◽  
Author(s):  
Sara Deroy ◽  
Heike Schütze
Keyword(s):  
Health Service ◽  
Health Services ◽  
Aboriginal Health ◽  
Social Accountability ◽  
Cultural Safety ◽  
Staff Retention ◽  
Professional Advancement ◽  
Aboriginal Community ◽  
Health And Wellbeing

Abstract Background Aboriginal Community Controlled Health Services are fundamental to improving the health and welfare of Aboriginal peoples. A key element that contributes to the effectiveness of these services are Aboriginal health and wellbeing staff. However, Aboriginal health and wellbeing staff often suffer high rates of stress and burnout. Current literature focuses on proposed strategies to increase staff retention in Aboriginal Health Services, yet, there is limited information available showcasing what has actually worked. Method This was an intrinsic strengths-based case study of one regional Aboriginal Community Controlled Health Service. Semi-structured research yarning interviews were conducted with past and present staff employed in health and wellbeing roles to highlight the factors that staff felt contributed to their retention. Results Ten interviews were conducted between February and April 2018. Six key themes emerged: social accountability, teamwork and collaboration, cultural safety, supervision, professional advancement, and recognition. We add to the literature by identifying the importance of bi-directional communication, and showing that social accountability, teamwork and collaboration, cultural safety, supervision, professional advancement, and recognition continue to be important factors that contribute to health and wellbeing staff retention in Aboriginal Health Services. Conclusion This exemplar Aboriginal Health Service may provide insights into future strategies to improve staff retention in other health services.

Abstract W P290: Stroke Nurse Fellowship: Improving Quality and Coordination in Complex Stroke Patient Care

Stroke ◽  
2014 ◽  
Vol 45 (suppl_1) ◽  
Author(s):  
Domonique Banks, MS, RN ◽  
Karen Yarbrough, MS, ACNP ◽  
Christine Ball, BSN, RN, CNRN
Keyword(s):  
Patient Education ◽  
Patient Care ◽  
Interdisciplinary Collaboration ◽  
Staff Retention ◽  
Learning Program ◽  
Program Outcomes ◽  
New Graduate ◽  
Comprehensive Stroke Center ◽  
Stroke Center ◽  
Education Performance

Background: Aligned with our Primary Stroke Center’s goal to achieve Comprehensive Stroke Center (CSC) designation, nursing leadership met to discuss strategies to increase bedside expertise following an influx of new graduate nurses. CSCs are required to operate inpatient stroke units staffed by qualified stoke caregivers, comply with professional standards, and demonstrate a commitment to providing stroke related education. Thus, a stroke nurse fellowship (SNF) program was developed. The SNF serves as an essential resource for nursing/patient education, performance improvement, and staff retention. The purpose of this abstract is to provide an overview of the SNF Program content, implementation, and feasibility. Methods: The SNF curriculum was developed from the American Board of Neuroscience Nursing’s new Stroke Certified Registered Nurse (SCRN) credentialing. The program reviews CSC standards/performance measures and provides interdisciplinary neurology rounding experiences, mock survey tracer exercises, rehab facility observation, and BAT code simulated learning. Program classes are 4 hours biweekly for 6 months and culminate with a mentored process improvement (PI) project. Potential applicants are recruited from the pool of less experienced nursing staff. Results: Nine candidates from 3 nursing units submitted applications. Seven were selected to begin the fellowship program in September, 2013. Program outcomes include percent of stroke related patient education standards documented, percent of candidates successful on SCRN examination, PI project impact, and increased nurse retention. Also, barriers and facilitators of the program will be reviewed. Conclusion: Developing a SNF program was feasible due to interdisciplinary collaboration and use of existing resources, thereby minimizing financial constraints. The SNF Program supports the UMMC’s commitment to the regulatory and educational standards of a CSC. There is potential for other specialty services to use this program as a model for developing unit based experts and improving the quality of patient care.

scholarly journals Total rewards strategy for a multi-generational workforce in a financial institution

2014 ◽  
Vol 14 (1) ◽  
Author(s):  
Mark Bussin ◽  
Dirk J. Van Rooy
Keyword(s):  
Generational Differences ◽  
Financial Incentives ◽  
Financial Institution ◽  
Survey Design ◽  
Staff Retention ◽  
Financial Industry ◽  
Total Reward ◽  
Managerial Implications ◽  
The Impact ◽  
Skilled Staff

Orientation: Different generations may value and perceive employee rewards differently. This impacts on reward strategies in the workplace which have been specifically developed to attract, retain and motivate staff. A one-size-fits-all approach to reward strategy may not achieve the objectives intended, leading to direct and indirect financial implications for businesses.Research purpose: This study investigated whether perceptions of reward strategy differed across generations in a large financial institution in South Africa. This context was specifically chosen due to the significant competition to attract and retain staff that exists in the financial sector. To contribute to the practical challenges of reward implementation, the study investigated whether specific reward preferences associated with generation exist, and whether offering rewards based on these preferences would successfully attract and retain staff.Motivation for study: South African businesses are competing for skilled staff and rely heavily on a total reward strategy to compensate all generations of employees. Given the financial incentives to retain and attract the most effective staff, it is essential that reward strategies meet their objectives. All factors impacting the efficacy of reward strategies should be considered, including the impact of generational differences in preference. This is of relevance not only to the financial industry, but to all companies that employ staff across a variety of generations.Research design, approach and method: A quantitative survey design was used. A total of 6316 employees from a financial firm completed a survey investigating their experiences and perceptions of reward strategies. Statistically significant differences across different generations and reward preferences were considered.Main findings: Significant differences in reward preferences were found across generational cohorts. This supports international literature.Practical/managerial implications: The results indicate that there is an opportunity for businesses and managers to link components of the total reward strategy to specific generations in the workforce by offering a wider variety of reward options to employees. Employee perceptions indicate a willingness to have reward strategies tailored to their needs and to have a greater say in their reward strategies. The challenge is in presenting the options in a fair and transparent manner, in providing choice and in tracking long-term retention and motivation based on the reward strategy.Contribution: The study found that generations value rewards differently, which will enable management to develop more strategic approaches to reward. This research extends international evidence to include workplaces in emerging economies, which have the additional challenges of high rates of unemployment, but also scarce skills and competition for skilled staff. The findings of this research go some way to support the need to develop more dynamic, flexible and generation-specific reward strategies to support staff retention and attraction.

scholarly journals Investigating the impact of status and context on workplace incivility.

2019 ◽  
Author(s):  
Amy Irwin ◽  
Charlotte Patricia Irvine ◽  
Barbara Bekes ◽  
Emily Nordmann
Keyword(s):  
Higher Education ◽  
Student Behavior ◽  
Online Survey ◽  
Context Effects ◽  
Emotional Impact ◽  
Staff Retention ◽  
Teaching Context ◽  
Context Specific ◽  
The Uk ◽  
The Impact

Incivility has been reported as having an adverse impact on student learning, faculty staff retention and student commitment within Higher Education. As such this behaviour has the potential to reduce student achievement and could have a financial impact on institutions. The aim of this two-stage study was to examine the impact of teaching context (lecture versus tutorial) and instigator status (staff versus student) on the perception and impact of incivility in academia. Study 1 recruited participants from Scotland and utilised a vignette-based approach to evaluate status and context effects across four fictional teaching scenarios, each illustrating the uncivil behaviour of ignoring someone. Study 2 recruited participants from the UK and Ireland and used an online survey to gather quantitative and qualitative data investigating uncivil behaviours within lectures and tutorials. The combined results indicate that the uncivil behaviours absenteeism, non-participation, ignoring and unrelated behaviours were all more frequent during a lecture in comparison to a tutorial. Uncivil behaviours were associated with a higher emotional impact within tutorials as opposed to lectures and an assertive response to incivility was more likely in a tutorial than a lecture. In terms of status student behavior was perceived as more uncivil than the equivalent staff behavior, yet a higher emotional response was reported for staff as opposed to student incivility, regardless of context. These results indicate the need for a tailored context-specific approach to addressing incivility within Higher Education, with practical implications discussed.

scholarly journals Staff Retention

1958 ◽  
Vol 19 (2) ◽  
pp. 129-133
Author(s):  
William H. Jesse
Keyword(s):  
Staff Retention
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