AFOPS, Work-Life Balance and the Problems of Recruitment and Retention

2014 ◽  
pp. 174-189
2014 ◽  
Vol 2 (1) ◽  
pp. 34 ◽  
Author(s):  
Fotios V. Mitsakis ◽  
Georgios Talampekos

For many years, the provision of WLB/FPW was offered as an incentive from HR departments to their workforce. However, in the last decade, certain demographic trends and changes in the needs and the nature of the workforce upgraded the WLB/FPW concept to a more significant factor of business growth and competitiveness. The aim of this paper is to demonstrate the need for WLB/FPW in the equation of recruitment and retention of “generation Y” employees as a vital factor of the staffing policies and strategies in the forthcoming years.


2020 ◽  
Vol 187 (9) ◽  
pp. 354-354 ◽  
Author(s):  
Jennifer R Hagen ◽  
Renate Weller ◽  
Timothy Stephen Mair ◽  
Tierney Kinnison

BackgroundRecruitment and retention is currently of major concern and has resulted in the veterinary profession being returned to the UK’s Shortage Occupation List in 2019.MethodsAn online questionnaire of veterinary employees and employers investigating factors contributing to leaving/staying in current employment and the profession. The questionnaire was distributed via specialist veterinary associations’ email lists and social media from September to October 2018.ResultsRespondents had few job changes (median 3), however, 43.7 per cent (n=2390) reported that they were likely or very likely to leave their employment within two years. Vets who were recently qualified, on lower salaries and female were more likely to plan to leave. Most frequently chosen reasons to stay in a position were: team, location and family. Most commonly cited reasons to leave were: work-life balance, management and salary. Respondents most disliked dealing with people, work-life balance and the physical/emotional impacts of the job. They would most like to change the hours worked, team aspects and management. Employers suggested that it was difficult to employ a veterinary surgeon, especially an experienced individual.ConclusionThe current retention crisis is due in part to the differing requirements between modern-day veterinary employees, their employers, the public and the profession.


Diagnostica ◽  
2011 ◽  
Vol 57 (3) ◽  
pp. 134-145 ◽  
Author(s):  
Christine Syrek ◽  
Claudia Bauer-Emmel ◽  
Conny Antoni ◽  
Jens Klusemann

Zusammenfassung. In diesem Beitrag wird die Trierer Kurzskala zur Messung von Work-Life Balance vorgestellt. Sie ermöglicht eine globale, richtungsfreie und in ihrem Aufwand ökonomische Möglichkeit zur Erfassung von Work-Life Balance. Die Struktur der Skala wurde anhand zweier Stichproben sowie einem zusätzlich erhobenen Fremdbild untersucht. Die Ergebnisse der Konstruktvalidierung bestätigten die einfaktorielle Struktur der Skala. Die interne Konsistenz der Skala erwies sich in beiden Studien als gut. Zudem konnte die empirische Trennbarkeit der Trierer Work-Life Balance Skala gegenüber einem gängigen Instrument zur Messung des Work-Family Conflicts ( Carlson, Kacmar & Williams, 2000 ) belegt werden. Im Hinblick auf die Kriteriumsvalidität der Skala wurden die angenommenen Zusammenhänge zu arbeits-, nicht-arbeits- sowie stressbezogenen Outcome-Variablen nachgewiesen. Die Eignung der Trierer Work-Life Balance Kurzskala zeigt sich auch daran, dass die Korrelationen zwischen den erhobenen Outcome-Variablen und dem Work-Family Conflict und denen der Trierer Work-Life Balance Skala ähnlich waren. Überdies vermochte die Trierer Work-Life Balance Skala über die Dimensionen des Work-Family Conflicts hinaus inkrementelle Varianz in den Outcome-Variablen aufzuklären. Insgesamt sprechen damit die Ergebnisse beider Stichproben für die Reliabilität und Validität der Trierer Work-Life Balance Kurzskala.


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