Assessment of Factors for High Employee Turnover Rate on Organizational Performance in Ndala Mission Hospital Tabora Tanzania

2021 ◽  
Vol 11 (9) ◽  
pp. 57-66
Author(s):  
A Muharami Esther ◽  
Onyancha Hezron ◽  
O Okendo Evans
Keyword(s):  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Rate ◽  
Mission Hospital

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.

A Model to Predict Employee Turnover Rate: Observing a Case Study of Chinese Enterprises

2018 ◽  
Vol 4 (4) ◽  
pp. 38-48 ◽  
Author(s):  
Ming Fang ◽  
Jiahao Su ◽  
Jiamin Liu ◽  
Yuxi Long ◽  
Renjie He ◽  
...  
Keyword(s):  
Employee Turnover ◽  
Turnover Rate ◽  
Chinese Enterprises

A Decade's Worth

2020 ◽  
pp. 179-200
Author(s):  
Ria Roy
Keyword(s):  
Construction Industry ◽  
Performance Improvement ◽  
Cash Flow ◽  
Employee Turnover ◽  
Turnover Rate ◽  
Improve Performance ◽  
Deep Dive ◽  
Construction Company ◽  
Financing Costs

After witnessing a year-on-year growth of 50% since its inception in 1993, Ziggurat Developers was well on its way to being the next niche, technically sophisticated, and edgy construction company in Mumbai, India. This case takes a deep dive into how winning a prestigious construction contract in the country led to Ziggurat's loss of revenue, cash flow deficits, year-on-year losses, high financing costs, loss of banking, idling of resources, loss of credibility, and high employee turnover rate. Instead of these significant contracts providing a strong foothold in the construction industry, it destroyed Ziggurat and the recovery took a decade. Performance improvement is often the study of how to improve performance when discrepancies are confined to a silo or a subset of functions within an organization. But how do you get back to exemplary performance when you are boxed in and there is no way out?

Profit sharing, firm performance and union influence in selected European countries

2004 ◽  
Vol 33 (3) ◽  
pp. 335-350 ◽  
Author(s):  
Daryl D'Art ◽  
Thomas Turner
Keyword(s):  
Adverse Effect ◽  
Private Sector ◽  
Organizational Performance ◽  
19Th Century ◽  
Employee Turnover ◽  
Positive Relationship ◽  
Profit Sharing ◽  
European Countries ◽  
Primary Focus ◽  
Financial Participation

Schemes of profit sharing and employee share‐holding have a 19th century origin. The objects of profit sharing vary according to its proponents. The primary focus of this paper will be on managerial schemes of financial participation and the expectations that their installation will lead to an improvement in organizational performance and employee behaviour. Using a survey of 2,827 private sector firms in 11 European countries we test for the effect of profit sharing on profitability, productivity and employee turnover and absenteeism. In addition, the effect of profit sharing on union influence is examined. In common, with other research in this area, our results show that while there is some evidence of a positive relationship between profit sharing and organizational performance, this was not definitive. In the case of union influence, there was some evidence of an adverse effect of these schemes on the solidarity of the collective.

scholarly journals STRUCTURE AND STAFF MOVEMENT WITHIN STATE VETERINARY SERVICE OF RUSSIAN FEDERATION

2019 ◽  
pp. 61-66
Author(s):  
I. M. Klinovitskaya ◽  
M. A. Shibayev ◽  
A. V. Belchikhina ◽  
A. K. Karaulov
Keyword(s):  
Human Resources ◽  
Russian Federation ◽  
Employee Turnover ◽  
Work Experience ◽  
Turnover Rate ◽  
The State ◽  
Length Of Service ◽  
Veterinary Service ◽  
Control And Prevention ◽  
And Gender

Major resources for any organization are human resources which condition the company’s performance. The article presents the analysis of quantitative and qualitative indicators of the number, structure and movement of staff of the state veterinary service of the Russian Federation in 2018. All indicators were examined at diff erent organizational levels of the veterinary service: the country’s veterinary service as a whole, at the level of the executive veterinary bodies of Russian subjects (including the state veterinary surveillance divisions), establishments for control and prevention and those for laboratory analysis and diagnosis. The work deals with the staff structure of the country’s state veterinary service categorized by education, length of service, age and gender. To study the movement of staff of the state veterinary service connected to recruitment and retirement of specialists, we calculated and analyzed a number of parameters: employee turnover rate for recruitment, employee turnover rate for leaving, total staff turnover rate, staff replacement rate. In 2018 the Russian state veterinary service comprised around 52,304 veterinary specialists, the majority of them (81%) being employed at establishments for control and prevention. The core of veterinary specialists is represented by employees with a university degree (75%), work experience of more than 10 years (55%), belonging to age group of 36–50 years (43%), female (62%). The results of analysis of human resources of the veterinary service allow us to determine the weak points of personnel policy and work out measures to deal with them if the need arises.

scholarly journals Power spectral and bispectral study of factors affecting employee turnover

2018 ◽  
Vol 10 (1) ◽  
pp. 1727-1734
Author(s):  
Vivian W.Y. Tam ◽  
Khoa N. Le
Keyword(s):  
Employee Turnover ◽  
Turnover Rate ◽  
Mainland China ◽  
Working Environment ◽  
Structured Interviews ◽  
Factors Affecting ◽  
Power Spectral ◽  
Voluntary Employee Turnover ◽  
Major Factors ◽  
Colleague Relationships

Abstract Voluntary employee turnover can cause organ­izations to lose profits and competitiveness. Unexpected employee turnover may also result in project delay and reduction in project quality. It is important to control employee turnover rate and maintain good employees within an organization. This paper investigates the major causes of voluntary employee turnover in engineer­ing industries. Australia, Mainland China, and Taiwan were selected for the investigation. Questionnaires were administered, and structured interviews were conducted. Power spectrum was used for the analysis. It was found that “Good physical working environment”, “Receiving advanced training”, and “Short travel distance between home and work” are the major job-related ideal factors for the Australian, Mainland China, and Taiwan respondents, respectively. However, “Far distance between work and home” and “Dislike the colleague relationships” are found as the major factors for leaving jobs for the Australian/ Taiwan and Mainland China respondents, respectively. Recommendations to improve and to control employee turnover rate are also discussed.

EMPLOYEE MOBILITY AND INNOVATION: THE ROLE OF TURNOVER RATE AND NETWORK CENTRALITY

2021 ◽  
Author(s):  
HOLLY H. CHIU ◽  
YU-QIAN ZHU ◽  
WILSON FONDA
Keyword(s):  
Employee Turnover ◽  
Turnover Rate ◽  
Social Capital Theory ◽  
Network Centrality ◽  
Capital Theory ◽  
Employee Mobility ◽  
New Type ◽  
The Impact ◽  
A Company

Innovation is crucial to a company’s competitive advantage and employees play an important role in generating innovation within a company. Based on social capital theory, we proposed a new type of social network: the employee mobility network, and explored the impact of employee mobility on innovation. Specifically, we examined the role of both employee turnover rate, and an organisation’s centrality in the employee mobility network in predicting innovation. We collected data from World Intellectual Property Organisation (WIPO), Talentale, and Forbes Global 2000 to test our hypotheses. The results showed that turnover rate had a significantly inverted-U curve relationship with innovation, and both degree and closeness centralities of an organisation in the employee mobility network had a significant positive relationship with innovation. Based on the results, we suggest that companies should find a balanced value for their turnover rate to get the highest return in innovation. Also, we suggest that companies should improve social influence in employee mobility networks in order to attract talent and increase company innovation.

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