South Dakota State Government Employee Turnover and Work Related Attitudes: An Analysis and Recommendation

1979 ◽  
Vol 13 (2) ◽  
pp. 88-118 ◽  
Author(s):  
C. Kenneth Meyer ◽  
Mitchel J. Beville ◽  
Thomas C. Magedanz ◽  
Ann M. Hackert
Keyword(s):  
South Dakota ◽  
State Government ◽  
Employee Turnover ◽  
Government Employee ◽  
Work Related

scholarly journals Understanding employee turnover in humanitarian organizations

2016 ◽  
Vol 48 (4) ◽  
pp. 208-214 ◽  
Author(s):  
Rameshwar Dubey ◽  
Angappa Gunasekaran ◽  
Nezih Altay ◽  
Stephen J Childe ◽  
Thanos Papadopoulos
Keyword(s):  
Employee Turnover ◽  
Factor Loading ◽  
Personal Factors ◽  
Related Factors ◽  
Content Type ◽  
Factors Affecting ◽  
Work Related ◽  
Humanitarian Organizations ◽  
Using Data ◽  
High Level

Purpose – At a time when the number and seriousness of disasters seems to be increasing, humanitarian organizations find that besides their challenging work they are faced with problems caused by a high level of turnover of staff. The paper aims to discuss these issues. Design/methodology/approach – Based on the 24 variables leading to employee turnover identified by Cotton and Tuttle (1986) the authors analyse the work-related, external and personal factors affecting employee turnover in humanitarian organizations, using a survey of members of the Indian National Institute of Disaster Management. Findings – Results indicated that the three factors are present. Of the external factors, only employment perception had a factor loading over 0.7; of the work-related factors, all were significant; of the personal factors, biographical information, marital status, number of dependants, aptitude and ability and intelligence had the highest loadings. It was also shown that behavioural intentions and net expectation were not significant. Originality/value – Only a few studies reported on employee turnover and its reasons are not well understood in the context of humanitarian organizations. To address this need, the aim of this paper is to explore the personal reasons impacting employee turnover in humanitarian organizations. In the study the authors have adopted 24 variables used in Cotton and Tuttle (1986) and classified into constructs to explain turnover, and further tested the model using data gathered from humanitarian organizations.

An Overlooked Cost of Contracting Out: Evidence From Employee Turnover Intention in U.S. Federal Agencies

2020 ◽  
pp. 009102602094455
Author(s):  
Gyeo Reh Lee ◽  
Sergio Fernandez ◽  
Shinwoo Lee
Keyword(s):  
Turnover Intention ◽  
Employee Turnover ◽  
The United States ◽  
Federal Agencies ◽  
Public Employees ◽  
Contracting Out ◽  
Work Related ◽  
Data Analyses ◽  
Employee Turnover Intention ◽  
The Impact

Contracting out has long been used in all levels of government in the United States, with federal contract spending increasing 8% to 9% annually since 2015. The literature on contracting out has examined the impact of this practice on the work-related attitudes and motivation of public employees who have transitioned to work for private contractors. However, we understand very little about the effects of contracting out on the overwhelming number of public employees who are not displaced. Given the importance of work-related attitudes and turnover for organizations, this study explores the potential consequences of contracting out for employee turnover intention over a period of several years. The results of panel data analyses suggest that an increase in contracting activity in federal agencies increases the employee turnover intention rate. Contracting out also impacts employee turnover intention indirectly through its influence on job satisfaction.

Remembering the Forgotten Minority: An Analysis of American Indian Employment Patterns in State and Local Government, 1991–2011

2019 ◽  
Vol 43 (1) ◽  
pp. 31-54
Author(s):  
Valerie H. Hunt ◽  
Melissa A. Taylor ◽  
Daniel “Ramon” Cox
Keyword(s):  
New Mexico ◽  
South Dakota ◽  
American Indian ◽  
State Government ◽  
Equal Employment Opportunity Commission ◽  
Slight Improvement ◽  
Alaskan Native ◽  
State And Local Government ◽  
State And Local ◽  
Managerial Positions

For the eight states with the greatest percentages of American Indian and Alaskan Native (AIAN) populations—Alaska, Arizona, Montana, New Mexico, North Dakota, Oklahoma, South Dakota, and Wyoming—we use 24 years (1991–2015) of US Equal Employment Opportunity Commission data to examine whether AIANs are overrepresented in the lower paying, less desirable, non-managerial, public sector positions in local and state government bureaucracies and underrepresented in the more desirable, better paying, managerial positions (e.g., administrative and professional positions). In both workforces, we examine if levels of descriptive representation within the states changed over time. We find AIANs continue to suffer pervasive and persistent occupational segregation in non-managerial levels of bureaucratic organizations, in each state except Oklahoma. Across time in managerial ranks, we observe slight improvement in three states—Arizona, New Mexico, and Oklahoma—and declining job shares in the remaining five states.

Job Satisfaction: What factors in the Coal Mining Industry will lead to Higher Satisfaction?

2018 ◽  
Vol 4 (6) ◽  
pp. 17-25 ◽  
Author(s):  
Tracey Tshivhase ◽  
Lethukuthula Vilakazi
Keyword(s):  
Job Satisfaction ◽  
Coal Mining ◽  
Employee Turnover ◽  
Mining Industry ◽  
Balance Growth ◽  
Related Factors ◽  
Coal Mining Industry ◽  
Work Related ◽  
Managerial Support ◽  
Company Culture

In recent years, employee turnover has become a challenge that every human resource department is concerned with. The purpose of this paper is to explore the level of job satisfaction in the coal mining industry. This paper also determines the relationship between company employees and five work-related factors that are considered influential in minimizing employee turnover. A total of 66 questionnaires out of a 100 were usable for this study. The conclusion was that work-life balance, growth opportunities and managerial support play a significant role in job satisfaction. Salary and company culture did not contribute significantly towards job satisfaction. This study contributes to companies’ success by investigating components that contribute to job satisfaction among employees.

Kann der Unternehmensgewinn durch „Spontaneous Recognition“ gesteigert werden?

2014 ◽  
Vol 55 (4) ◽  
pp. 27-32
Author(s):  
Tülin Arslan
Keyword(s):  
Employee Engagement ◽  
Employee Turnover ◽  
German Economy ◽  
Work Force ◽  
Frederick Herzberg ◽  
Work Related ◽  
Total Rewards ◽  
Index Study ◽  
Spontaneous Recognition ◽  
High Level

Ende März 2014 hat das Gallup-Institut seine Studie zum Mitarbeiter-Engagement-Index veröffentlicht, welchen sie seit dreizehn Jahren erhebt. Wieder geben 84% der Befragten über achtzehn Jahren an, dass sie sich gering bis gar nicht dem Unternehmen verbunden fühlen, bei dem sie beschäftigt sind. Auch wenn ihr Anteil von 11% im Jahre 2011 auf nun 16% gestiegen ist, ist der Anteil der Mitarbeiter und Mitarbeiterinnen mit einer hohen emotionalen Bindung zum Unternehmen noch viel zu gering. Bei 33,819 Millionen Erwerbstätigen, die über achtzehn Jahre alt sind, führt diese Situation auf Grund von Fehlzeiten, Fluktuation, Mitarbeiterschwund, Arbeitsunfällen und Qualitätsproblemen zu Mehrkosten für die deutsche Volkswirtschaft in Höhe von mindestens 98,5 Milliarden Euro. Was können Firmen und die einzelnen Führungskräfte unternehmen, um diesen Zustand zu verbessern? Kann durch Anerkennung und Wertschätzung die Bindung der Mitarbeiter und Mitarbeiterinnen und dadurch der Unternehmensgewinn gesteigert werden? The Gallup Institute published the results of its Employee Engagement Index study at the end of March, which it has been conducting for 13 years. Again, 85% of the polled participants over the age of 18 do not feel associated to the company they work for. Although the percentage has increased from 11% in 2011 to 16%, the percentage of employees with a high level of emotional attachment to their company is quite low. As Germany has 33,819 million employees over the age of 18, this lack of attachment leads to issues such as absenteeism, employee turnover, work force decline, work-related accidents and quality issues; which in turn increases the costs for the German economy by at least 98.5 billion Euros. What can companies and individual managers do to improve this situation? Can employee commitment/ retention be improved through employee appreciation and recognition and thus increase business profits? Keywords: total rewards systeme, maslowsche bedürfnispyramide, innere kündigung, gallup studie, frederick herzberg

An Exploration of the Relationship Between Autonomy Congruence, Perceived Supervisor Individualized Consideration, and Employee Outcomes

2020 ◽  
pp. 0734371X2091718
Author(s):  
Jaehee Jong ◽  
Michael Ford
Keyword(s):  
Organizational Citizenship ◽  
State Government ◽  
Organizational Support ◽  
Work Outcomes ◽  
Work Related ◽  
Positive Attitudes ◽  
Work Structure ◽  
The Relationship ◽  
Individualized Consideration

Human resource practices requiring employee participation or involvement in work-related decision-making have been commonly believed to be beneficial to work outcomes; however, we suggest that the effects of those practices on work outcomes can be limited by individual preferences, which influence the perceived quality of supervision. Drawing upon prior research on work structure, person–environment (P-E) fit perspective, and perceived organizational support, we examine the joint effects of autonomy and preference for autonomy on employee work outcomes (task performance and organizational citizenship behaviors) that are mediated via perceived supervision (individualized consideration) among U.S. state government employees. The results showed that the congruence between autonomy and preference for autonomy was associated with the highest level of perceived individualized consideration by supervisors, highlighting the important role played by perceptions of the supervisor behavior in promoting employees’ positive attitudes at work.

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