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The 7 hidden reasons employees leave: How to recognize the subtle signs and act before it's too late
Abstract
More than 85% of managers believe employees leave because they have been pulled away by "more pay" or "better opportunity." Yet, more than 80 percent of employees say it was "push" factors related to poor management practices or toxic cultures that drove them out. This gaping disparity between belief and reality keeps organizations from addressing the costly problems of employee disengagement and regrettable turnover with on-target solutions.The 7 Hidden Reasons Employees Leave gives readers a deeper understanding of why conventional exit interviewing doesn't work, and what organizations can do to identify, prevent, and correct the root causes of these problems. This valuable book shows how to avoid job-person mismatches, how to align employee expectations with the realities of the position and the company, how to provide constructive feedback and coaching that breeds employee confidence, and much more.The 7 Hidden Reasons Employees Leave incorporates data from surveys of 19,700 employees performed by the Saratoga Institute, an internationally recognized research organization.
... A vast majority of prior studies addressing the causes of employee complaints have been conducted in Western cultures. They have documented that employees' perceived misfit with work content, and/or job responsibilities could result in employees' grievances or complaints (Bacharach and Bamberger, 2004;Furåker, 2009;Branham, 2012;Warr and Inceoglu, 2012). Moreover, employees' dissatisfaction with supervision, work conditions (Bacharach and Bamberger, 2004), managerial monitoring (Kleiner et al., 1995), unfair treatment (Boswell and Olson-Buchanan, 2004), and employment rights disputes (Walker and Hamilton, 2011b) have also been affirmed as causes of complaints. ...
... We adopted the P-E combination perspective to review prior studies. Concerning the P-E misfit factors, some prior studies (e.g., Bacharach and Bamberger, 2004;Furåker, 2009;Branham, 2012;Warr and Inceoglu, 2012) from Western cultures have indicated that employees' perceived misfit with work content and job responsibilities could result in their dissatisfaction and subsequent behaviors (e.g., complaints). However, more studies (e.g., Piasentin and Chapman, 2006;Westover and Taylor, 2010;Rubin and Edwards, 2020) based on the theory of work adjustment supported that the misfit or incongruence between employees' needs and organizations' rewards was the principal factor that determined employees' dissatisfaction and subsequent workplace complaints. ...
... First, it identifies four P-E interactional factors and two P-E misfit factors that lead to Chinese employees' complaints in the workplace. Some of these causes-such as dissatisfaction with work conditions, perceived misfit regarding job responsibilities and work content-have been documented in prior studies (e.g., Bacharach and Bamberger, 2004;Furåker, 2009;Branham, 2012;Warr and Inceoglu, 2012). This study reveals that dissatisfaction with interpersonal relationships with colleagues, management systems, and authoritarian leadership are prominent causes in the Chinese context. ...
This study aims to investigate the causes of workplace complaints among Chinese employees and to develop a scale to measure them, drawing on the theory of work adjustment. We first obtained 49 items regarding employees' complaints following rigorous item generation and refinement procedures. Then, we conducted a survey with convenience sampling and obtained a sample of 268 employees. The exploratory factor analysis based on this sample generated a six-factor solution that explained 65.85% of the variance. The six factors include four person-environment (P-E) interactional factors, namely, dissatisfaction due to (a) interpersonal relationships; (b) management systems; (c) work conditions; and (d) authoritarian leadership; and two P-E misfit factors, namely, perceived misfit regarding (e) work content; and (f) job responsibilities. Furthermore, we obtained another sample of 349 employees through snowball sampling, on which we further validated the six-correlated-factor solution through confirmatory factor analysis. This study contributes to the literature by identifying causes of Chinese employees' complaints different from those attributed to their counterparts in Western cultures. This outcome particularly reveals that “dissatisfaction with interpersonal relationships” with colleagues was the leading cause of complaints among Chinese employees, rather than the “misfit between employees' needs and organizational rewards” revealed by Western culture-based studies. Both our findings and the scale we developed have practical implications for companies that employ Chinese employees.
... Cuando somos felices en el trabajo, estamos más motivados, rendimos más, somos más productivos, mejores compañeros, tenemos mejores ideas, etc., y todo ello aumenta enormemente las probabilidades de tener éxito. La felicidad pronostica importantes resultados, como son una mayor productividad y rendimiento en el trabajo, mayor auto-control, mejores relaciones interpersonales, una mejor salud física y mental, así como una mayor longevidad (Branham, 2012;Peterson et al., 2011;Pryce-Jones, 2010). Partiendo de esta base, y para mostrar como el modelo de negocio basado en la felicidad que permitió a la compañía Zappos 1 alcanzar el éxito es altamente rentable (Hsieh, 2010), se realizaron varias sesiones con el objetivo de transmitir a los estudiantes la importancia de la felicidad en el trabajo, y permitirles reflexionar sobre los resultados individuales del diagnóstico Happiness at Work Survey. ...
... Numerosos estudios (Lyubomirsky, King & Diener, 2005;Lyubomirsky, Sheldon & Schkade, 2005;Peterson, Luthans, Avolio, Walumbwa & Zhang, 2011;Pryce-Jones, 2010) demuestran que la felicidad pronostica importantes resultados e indicadores, como son una mayor productividad y rendimiento en el trabajo, un mayor auto-control, mejores relaciones interpersonales, una mejor salud física y mental, así como una mayor longevidad. En esta línea, recientes investigaciones (Branham, 2012) muestran que las razones subyacentes por las que los empleados abandonan las organizaciones se deben cinco veces más a factores internos (como la insatisfacción o descontento) que a oportunidades externas a la compañía. Así lo muestran también los resultados del estudio Happiness at Work Index 2007, realizado por la consultora de recursos humanos Chiumento (http://www.chiumento.co.uk), en el que se encuestaron a 1063 personas (547 hombres y 516 mujeres) con edades comprendidas entre 18-65 años de edad, en trabajos a tiempo completo o parcial en Reino Unido (en organizaciones de más de 20 empleados). ...
... En última instancia, puede convertirse en una espiral descendente donde el personal infeliz contribuya a la baja moral del grupo y fomente más salidas de la compañía, con un impacto negativo sobre los resultados. Aquellas organizaciones en las que sus empleados están más comprometidos y motivados (y por tanto más felices), obtienen los siguientes resultados (Branham, 2012): un 18% más productividad y rendimiento, 37% menos absentismo, entre 25 y 50% menos rotación. En la misma línea, otros estudios (Pryce-Jones, 2010) señalan que aquellas personas que se declaran felices obtienen los siguientes resultados, frente a aquellas que no son felices: tienen un 180% más de energía, son un 155% más felices en su trabajo, están un 50% más motivadas, poseen un 40% más de auto-estima, alcanzan sus objetivos un 30% más. ...
Libro de actas de las XI Jornadas Internacionales de Innovación Universitaria, celebradas de 7 a 8 de julio de 2014, Villaviciosa de Odón
... Employee satisfaction is essential to the success of any business or organization. If employees are not satisfied or at least content with their jobs, they are more likely to leave the position, which directly affects the organization and the individuals it, serves [19]. Job satisfaction has become a primary factor that will influence the individuals jobs and to the job experience. ...
... Hence, employee satisfaction is important for organizational goals to be achieved. Branham, (2005), posit that the benefits employees received from their organizations can influence their effort, skill, creativity and productivity that they are willing to give in return [19]. Also, miner, (2005) suggests that rewards and recognition should be linked to organizational success as a result of employee job satisfaction and they are frequently considered as one of the key factors influencing employee satisfaction [25]. ...
... Hence, employee satisfaction is important for organizational goals to be achieved. Branham, (2005), posit that the benefits employees received from their organizations can influence their effort, skill, creativity and productivity that they are willing to give in return [19]. Also, miner, (2005) suggests that rewards and recognition should be linked to organizational success as a result of employee job satisfaction and they are frequently considered as one of the key factors influencing employee satisfaction [25]. ...
Introduction: Human resource management is the most important function in any organization; because it is related with the responsibility of using resources for the purpose of achieving the goals of the organization. Thus, the main purpose of this study was to investigate the relationship between Human Resource Management Practice and Teachers’ Job Satisfaction in government Secondary Schools. Methods: The research design for this study was correlation research. Both quantitative and qualitative research approach was used. Data was collected through questionnaire and interview. Respondents were selected using random sampling technique and a total of 155 respondents were participated. Also, five school principals were purposively selected and participated in the study. The data collected were organized, analyzed, tabulated and interpreted using simple percentages, means, standard deviation, analysis of variance and Pearson correlation. Results: Major findings of the study are: majority of respondents reported poor teaching staff resource planning (M=2.14, SD=1.18), provision of training and development on various issues was inadequate (M=2.24, SD=1.32), performance appraisal practice was not based on clear and transparent procedures (M=2.05, SD=1.15), a good number of teachers were feeling moderate job satisfaction to the existing work environment (M=3.24, SD=1.35). Correlation analysis indicates significant positive interaction between human resource management and teachers job satisfaction (r=0.55, p=0.00). Discussion: The importance of human resource management was not acknowledged and well understood by the educational leaders. Effective human resource management can improve workforce utilization in schools and it will potentially increase the job satisfaction of teachers. Performance appraisal and supervision activities were taken as the retinue activity in the schools under study .This may have impact on teachers' job satisfaction, self improvement and school goal achievement. Thus, school administration need to design strategic system that invites the school principals in the activities of human resource management.
... Previous researchers focused on what motives the personnel to head away a commercial enterprise corporation and the way they left [10], [11]. According to [12] there are numerous reasons why employees depart artwork or the commercial enterprise business enterprise and those are; personnel experience that their art work or place of business isn't what they expected, moreover there may be a discrepancy a few of the activity and the character. ...
... Hence, it becomes increasingly important that employees learn how to understand each one of a kind and paintings together effectively and harmoniously [40]. Therefore, [12] argues that extended worker involvement can boom satisfaction in a business organization's tactics and picks. The creator moreover said that employee engagement and belongingness bring about more employee motivation and at the same time supply a lift to the commercial enterprise employer. ...
This studies targets to apprehend the reasons of worker turnover and retention techniques in a business enterprise. Key studies findings suggest that personnel have numerous motives to go away their workplaces, including activity strain, activity pride, activity security, motivation, wages, and rewards. Furthermore, worker turnover has a large effect on a business enterprise because of the prices related to worker turnover and may negatively affect the productiveness, sustainability, competitiveness, and profitability of a business enterprise. However, the business enterprise need to apprehend the wishes of its personnel, with the intention to assist agencies, undertake positive techniques to enhance worker overall performance and decrease turnover. Thus, imposing techniques will growth activity pride, motivation and the productiveness of people and agencies that may lessen employment issues, absenteeism, and worker turnover. In a HR setting, turnover or work turnover is the rate at which a business gains and loses representatives. Basic method for portraying it are "the way lengthy workers will generally remain" or "the pace of traffic through the rotating entryway." Turnover is estimated for individual organizations and for their industry all in all. Assuming a business is said to have a high turnover comparative with its rivals, it implies that representatives of that organization have a more limited typical residency than those of different organizations in a similar industry. High turnover might be hurtful to an organization's efficiency in the event that gifted labourers are much of the time leaving and the specialist populace contains a high level of fledgling labourers. Unreasonable turnover can be an expensive issue, one with a significant effect on efficiency. One firm had a turnover pace of over 120% each year. It cost the organization $1.5 million a year in lost efficiency, expanded preparing time, expanded worker determination time, lost work productivity, and other roundabout expenses. Yet, cost isn't the main explanation turnover is significant. Extended preparing times, hindered plans, extra time, botches, and not having educated representatives set up are a portion of the disappointments related with over the top turnover. Turnover rates normal around 16% each year for all organizations, yet 21% each year for IT companies.54 Computer organizations normal higher turnover on the grounds that their representatives have numerous potential chances to change occupations in a "hot" industry. Many investigations show that organizations with low turnover rates are very representative situated. Representative situated associations request info and contribution from all workers and keep a valid "open-entryway" strategy. Workers are given open doors for progression and are not obsessively hovered over. Workers accept they have a voice and are perceived for their commitment.
... According to Branham (2012), one of the hidden reasons an employee leaves his company is the work-life imbalance. Employees who have an excessive workload that requires them to work overtime will lose their time with their families and time to interact with their social environment. ...
... Efforts made through the organization in making workers feel stability in their personal and work life can reduce their intention to exit the organization. Meanwhile, an employee who experienced work-life imbalance would determine to give up their present jobs and seek different jobs that may assist them to acquire work-life balance.In addition, it is explained byBranham (2012) where the work-life imbalance could be one of the hidden motives an employee exit the company. This can happen when employees have an excessive workload and must complete their work according to deadlines, requiring overtime or overtime. ...
This study aims to: 1) To find out the description of job satisfaction, work-life balance, and turnover intention of generation Y employees in the real estate industry in Kebon Sirih, Central Jakarta, 2) To find out the effect of job satisfaction on turnover intention of generation Y employees in the real estate industry in Kebon Sirih, Central Jakarta, 3) To find out the effect of work-life balance on turnover intention of generation Y employees in the real estate industry in Kebon Sirih, Central Jakarta, 4) To find out how much the contribution of job satisfaction and work-life balance to turnover intention of generation Y employees in the real estate industry in Kebon Sirih, Central Jakarta. This research was conducted on 104 generation Y employees in the real estate industry in Kebon Sirih, Central Jakarta. Data collection technique using survey methods by distributing questionnaire which then processed with SPSS software version 25. This research used descriptive and explanatory analysis. The result of this study shows that the level of job satisfaction and work-life balance of generation Y employee in the real estate industry in Kebon Sirih, Central Jakarta are low, the level of turnover intention of generation Y employees in the real estate industry in Kebon Sirih, Central Jakarta is high, job satisfaction has a negative and significant effect on turnover intention, work-life balance has a negative and significant effect on turnover intention, and the model of job satisfaction and work-life balance can predict turnover intention of generation Y employee in the real estate industry in Kebon Sirih, Central Jakarta.
... One of the most effective ways of cushioning against the impacts of high staff turnover is recruiting replacements of those who would have left, from within the organisation (internal recruitment). In most cases, current employees would already be proven good fits for the organisation (Branham 2005). In addition, having current employees who offer referrals to potential employees they know outside the organisation can help minimise confusion of job expectations. ...
... This enables employees' effort to remain aligned with the organisation's goals, whilst the organisation is also able to respond to any concerns and issues raised by employees. According to Branham (2005), feedback mechanisms may be either formal or informal, or even a combination of both. ...
Background: The strength of an organisation lies in its ability to manage its human capital. Ideally, organisations that wish to remain service-oriented in this Fourth Industrial Revolution need to comprehend the importance of tacit knowledge and ensure its retention and sharing at all levels. Many organisations fail to capitalise on the value within their tacit knowledge reserves until when employees leave their jobs. Quite often, the importance of the lost knowledge will be felt when a new employee takes over.
Objectives: The aim of this study was to examine how tacit knowledge is shared at the city of Johannesburg Library and Information Services.
Method: This qualitative study employed the knowledge conversion theory to examine the management of tacit knowledge at the City of Johannesburg Library and Information Services. A case study design was used, and data were collected through semi-structured interviews and document analysis.
Results: The key findings revealed that the City of Johannesburg Library and Information Services does not have an effective strategy to manage tacit knowledge and does not utilise available knowledge management resources. Furthermore, knowledge sharing is very minimal.
Conclusion: The study concludes that the City of Johannesburg Library and Information Services does not manage the tacit knowledge that is at their disposal, and knowledge sharing is also not encouraged. The study recommends that an effective community of practice for knowledge sharing and a policy for knowledge sharing should be established at the City of Johannesburg Library and Information Services.
... Therefore, the focus of international human resource management is mainly on processes associated with international (mostly centralized) human resource planning, finding and hiring suitable employees/managers to work in the parent company's headquarters and top positions in subsidiaries, training and development of intercultural competencies, talent management, remunerating senior managers and expatriates, reteining competent, top and high-performing employees. As Branham (2012) adds, the role of MNCs' managers is to focus on employing talented and competent staff and stabilizing them. ...
... Employer branding is composed of tangible and intangible benefits offered by an enterprise to attract and retain employees (Tanwar, Prasad, 2017). Processes that contribute to increasing employer reputation and retain of high-performing and top employees (Branham, 2012;Deery, 2008;Yamamoto, 2011;Papa et al. 2018) include providing stimulating work and opportunities for success, supporting and developing of talent, succession management and career development, employee benefits, flexible work, open effective communication, motivating work environment, transparent remuneration according to performance, appreciation and recognition of work, respect, creative atmosphere in the workplace, feedback from clients and employees and competence of managers to work in companies operating in an intercultural environment. ...
The two decades of the 21st century relate to the appeals, such as globalization and internationalization, the development of information and communication technologies as well as financial crisis, and connected with it the decrease of economic growth, growing migration of population and unemployment. Not only the managers of small and medium-sized businesses, but also those of big national and multinational corporations (MNCs) have problems with existence and further development. In the effort to keep trustworthy position on entrepreneurial market and competition, they take into consideration the ways of constant improvement of efficiency and decreasing the costs.
International Human Resources Management (IHRM) is very important part of MNC management. Management parent company develops and designs own human resource systems worldwide. The IHRM processes are more complex than managing human resources in the local environment. The reason is a growing variety of cultural diversity of the employees and accepted principles of formation of organizational culture and rules of shared management. Operation of MNCs in different countries brings new cultural values and norms and specific communication elements that may be the subject of misunderstandings. National culture of employees and managers is reflected in the formation of organizational culture of the company and affects its overall management, including human resources management. The context of management of these areas it is mainly about so called hard and soft elements of management. Soft elements exist in the companies due to the presence of people who are in reciprocal social interaction. Examples include the ability to communicate effectively, to adopt the organizational values and their subsequent application to the everyday decisions of employees, which leads to the improvement of the organizational culture. Formation of organizational culture influences the so-called hard elements, for example organizational structure, strategy and plans of organization, management system and others.
MNCs manage and deal with their employees in different international contexts, in different institutional, legal and cultural circumstances. They develop effective management practices from a strategic and a cost-efficient point of view. IHRM activities cover the management of employees in different locations. In this context, the question arises as to what extent can the MNC standardize IHRM procedures and processes to all countries in which the company operates?
Finding answers to the advantages and disadvantages of standardization associated with the degree of convergence and divergence in IHRM, led us to solve the research project VEGA 1/0116/18 "Convergence and divergence in international human resources management", funded by the Scientific Grant Agency of the Ministry of Education, Science, Research and Sport of the Slovak Republic and the Slovak Academy of Sciences. The project involved 7 researchers from the Faculty of Economics, the Faculty of Political Science and International Relations and the Faculty of Law of the Matej Bel University in Banská Bystrica.
The scientific goal of the project is to examine the views of managers of selected companies in Slovakia on the advantages and disadvantages of working in a multinational company and to design a flexible system of international human resources management, taking into account the degree of convergence and divergence.
The presented monograph is one of the outputs of the project. The aim of the scientific monograph is in line with the aim of the research project and focuses on the presentation of the opinions of managers of selected companies in Slovakia at IHRM, the design of a flexible management system for multicultural teams taking into account examples of good practices. The starting point of the research is a literature search devoted to the importance and complexity of IHRM processes, including work in an intercultural environment from the perspective of several domestic and especially foreign authors. By examining the peculiarities of management in MNCs with representation in Slovakia, we confirmed the initial assumptions about the deepening competitive global environment that leads companies to change the organizational culture and management system. Global, geocentrically oriented companies are gradually moving from ethnocentrically and polycentrically oriented management to management without borders. The reason for the changes is the effort to achieve work efficiency in an environment where people of different cultures, different legal systems, different values and norms meet at work. Managers of multinational companies are becoming more sensitive to the state administration, the local labor market, public opinion and regulations. Working and working in an international intercultural environment also changes the requirements placed on the work ability of managers and employees of a multinational company and places particular emphasis on intercultural and interpersonal communication.
MNCs have mostly been successfully established in Slovakia and represent a benefit in terms of labor productivity, modernization, application of new cutting-edge technologies, organizational culture and management system in conditions of interculturality, growing production and economic growth of the country. This statement was confirmed by 271 MNCs, which participated in the sociological survey in the form of a questionnaire. In order to obtain more detailed information on the positives and negatives of human resource management processes and to identify examples of good practices, we personally conducted structured interviews with human resource managers in 53 MNCs.
The content of the surveys was to determine the importance of HRM processes. We were interested in the opinions of managers on the level of convergence and divergence in management in connection with the approaches of parent companies to subsidiaries. While convergence is associated with the application of uniform rules and procedures in human resource management and is typical for the ethnocentric approach, divergence applies human resource management procedures characteristic of local conditions, which is reflected in the polycentric approach. The subject of the research was also the opinions of managers on HRM processes in terms of their importance and the need to solve potential problems.
The research of IHRM, intercultural communication, cultural differences is not given much attention in the conditions of Slovakia. Authors who deal with the issue of human resource management are inspired by the knowledge and experience of foreign experts, or sporadically obtain information from the practice of multinational companies. The benefit of the project solution is, based on the research carried out, the design of the IHRM system and the development of new trends and examples of good practices in MNCs operating in Slovakia. We are aware that the achieved outputs of the solution are open and create space for scientific discussion. We appreciate the interest of the professional public, which is or wants to devote to the HRM process in MNCs, in the presentation of their ideas and comments on the improvement of the human resources management system in the international context.
... First point with the results showing a reasonably high Turnover Intention, namely 20 people out of 30 respondents here, and there is a very strong desire to leave the company. (Branham, 2012) Moreover, it argues that Turnover Intention could be defined as a measurement or an indicator of the employees' attitude tendency to leave the company in an unknown period of a few months, one year, or maybe even 2 years. Furthermore, the second point from these results, the highest variable is if you have the opportunity to leave the job, 25 of the 30 respondents stated that in their book, Robbins and Judge (2015) stated that the definition of job satisfaction is a positive impression towards a job. ...
This study analyzes how leadership style, job satisfaction, and work engagement influence employee turnover intention at PT Olam Indonesia. The research object is employees of PT Olam Indonesia. This quantitative descriptive research was conducted on 145 respondents. Slovin formula was used to obtain a total sample of 106 employees. Survey was used as data collection method and questionnaire as research instrument. Structural Equation Model by using the Smart-PLS analysis tool was utilized to obtain research results which prove that both leadership style and job satisfaction have significant and negative influence on turnover intention.
... Employee turnover is considered to be one of the persisting problems in organizations (Armstrong, 2009); especially if it involved quality employees that have worked for the organization for many years, and who are highly experienced, high performing and loyal individuals (Branham, 2005;Katcher and Snyder, 2007;Somaya, et al., 2007). On the other hand, employee turnover means that another organization may gain a new knowledgeable employee who can become its competitive advantage. ...
Skilled staff turnover plays a wide role in continuous knowledge loss in manufacturing organizations. The result of staff turnover impacts organizational performance, productivity, effectiveness, employee performance and knowledge. The importance of managing an organization's knowledge is a need in organizations. This research identified the importance of knowledge management in the trailer manufacturing sector with high staff turnover. This enables project managers to take project knowledge management into practice within the organization. This study uses a qualitative research approach. The aim of the study was achieved by a case study research strategy along with 16 semi-structured interviews, which were performed as a data collection technique. Data were collected from the case study organisation, focusing on knowledge management methodologies used during the project phases and identifying the impact of staff turnover on organizational knowledge. The knowledge management techniques vary from one project phase to another project phase. Based on the outcome of this research, project managers can identify the most effective knowledge management techniques to be used at each phase. According to the study, the most frequently used KM techniques in the planning stage were "Learning & Idea Capturing" and "Refer Knowledge Base". The most prominently used KM techniques in the designing stage were "Brainstorming" and "Learning & Idea Capturing". While the most frequently used KM technique in the building, testing, and launching stages was found to be "Refer Knowledge Base". From this research study, project managers can identify the critical areas affected by skilled staff turnover, how to prepare in advance and minimize knowledge loss.
... La constante atención de las organizaciones a los resultados a corto plazo, ha trasladado una enorme presión sobre sus directivos para cumplir con los objetivos marcados. Directivos, que al no poder incrementar los ingresos de sus compañías, se han centrado en recortar sus plantillas para aumentar beneficios, lo que finalmente se ha concretado en un declive del Compromiso Organizacional por parte de los trabajadores (Branham, 2005). ...
El objetivo de este trabajo se centra en la discusión y propuesta de un nuevo modelo de estudio del Compromiso Organizacional, ya que una investigación tan fragmentada como la actual, derivada de la diversidad de modelos que se han sucedido desde los inicios de su estudio (Becker, 1960), ha generado una gran confusión. Confusión, que ha sido alimentada también por los especialistas en análisis factorial, al centrarse en exceso en la interpretación matemática de sus resultados y olvidar la naturaleza misma de la medida. Circunstancias que justifican: a) el desarrollo de un marco filosófico del Compromiso Organizacional, que le dé soporte desde una doble perspectiva: la del trabajador, y la de la organización en función del estilo de liderazgo con que se emplea su dirección; b) la discusión, en base al marco referido, de la propuesta tridimensional de Allen y Meyer (1990), ya que como ha quedado suficientemente demostrado en diversas investigaciones (Bergman, 2006; Cohen, 2003; Jong-Wook, Price, & Mueller, 1997; Solinger, Van Olffen, y Roe, 2008), no todas sus dimensiones miden este tipo de compromiso; c) la concreción de la propuesta misma, basada en la investigación empírica realizada a tal fin, de un nuevo modelo de estudio que sirva de guía a la parte empírica de las investigaciones futuras. El presente trabajo, propone un nuevo modelo de Compromiso Organizacional, que lo define como un constructo de una sola dimensión de carácter afectivo, que viene moderada por la concepción ética del trabajador.
... Employee turnover is considered to be one of the persisting problems in organizations (Armstrong, 2009); especially if it involved quality employees that have worked for the organization for many years, and who are highly experienced, high performing and loyal individuals (Branham, 2005;Katcher and Snyder, 2007;Somaya, et al., 2007). On the other hand, employee turnover means that another organization may gain a new knowledgeable employee who can become its competitive advantage. ...
Skilled staff turnover plays a wide role in continuous knowledge loss in manufacturing organizations. The result of staff turnover impacts organizational performance, productivity, effectiveness, employee performance and knowledge. The importance of managing an organization’s knowledge is a need in organizations. This research identified the importance of knowledge management in the trailer manufacturing sector with high staff turnover. This enables project managers to take project knowledge management into practice within the organization. This study uses a qualitative research approach. The aim of the study was achieved by a case study research strategy along with 16 semi-structured interviews, which were performed as a data collection technique. Data were collected from the case study organisation, focusing on knowledge management methodologies used during the project phases and identifying the impact of staff turnover on organizational knowledge. The knowledge management techniques vary from one project phase to another project phase. Based on the outcome of this research, project managers can identify the most effective knowledge management techniques to be used at each phase. According to the study, the most frequently used KM techniques in the planning stage were “Learning & Idea Capturing” and “Refer Knowledge Base”. The most prominently used KM techniques in the designing stage were “Brainstorming” and “Learning & Idea Capturing”. While the most frequently used KM technique in the building, testing, and launching stages was found to be “Refer Knowledge Base”. From this research study, project managers can identify the critical areas affected by skilled staff turnover, how to prepare in advance and minimize knowledge loss.
... Turnover intention dikatakan sebagai keinginan karyawan untuk memutuskan hubungan dengan organisasinya saat itu (Cho et al., 2009). Menurut (Branham, 2005) ada beberapa alasan mengapa karyawan meninggalkan pekerjaan atau organisasi dan ini adalah; karyawan merasa bahwa pekerjaan atau tempat kerja mereka tidak seperti yang mereka harapkan, juga ada ketidaksesuaian antara pekerjaan dan orang tersebut. Selain itu, hanya ada sedikit pelatihan dan umpan balik, sangat sedikit peluang untuk tumbuh dan berkembang. ...
Setiap perusahaan selalu berusaha untuk menjaga produktivitas karyawannya agar selalu dalam keadaan optimal. Pimpinan perusahaan harus dapat menemukan cara dan solusi untuk menjaga kinerja individu dari setiap karyawan. Menjaga kinerja karyawan perusahaan sangat penting untuk dilakukan demi mendapatkan hasil pekerjaan yang maksimal dilihat dari mutu dan jumlah serta waktu yang dibutuhkan untuk menyelesaikan target yang diibebankan oleh perusahaan. PT Cigna Insurance adalah anak dari perusahaan penyedia layanan kesehatan global yang mendedikasikan diri untuk membantu meningkatkan pelayanan kesehatan, perasaan aman dan nyaman serta harapan hidup yang lebih baik. Penelitian ini bertujuan untuk menganalisa hubungan retensi karyawan, komitmen organisasi dan turnover intention dengan kinerja karyawan di PT Cigna Insurance. Teknik analisis yang dipakai merupakan riset kuantitatif dengan metode menghimpun data primer yakni kuisioner sejumlah 100 responden karyawan PT Cigna Insurance. Hasil penelitian menunjukan retensi karyawan berpengaruh negatif dan signifikan pada kinerja karyawan sedangkan komitmen organisasi dan turnover intention tidak berpengaruh terhadap kinerja karyawan di PT Cigna Insurance.
... The main reasons why workers leave Asian organizations was manager interactions, fierce compensation, job security and unambiguous career paths (The Malaysian Reserve, 2019). In addition, Branham (2005) found the seven (7) major causes that lead workers renounce their existing job; recognition scarcity, underpaid, inadequate employment, restricted career development, substandard management practices, governance distrust, and imbalance working ethos. These factors are attentively associated with the practices in managing human resource. ...
Manufacturing companies encountered the challenge to retain and hire the most talented workforce to maintain market leadership. Besides, the voluntary attrition rate in the year 2019 was 6.5% and manufacturing sectors in Malaysia had the highest turnover rate, which is 24%. A comprehensive understanding of the relationship between employee retention and human resource practices will help organizations to construct better verdicts to achieve their business goals. This study aims to determine the level of employee retention, human resource practices, and examine the relationship between human resource practice and employee retention. This study was conducted among 284 employees from manufacturing companies in Selangor. Quantitative approach had been employed and online data collection were sent by email. Descriptive analysis and Spearman correlation analysis were engaged to achieve the objectives. The results indicated there is a high level of employee retention and human resource practices among the manufacturing employees. The findings also showed a significant positive correlation between employee retention and human resource practices, thus supporting all the hypotheses. These results will give better guidance to the manufacturing organization and future researchers. It also helps the management in better understanding on how to manage human resources well, while also considering the employee retention scale.
... Heterogenita zamestnancov si vyžaduje prijatie určitých spoločných pravidiel, ktoré rešpektujú rovnaké príležitosti a riadenie rozmanitosti. Hlavným záujmom zamestnávateľov je udržiavať výkonnosť a konkurencieschopnosť. Dosiahnutie tohto cieľa je možné dosiahnuť podporou etiky zamestnanosti a sociálnej zodpovednosti všetkých podnikov (Branham, 2005 (Štrach, 2009). Expatrianti obvykle pochádzajú z krajín, kde sú mzdy iné ako v hostiteľskej a za vykonanú prácu dostávajú mzdu, ktorá je vyššia v porovnaní s ich pôvodnou pracovnou pozíciou. ...
Založenie a vedenie organizácie nie je ľahká úloha. Akonáhle sa organizácia rozhodne zamestnávať zamestnancov, úlohy a povinnosti pribúdajú. Prácu s ľuďmi na akejkoľvek úrovni môžeme smelo označiť za náročnú, s veľkým množstvom výziev, úskalí a prekvapení. Často si vyžaduje znalosť zákonných predpisov a nariadení, trendov, postupov a viac alebo menej fungujúcich zákonitostí. Ľudia sú však nevyhnutní pre úspech každej organizácie, no ich výkon môže byť pre organizáciu záväzkom alebo aktívom. Podobne, ako každá ľudská činnosť, aj personálna práca, čiže práca s ľuďmi v pracovnom procese prechádzala určitým historickým vývojom. To, čo bolo účinné v minulom storočí, dnes už nestačí. Preto je potrebné neustále držať krok s okolitým svetom a aplikovať do praxe stále nové poznatky a skúsenosti. Skúmanie personálnej práce má na Ekonomickej fakulte Univerzity Mateja Bela v Banskej Bystrici viac ako dvadsaťročnú tradíciu, ktorej výsledky Vám ponúkame vo forme učebného textu „Manažment ľudských zdrojov“. Ten svojou štruktúrou kopíruje povinný predmet bakalárskeho stupňa štúdia na Ekonomickej fakulte Univerzity Mateja Bela v Banskej Bystrici, ktorý dlhé roky nesie rovnaký názov. Jeho cieľom je pomôcť Vám – budúcim manažérom, spoznať, pochopiť a vedieť prakticky aplikovať jednotlivé procesy manažmentu ľudských zdrojov, bez ktorých sa nezaobíde žiadna organizácia, v ktorej pracujú ľudia. Jednotlivé kapitoly na seba nadväzujú a vytvárajú logicky usporiadaný sled úkonov, ktoré je potrebné urobiť v personálnej práci často ešte pred tým, ako sa ľudia stanú súčasťou organizácie. Z konceptuálneho hľadiska sa v učebnom texte zámerne prepája teoretické poznanie s praktickými skúsenosťami, úlohami a otázkami na diskusiu a riešenie. Najnovšie tendencie z práce s ľuďmi v domácom i medzinárodnom priestore a príklady dobrej praxe z dávnej i bližšej minulosti sa premietli do obsahu jednotlivých kapitol. Štúdiom tohto učebného textu získate teoretické poznanie, ktoré je potrebné ďalej rozvíjať v riadiace kompetencie. Pred Vami je množstvo príležitostí, ktoré Vám otvárajú priestor na precvičovanie.
... Further if the company expects employees to work more than the official timings then there is no relaxation time left for employees at all. It is important for an individual to have a leisure time in order to maintain his sanity and when it is not done so, they don't tend to advance and so start hunting new job (Branham, 2005). Employees who are not able to perform up to the standards of the company and so are terminated and it becomes a cause of stress to other remaining employees. ...
Job satisfaction is an important element of an organization as it tells the human resource of the organization whether the employees are satisfied with their job and organization. This report is based on the job satisfaction level as experienced by the faculty members of the Greenwich University. The study is a descriptive one and the data collected was through a survey i.e. questionnaires. The respondents, who were the faculty members, gave their responses according to their overall experience at the Greenwich University. The collected data was analyzed through pie charts which tell us the overall satisfaction level as experienced by the faculty members of the organization.
... Bir yöneticiyi erdemli lider yapan öncelikli yönetici erdemlerinin tespit edilmesine yönelik olarak literatür bağlamında yönetici erdemleri ve erdemli liderlik özellikleri listesi oluşturulmuştur (Barker, ve Coy, 2003;Branham, 2005;Chun, 2005;Havard, 2007, Kouzes ve Posner 2007Johnson, 2009;Riggio vd., 2010;Thun ve Kevin Kelloway, 2011;Wang, 2011;Hackett ve Wang, 2012;Racelis, 2013, Gini ve Green, 2013Smith, 2014;Crossan, vd., 2015;Bruno, 2015;Caldwell vd., 2015;Kaufmann, 2016;Alparslan ve Yastıoğlu, 2018). Listede bir yöneticinin erdemli lider olabilmesi için sahip olması gerektiği düşünülen 70 erdem yer almaktadır. ...
ÖZET: Literatürde doğu-batı filozofları, pozitif psikologlar ve yönetim alanı araştırmacıları tarafından yapılmış olan erdem tasniflerinde farklılıklar gözlemlense de adalet, bilgelik, insaniyet, cesaret, dayanıklılık, dürüstlük, doğruluk, ölçülülük ve aşkınlık temel erdemleri tasniflerde ön plana çıkmaktadır Crossan vd., 2015). Bu felsefi, kültürel temeller ve lider özellikleri dikkate alınarak bir yöneticinin erdemli bir lider olarak kabul edilmesi için sahip olması gereken temel-alt erdemleri kapsamlı bir şekilde sınıflandırmaya ve ölçmeye yönelik alan yazınında çeşitli çalışmalar bulunmaktadır. Barker ve Coy (2003) bir liderin sahip olması gereken 7 temel erdemi alçakgönüllülük, cesaret, bütünlük, merhamet, espri anlayışı/mizah, tutku ve bilgelik olarak sınıflandırmıştır. Chun (2005) iş hayatında sahip olunması gereken 5 temel erdemi ve bu erdemlerin çatısı altında toplanan alt erdemleri ortaya koymuştur. Bu beş temel erdem bütünlük, empati sahibi olma, cesaret, samimiyet şevk/yaşam coşkusu ve dürüstlüktür. Alt erdemler ise samimiyet, sosyal sorumluluk sahibi olma, güvenilir olma, destekleyici olma, sempatiklik, azimli olma, başarı odaklılık, diğerlerine yön verme, yetkinlik, cana yakınlık, açık sözlülük, yenilikçilik, yaratıcılık, neşeli olma, çalışkanlık ve dayanıklılıktır. Havard'a (2007) göre cömert/yüce gönüllü, alçakgönüllü, sağduyulu/ihtiyat sahibi, cesaretli, öz kontrole sahip ve adaletli yöneticiler erdemli liderler olarak nitelendirilmektedir. Hackett ve Wang (2012) Aristoteles ve Konfüçyüs'ün temel erdemlerinden yola çıkarak cesaret sahibi, adaletli, ölçülü, ihtiyatlı, insaniyet ve dürüstlüğü temel alan davranışları sergileyen yöneticilerin, liderlik etkinliklerinin de daha yüksek olduğunu ortaya koymuşlardır. Crossan vd. (2017) ise teoride yer alan erdemlerin pratikte (iş hayatında) nasıl lider karakteri olarak yansıdığına ilişkin bütüncül bir model ortaya koymuşlar ve lider karakterini kapsamlı şekilde sınıflandırmışlardır. Buna göre durumsal farkındalığı olan, analitik ve eleştirisel düşünebilen, kararlı, sezgileriyle hareket edebilen, anlayışlı, uyumlu, takdir eden, ilham veren, vizyon sahibi, gelecek odaklı, iyimser, yaratıcı, tutkulu, dayanıklı, sonuç odaklı, inisiyatif alan, mükemmellik için çabalayan, takım çalışmasına yatkın, sorumluluk alan, açık fikirli, kararlı, empati sahibi, düşünceli, merhametli, cömert, hoşgörülü, mütevazi, öğrenme isteği olan, saygılı, minnettar, samimi, objektif, tutarlı, sabırlı, soğukkanlı, sağduyulu, adil, dengeyi gözeten ve cesaret sahibi yöneticiler erdemli liderler olarak nitelendirilebilmektedir.
... Such a process can have positive as well as negative impact on the operation of an organization. The negative impact may hold the failure to capitalize the talent and prowess of the outgoing employee and possible financial burden when it comes to employee replacement (Armstrong, 2009;Branham, 2005).It is vital for employers to formulate the plant mitigate any possible hindrance that can occur due to the employee turnover. The ratio of employee turnover relies on the satisfaction level of each employee. ...
The main purpose of this study is to elaborate the reasons for employee turnover in the banking sector of Nepal .The study has opted both primary and secondary sources of data to achieve the objective of the study. The structured questionnaires were used to collect the data from the sample banks. Meanwhile, different published and unpublished reports of the selected banks were used for the analysis. The collected data were analyzed with the help of MS-excel, and SPSS descriptive statistics. The finding of the study emphasized that employees tend to leave their current jobs due to the lack of proper environment and facilities provided by the banks. This study concludes that the Managers in the sample banks to some extent lack awareness regarding the prediction of employees’ turnover intentions. Hence, it is recommended to make clear policies and a proper plan with reference to the effective payment & reward schemes and motivational strategies to minimizethe employees’ turnover.
... Bir yöneticiyi erdemli lider yapan öncelikli yönetici erdemlerinin tespit edilmesine yönelik olarak literatür bağlamında yönetici erdemleri ve erdemli liderlik özellikleri listesi oluşturulmuştur (Barker, ve Coy, 2003;Branham, 2005;Chun, 2005;Havard, 2007, Kouzes ve Posner 2007Johnson, 2009;Riggio vd., 2010;Thun ve Kevin Kelloway, 2011;Wang, 2011;Hackett ve Wang, 2012;Racelis, 2013, Gini ve Green, 2013Smith, 2014;Crossan, vd., 2015;Bruno, 2015;Caldwell vd., 2015;Kaufmann, 2016;Alparslan ve Yastıoğlu, 2018). Listede bir yöneticinin erdemli lider olabilmesi için sahip olması gerektiği düşünülen 70 erdem yer almaktadır. ...
... Bir yöneticiyi erdemli lider yapan öncelikli yönetici erdemlerinin tespit edilmesine yönelik olarak literatür bağlamında yönetici erdemleri ve erdemli liderlik özellikleri listesi oluşturulmuştur (Barker, ve Coy, 2003;Branham, 2005;Chun, 2005;Havard, 2007, Kouzes ve Posner 2007Johnson, 2009;Riggio vd., 2010;Thun ve Kevin Kelloway, 2011;Wang, 2011;Hackett ve Wang, 2012;Racelis, 2013, Gini ve Green, 2013Smith, 2014;Crossan, vd., 2015;Bruno, 2015;Caldwell vd., 2015;Kaufmann, 2016;Alparslan ve Yastıoğlu, 2018). Listede bir yöneticinin erdemli lider olabilmesi için sahip olması gerektiği düşünülen 70 erdem yer almaktadır. ...
Araştırmanın temel amacı Fauville vd.’nin (2021) geliştirdiği Zoom Exhaustion & Fatigue Scale isimli ölçüm aracının Türk kültüründe geçerlik ve güvenirliğini sağlamaktır. Araştırmanın evrenini Tokat Gaziosmanpaşa Üniversitesi’nde görevli akademisyenler oluşturmaktadır. Araştırmada zaman ve maliyet kısıtları nedeniyle kolayda örnekleme yöntemi tercih edilmiştir. Araştırma kapsamında Türkçeİngilizce çeviri ile ters çeviri işlemleri tamamlandıktan ve madde toplam korelasyonları incelendikten (.55 ile .88 arasında) sonra ifadeleri son haline getirilen ölçek, örnekleme elektronik ortamda ulaştırılmıştır. Gerekli analiz varsayımlarını karşılayan 62 katılımcıya ilişkin verilerle ileri analizler gerçekleştirilmiştir. Ölçeğin geçerleme sürecinde verilere uygulanan Doğrulayıcı Faktör Analizi sonucu, orijinaline uygun şekilde 15 ifade (en düşük madde faktör yükü .62) ve 5 alt boyut ile yapı geçerliği sağlanmıştır. İç tutarlılık katsayısı 5 alt boyut için .82 ile .94 arasında değişim göstermiştir. İlgili katsayı ölçeğin tamamı için .95 şeklinde hesaplanmıştır. Bulgulardan hareketle ölçeğin Türk kültürü için geçerli ve güvenilir bir ölçüm aracı olduğu tespit edilmiştir.
... v. Low morale: The disengaged employees showing less confidence, spirit, discipline and energy to perform in the organization. As suggested by Branham (2005) that disengaged employees often negatively impact on income and morale of the employees. vi. ...
The consequences of employee disengagement are vulnerable to any organization and considered as an epidemic to the business enterprizes. The current paper aimed to highlight the concepts, survey available literature to probe the notions related to employee disengagement. The review of the literature provided ample information to differentiate between engaged and disengaged employees in terms of involvement, satisfaction, commitment, performance, trust, enthusiasm, stress and so on. Further, the author noticed that developed nations have alarming percentage of employee disengagement. The significance of this particular paper provides the ample concept and literature to understand the outcomes of employee disengagement which is harmful to the organizations and individuals. Albeit, the present study suggested some measures, implement to enhance the level of engagement of employees in the organizations.
Keywords: Engagement, Disengagement, Outcomes of disengagement, Employees
JEL Classification: M
... Bir yöneticiyi erdemli lider yapan öncelikli yönetici erdemlerinin tespit edilmesine yönelik olarak literatür bağlamında yönetici erdemleri ve erdemli liderlik özellikleri listesi oluşturulmuştur (Barker, ve Coy, 2003;Branham, 2005;Chun, 2005;Havard, 2007, Kouzes ve Posner 2007Johnson, 2009;Riggio vd., 2010;Thun ve Kevin Kelloway, 2011;Wang, 2011;Hackett ve Wang, 2012;Racelis, 2013, Gini ve Green, 2013Smith, 2014;Crossan, vd., 2015;Bruno, 2015;Caldwell vd., 2015;Kaufmann, 2016;Alparslan ve Yastıoğlu, 2018). Listede bir yöneticinin erdemli lider olabilmesi için sahip olması gerektiği düşünülen 70 erdem yer almaktadır. ...
Çalışmanın temel amacı banka personellerinin nepotizm algılarını ölçmek ve iş yerindeki kişiler arası çatışma düzeylerine etkisini tespit ederek, ücret tatmininin bu etkileşimdeki düzenleyici rolünü belirlemektir. Nepotizm, kurumlarda adaleti algısını ortadan kaldıracak şekilde kullanılabilmektedir. Adaletin olmadığı kurumlarda da çatışmalar kaçınılmazdır. Bireyler bazı durumlarda kurum içerisindeki bu olumsuzlukları göz ardı etmektedirler. Kazanılan ücretin bireyleri tatmin edecek düzeyde dolgun oluşu veya tatminsizlik yaratacak şekilde düşük oluşu olumsuzluklara olan bakış açılarını değiştirebilmektedir. Performansa dayalı ücretlendirmenin yoğun olduğu bankacılık sektöründe kazanılan ücretin bu denklemde daha fazla rolü olduğu düşünülmektedir. Çalışma kapsamında banka personellerine online olarak 315 anket gönderilmiştir. Eldeki verilerin analizler için gerekli koşulları sağladığı tespit edilmiştir. Anket formunda kullanılan ölçeklerin geçerlilik ve güvenilirlik analizleri yapılmıştır. Sonraki aşamada değişkenler arasındaki ilişkilerin tespiti için korelasyon analizi yapılmış; hipotezlerin test edilmesi amacıyla da regresyon ve düzenleyici etki analizi gerçekleştirilmiştir. Analizler sonucunda nepotizmin iş yerindeki kişiler arası çatışmayı pozitif etkilediği ve ücret tatminin düşük düzeyde olduğu durumlarda bu etkileşimin arttığı tespit edilmiştir.
... "Give your employees trust and confidence in order to empower the workforce." [47]. Reference [48] added on to say that fairness and trust are key factors in ensuring a positive psychological contract and in generating an exchange relationship where employees are more likely to demonstrate willingness of becoming engaged. ...
The purpose of this paper is to evaluate employee engagement strategies applied by the Botswana Private Sector with reference to Choppies Retail Store in Botswana. The focus of the paper, Choppies Botswana, is one of the fastest growing retail companies. The Chain store's growth notwithstanding, it is currently experiencing challenges related to lack of employee commitment due to non-engagement on the part of management. Additionally, the retail chain is beset with problems related to unsatisfactory customer service and a low level of minimum wage. According to the available body of literature, employee engagement exists when employees are committed to organizational goals and success. Employee engagement strategies usually used by management are employee rewards and communication. Employee rewards is the recognition and rewarding of outstanding performance employees. Communication is entails deliberate efforts by management in imparting or exchanging information about the organization through different means of communication. Engagement strategies are therefore, critical in employee engagement in an organisation such as Choppies Retail Stores. The chain can implement this strategy in its organisational system by rewarding outstanding employee performance. Rewards are an incentive for more employee input and effort. The findings of this paper proved that the application of these strategies has the potential to increase organisational profitability. The researcher recommends that Choppies Retail Stores designs and implements a detailed written plan for employee engagement strategy. This is a paper of relevance to both policy makers in the Botswana Private Sector, Private Sector Trade Unions, and employees of Choppies Retail Stores.
... As a consequence of a high turnover rate, the company can face challenges related to higher costs, lower performance and productivity, and low competitiveness (Long et al., 2012). People usually quit their job because their expectations are not met; the job is incompatible with their qualifications and skills; there is stress; there is lack of feedback, confidence, and trust; while no opportunities are offered (Branham, 2005). ...
Motivation and idea: Entrepreneurial culture has been considered to have a significant positive relation with the organizational growth and self-efficacy. However, the success of entrepreneurial culture has been challenged by the COVID-19 pandemic and its influence on the well-being of employees who work in labour-intensive industries. More specifically, the level of stress among these workers is increased and that can result in physical and mental health issues, resulting in low mood and motivation, anxiety, depression, burnout, suicidal thoughts, etc. This may ultimately influence the turnover intention in these industries. Research goal: This paper investigates whether a relationship exists between entrepreneurial organizational culture and turnover intention. The goal of this study is to explore the relationship between entrepreneurial organizational culture and turnover intention in labour-intensive industries with a focus on the mediating role of fear of COVID-19, psychological distress and job satisfaction in turnover intention. Data: Quantitative research on 408 respondents has been conducted, whose results can serve as a reference for designing adequate human resource policies in labour-intensive industries. Findings: This study shows that Covid-19 challenged not only economic and financial sustainability, but also the physical and mental well-being of the people. It shows that the organizations that foster an entrepreneurial culture assist people in reducing stress, resulting in members of those organizations experiencing less tension and fear, which is an important part of one's health at such a chaotic time. Contribution: The paper is the first of its kind study and it expands existing research related to organizational culture during the pandemic, thus formulating practical suggestions to future leaders. This study has important implications for practitioners. Although no similar studies exist within the labour-intensive businesses, the analysis of these aspects will enable the leaders to assess and strengthen their connections to the company and to determine which segments of their organizational culture need to be improved so that employees should be happier and more satisfied.
... According to Branham (2005), there are reasons why employees leave or stay and most of these reasons are closely related to HRM practices. It is therefore suggested that, a good understanding of the relationship between HRM practices, job embeddedness and employee turnover intention will help organizations make the correct decisions in achieving business results while maintaining an economical or optimum level of resources. ...
The purpose of this paper is to explore the turnover intention of employees in the hotel industry using Job Embeddedness as a mediator of its relationship with HRM practices. The study used job embeddedness, to investigate its mediation effect on the relationship between employees‟ turnover intention and three areas of human resource practices (Recruitment and Selection, Training and Development, Rewards and Benefits). Stratified, purposive and convenience sampling methods were adopted in this study. A uestionnaire was given to employees of 45 selected hotels in the Greater Accra Region of Ghana asking their perception of the HRM practices in their organizations and how it influenced their perceptions of job embeddedness and subsequently turnover intentions. The results
of this questionnaire were analyzed utilizing the four-step method for mediation analysis. Hypotheses were tested using data from 363 employees from the 45 hotels. Findings indicated a significant negative relationship between perceptions of human resource practices and turnover intention. As predicted, the findings of this study revealed that, Job Embeddedness mediated the relationship between 2 of the HRM practices (Recruitment and Selection, Rewards and Benefits) and turnover intentions. However, Job embeddedness did not mediate the relationship between Training and Development and Turnover Intention. The findings suggest that organizations ready to use HR practices to prevent turnover will experience greater success by using good HRM practices to increase their Job Embeddedness and to reduce Turnover Intention. Accordingly, the research has important implications for the management of hotels in Ghana. The study contributes to the hospitality literature by providing insights on predictors of staff turnover in the Ghanaian hospitality industry and how these predictors should be managed to control the negative effects of turnover.
... Dess and Shaw (2001) forwarded the view that turnover represent a significant cost to the organization, not only in terms of direct costs (such as, recruitment and selection, replacement, temporary staff, management) but also in terms of indirect costs (such as, pressure on remaining staff, morale, costs of learning,) and in the form of loss of social capital. Frequent shifting from one job to another is detrimental to employees' as well, as it requires transition in their self-concept (Ibarra & Barbulescu, 2010) and also has an affect on their families (Lyness & Judiesch, 2001).Thus, it is not surprising that employee retention and turnover has been widely researched for a century and continues to be of interest for academicians (e.g., Branham, 2006;Renstch and Steel, 1998;Vos & Meganck, 2007).Though research on employee turnover and retention has been prolific, there is a lack of shared understanding among researcher's conclusion on determinants of employee turnover and retention (Cotton & Tuttle, 1986). ...
Purpose- Focusing on private banking industry in Delhi (India), the study intent to identify the direct and indirect influence of select individual, internal (organizational) and external (environment) variables on retention of bank managers. Three retention models for banking industry with the said variables had been hypothesized and tested to find that most appropriate model. Design/Methodology/Approach - The required data of 301 lower and middle level managers was finalized using stratified random sampling. The managers examined for the study were with minimum two years of experience in the same bank. The study was conducted in two phases- (i) Significant determinants of retention were identified using multiple and hierarchical regression analysis, (ii) Involving only significant determinants three retention models were created and tested using Structural equation modelling (SEM). Findings- SEM result of best fit model suggests that perceived alternative employment opportunities, perceived organizations prestige, perceived competitiveness of pay, pay and benefits satisfaction, career advancement opportunities, work-life balance, and job satisfaction have significant effect on retention of managers and the result is consistent with regression analysis of the work. Moreover, final model showed retention acting as mediator between other variables and retention, though the indirect effect was found to be very weak. Practical Implications- The findings of the study will be serviceable for the banks want to keep those managers who had already spend a good amount of time in the bank. Originality/Value- Rather than including two or three predictors, the current work has considered determinants of retention from various dimensions. The study extended its area by making an effort to involve only those who retained in the organization for two years and can actually have an opinion on the matter or factors affecting their stay.
... Mohsin, Lengler, and Aguzzoli (2015) claimed that the impacts on job hopping of work safety, income, and organizational loyalty correlate. Meanwhile, Branham (2005) in his book, "The Seven Hidden Reasons Employees Leave" has delineated the several reasons of job hopping; 1) the work environment is not living up to expectations, 2) there is a mismatch between job and person, 3) there is lack of coaching, training, and feedback, 4) there are slow of growth and advancement opportunities, 5) the feeling not valued and unrecognized including pay, 6) stress from overwork and work-life imbalance, 7)loss of trust and confidence in senior leaders. ...
Job hopping behavior may have an adverse effect on both employers and employees. For the perspective of employee, there are many factors might influence an employee's decision to job hop including salary dissatisfaction or a better offer elsewhere. The issue of job hopping has been a serious concern for many organizations, and the coffee shops industry is no exception. Therefore, the goal of this research is to discover potential factors influencing to job hopping behavior among coffee shops employees, as well as the relationship of identified factors with job hopping. Job satisfaction, financial and perceived organizational support were the three factors investigated in this research. A total of 231 questionnaires were distributed to employees who are currently working in the coffee shops in Klang Valley area and 215 usable responses returned for a response rate of 93.1 percent. The collected data was analyzed by using Statistical Package for Social Sciences (SPSS) latest version. Results of the job satisfaction (mean= 3.5636), financial (m=3.5622) and perceived organization support (mean=3.5601) shows score lean towards agreement level. Additionally, findings showed that the correlation of all the variables were weak correlated. A multiple regression also was run to predict job hopping behaviour with the three independent variables. Results found that only 6.9% of variance in coffee shops’ employees was explained by job satisfaction, financial and perceived organization support (R² = .069). Even though the findings of this research found that these three variables did not have a direct impact on coffee shop employees' decision to job hop, the findings may provide some guidance and alert coffee shop owners or managers to the importance of these three variables in the coffee shops industry in order to minimize job hopping and will be discussed further in this paper.
... This study discusses the turnover intention related to the employee's voluntary act to leave and excludes certain conditions such as retirement, employment termination, contract, or illness (Noe et al., 2011). Employees tend to leave their organization soon (Chen et al., 2014;Branham (2012). That means that employees are not yet leaving their organization. ...
Lecturer responsibilities in presenting learning materials and building students’ character is considered very important in preparing future workers/entrepreneur. However, those responsibilities still have not received proper attention in certain institutions and even from the government. If this goes on continuously, it is feared that they will lose wellperformed individuals. This study aimed to investigate the level of turnover intention from the lecturer in six private universities in Bandung. And the role of financial rewards, job satisfaction, and affective organizational commitment as antecedents. Data collected using an online questionnaire. The numbers of total lecturers in those universities were around 3000. This study used a non-probability sample and distributed 500 questionnaires through the human resources office. And after two months, there are 288 participants which willing to complete the questionnaire. After the more detailed screening, we have 121 responses that met our requirements and can be used in this study. The study found that financial rewards were significantly affected job satisfaction and affective organizational commitment. But it was not significantly affected turnover intention. Partially, job satisfaction and affective commitment have not mediated the relationship between financial rewards and turnover intention. But, simultaneously, both variables have significantly mediated the relationship. These results give new understanding to the managers in the educational organization regarding maintaining the turnover level of their lecturers. In the future, studies can be conducted to cover lecturers from other cities in Indonesia.
... In this sense, retention becomes the strategies rather than the outcome. The success of the most competitive companies throughout the world, including education institutions, lies in their highly skilled employees on which these institutions spend millions to retain (Branham, 2005). ...
The COVID -19 pandemic has hampered the economy of almost all the countries worldwide. It has caused huge
sufferings and loss of life. Organizations throughout the industry opted for remote working due to lockdown announced
after the outbreak of novel corona virus. This outbreak has disrupted global workforce fully/ partially which resulted in
sudden loss of livelihood for many and is been a concern to organizations that are interested in succession planning in
developing their talent development programs. This for instance has raised one of the most challenging issues in human
resource management within the firm that is employee retention. Inefficient employee retention process within the firms
is a challenging facet as it will increase organization overall cost and time spending to train the new employees. So,
employee retention process needs serious attention during crisis. However, many studies have been dealt with the
determinant factors of employee – retentions like compensation, career development opportunities, job security, work
related stress etc. This conceptual paper is an attempt to study and focus on the factors affecting employee - retention
during crisis. This study will provide a better understanding of how organizations could identify new factors to improve
their employee – retention program during medical – based pandemics and financial slumps.
... A competent and competitive workforce is therefore necessary for the survival of firms and organizations in rapidly changing environments. Having competent and loyal employees in a firm increases its success potential as a result of increased job efficiency and minimal wastage (Macey, 2006;Branham, 2005;Forkouh, Appienti, and Osei, 2012). In every company or organization, employees are the most valuable asset since they can either make or break the reputation of the organization or adversely affect its profitability. ...
Purpose: The purpose of this study was to conduct an analysis of managerial competencies and their influence on staff productivity in Wajir County government.Methodology: The study adopted a descriptive case study research design. The target population comprised of all the 2000 employees working with the Wajir county government. A sample size of 244 obtained by applying the Yamane formula was used. The study used stratified random sampling and simple random sampling technique to come up with the sample. The study used primary data collected through the administration of questionnaires. The statistics generated included descriptive statistics and inferential statistics. The particular descriptive statistics included frequencies and percentages while the particular inferential statistics included correlation analysis and regression.Results: The possession of technical skills, conceptual skills, human skills and informational skills by managers was found to have a positive and significant effect on staff productivity.Unique contribution to theory, practice and policy: The study recommended that urgent measures be undertaken to ensure that at least everyone in management had acquired some basic technical skills in their assigned task. It was also necessary to continuously improve the existing technical skills of those in management within the county government through regular on job training for the management. The study also recommended that short courses such as conflict resolution, strategic leadership and mentorship programs should be included the county government staff development agenda as well as team building activities where those in management should be highly encouraged to avail themselves. It was also recommended that it was necessary for those in management positions to constantly acquire the needed information on the staff activities and performance in order to constantly and effectively monitor and evaluate the performance of staff in the county government to ensure that they were actively involved in activities that led to increased productivity. It was also necessary for the management to improve how and the ways in which they disseminated information at levels in the county government to ensure that barriers in communication do not hinder the progress of the county government agendas.
... Dubosc and Kelo (2011) reported that one crucial reason why employees leave the organization is due to inappropriate human resource management (HRM) practices which are inadequate to address the challenges faced. Branham (2012) suggested there are, in fact, seven main reasons why employees leave: low pay, lack of recognition, limited career advancement, untrustworthy leadership, poor management practices, unfulfilling jobs and dysfunctional work cultures. All these factors are closely linked to HRM practices, which is why a proper understanding of the relationship between HRM practices and intention to stay will help organizations make the right decisions in the interest of achieving their organzsational goals. ...
Addressing the problem of lecturer turnover in Malaysia, this study investigated the motivations behind the intention of employees to stay in private higher education institutions (PHEIs) in Malaysia, with a focus on the relationship between the perceived practices of human resource management (HRM) and the intention to remain at Malaysia’s PHEIs. Based on the social exchange theory (SET), this article proposed that the perceived HRM practices at those institutions are uniquely positioned to support employee intention to stay, particularly with the intervention of organizational citizenship behaviour (OCB). Data from 323 lecturers working at PHEIs in Malaysia confirm this model. Based on the analysis, this study revealed that recruitment and selection; training and development; and rewards and recognition all had a meaningful relationship with the intention to stay. In contrast, notably, performance appraisal did not have any significant relationship with the intention to stay.
... Chen et al. (2014) explains the notion of TI as the tendency of employees to leave the company which can ultimately be realized. Whereas, Branham (2012) states that TI is a tendency for employees' attitudes to look for new jobs elsewhere or plans to leave the company within a certain period. Both of these explanations reinforce the view that TI is still limited to the intention of employees to leave the company. ...
... In the literature, it is reported that disengaged individuals in the workplace show behaviors and attitudes as; lack of endorsement and commitment, loss of energy and social behaviors, discontent, withdrawal, indifference disconnection, dissatisfaction, weak job performance, uncertainty, and inefficient working behavior (DuVernay, 2007;Momal, 2003;Branham, 2005). These behaviors and attitudes include several pioneering and disengagement results in practice. ...
Stigma defines the process where a target’s attribute or set of attributes is devalued by an existing social group (Phelan, Link, & Dovidio, 2008). It is also expressed as an attribute which is discrediting in organizations. On the other side, Jones, and colleagues (1984) stated undesired situations like physical violence, bullying and mobbing can observe towards to the labeled employees in organizations. Moreover, perception of stigma influences employees’ behaviors, attitudes, and work outcomes. Intention to quit, dissatisfaction and disengagement are undesired attitudes in the workplace. Although, they are various factors that affect these variables, stigma also continues to increase its impact on negative outcomes. In addition, the increasing importance of psychosocial relationships and psychological factors on employees' perceptions reveals the need to examine the concept of stigma in detail in work-related studies. For that reason, in this study, it was mentioned about stigma, intention to quit, dissatisfaction and disengagement in the conceptual framework. Later, a research model was created related to variables. Finally, with this study, it is expected to tend scholars to researches about stigma in organizations.
... Yearwood and Freeman (2004) found that nearly half of North Carolina agencies attribute at least 70 percent of their attrition to compensation issues driving officers to other departments or professions. Furthermore, as Branham (2005) notes, inadequate compensation can contribute to feelings of devaluation that grow into more-potent reasons for leaving. ...
Maintaining the police workforce level is one of the most salient challenges facing law enforcement today. In the long run, both the supply of and demand for qualified officers are changing in a time of increasing attrition, expanding law-enforcement responsibilities, and decreasing resources. These contribute to the difficulties that many agencies report in creating a workforce that represents the demographics of their communities, that is committed to providing its employees the opportunity for long-term police careers, and that effectively implements community policing.
These difficulties, perhaps surprisingly, have persisted through recent recessionary times and may become more challenging as the economy improves. Department resources have continued to decrease and responsibilities to increase, with agencies being asked to do more police work with fewer resources. Some agencies report staffing shortages (a small number still claim continuing drops in applications). Others question whether the long-term commitment of applicants and current officers will persist in times of economic improvement.
To help address these challenges and provide lessons for the law-enforcement community, this monograph does not offer any new data but rather summarizes for police practitioners lessons on recruiting and retaining diverse, effective workforces. It provides a means for local officials to identify what has been tried elsewhere and what might be applicable in their own communities. It is a broad analysis of issues confronting many agencies and how these have developed over time. Each agency will face unique circumstances that it must consider in workforce planning; this monograph can provide guidance on relevant lessons learned elsewhere. Focusing specifically on recruitment and retention, this guide does not address other key personnel planning issues, such as specific ways of determining staffing need, allocation of staffing resources, distribution of staff attributes and qualities, and opportunity costs and implications of implementing recruiting and retention strategies on other parts of the organization, which are also important to development of an effective, efficient workforce. Challenges might vary by agency, especially by local conditions confronting each agency.
... This figure is alarming, especially taking into consideration that improving employee engagement has become one of the biggest concerns of employers as research shows that their overall productivity and profitability clearly depend on employee engagement. Branham (2005) argues that disengaged employees have a negative impact on both organizational morale and profitability. Moreover, according to the Workplace Research Foundation, engaged employees are likely to be 38% more productive than non-engaged employees. ...
... This figure is alarming, especially taking into consideration that improving employee engagement has become one of the biggest concerns of employers as research shows that their overall productivity and profitability clearly depend on employee engagement. Branham (2005) argues that disengaged employees have a negative impact on both organizational morale and profitability. Moreover, according to the Workplace Research Foundation, engaged employees are likely to be 38% more productive than non-engaged employees. ...
... According to Pech and Slade (2006), Branham (2005), and Kahn (1990), there are three major sources of employee disengagement. Those caused by the external environment, psychological causes, and organizational causes. ...
The quality of work life of employees is an important aspect in an organization or company. PT PNM as one of the government owned business (BUMN) has a business unit that is in micro-finance which currently has the largest client base in the world, more than the microfinance initiator – Bangladesh. In doing its business, Mekaar is performed by ~97% of account officers that composes of millennials – which is the strength as well as a challenge to the company. Multi-taskers and flexibility are the main strengths of the generation. The company need to manage the quality of work life of their employees well so that said employees will still stay in the company. Therefore, the purpose of this research is to find out the impact of restricted performance to the quality of work life against account officer turnover rate. The method used in this paper is a descriptive method describing the situation of the company by processing both qualitative and quantitative data. The research is conducted by handing out questionnaire to 250 account officer respondents at the Bogor Regional office. The hypothesis testing is done using outer model which is a model that connects latent and manifest variables. The result shows that the impact of quality of work life to the turnover rate of employees is linear, resulting in the concrete individual decision to continue their affiliation to the company, and whole-heartedly accepts the company vision while giving their best contribution to the success of the company. Keywords: Quality of work life, microfinance, turnover employee
The higher education sector relies on motivated and efficient academic staff in order to provide high levels of quality education expected for the development and nurturing of a country's human capital base. Academics leaving these organizations, impact on the institutions of higher education's capacity to offer quality education. The literature reveals that turnover is costly from both financial and competitive advantage perspectives, especially when the organization loses intellectual capital to its competitor(s) in the region as well as abroad. The broad objective of this study was to determine how leadership relations influence the turnover intentions of academic staff in tertiary institutions in Zimbabwe. The findings reveal that leadership behavior can positively or negatively influence, stay or quit decisions respectively.
The objective of this research is to empirically analyze the influence of Supervisory Actions on the Burnout, Job Satisfaction and Auditor’s Turnover Intention. The population of this research are external auditor’s who worked on Public Accountant Firms in province of DKI Jakarta. Sampling was conducted using a convinience sampling through questionare method. The data are analyzed by using path analysis with partial least square method of structural equation modeling (PLS-SEM). The result of direct effect to showed that the Supervisory Actions have a negative impact on the Burnout and Turnover Intention, while of the Supervisory Actions have a positive impact on the Job Satisfaction. And also then of direct effect to showed that the Burnout have a positive impact on the Turnover Intention, also that Burnout have a negative impact on the Job Satisfaction, and while of the Job Satisfaction have a negative impact on the Turnover Intention. The result also showed that the Burnout as a partial pararel mediation on the relationship between Supervisory Actions with Turnover Intention, and The Burnout as a partial pararel mediation on the relationship between Supervisory Actions with Job Satisfaction. And also of The Job Satisfaction as a partial pararel mediation on the relationship between Supervisory Actions with Turnover Intention. The result also showed that the Burnout and Job Satisfaction as a partial serial mediation on the relationship between Supervisory Actions with Turnover Intention
The fast-moving business environment demands that organizations pursue a competitive advantage in effectively managing human resources. ABC Private Limited is a business processing organization that collaborates with customers from the United States of America in a novel industry introduced in Sri Lanka only ten years ago. Despite its heavy investment in rewards, ABC has been experiencing a steep increase in turnover. This study evaluates the correlation between rewards (Recognition, Compensation, Supervisor Influence, and Work-life Balance) and employee retention to enhance the latter. The study utilized mixed methodology, collecting quantitative and qualitative data through a survey questionnaire from 132 respondents. It confirmed the existing retention problem using IBM Statistical Package for the Social Sciences (SPSS) for quantitative assessment and content analysis for qualitative. The Page 2 of 23 four dimensions of reward accounted for 80.1% variance in retention. The study found statistically significant positive correlations with those four predictors: compensation and supervisor influence-moderate; and recognition and work-life balance-strong. Accordingly, the researcher arrived at recommendations for the organization and a broad scale to a novel industry.
Bu araştırmada, iş doyumu boyutları ile kişisel gelişim yönelimi boyutlarının iş doyum düzeyleri için ayırt edici öğeler olup olmadığının diskriminant ve lojistik regresyon analizi ile belirlenmesi amaçlanmıştır. Ayrıca, iş doyum boyutları ile kişisel gelişim yönelimi boyutlarından hangilerinin iş doyum düzeyi için daha önemli olduğunun belirlenmesi hedeflenmiştir. Çalışmada; Minnesota İş Doyum Ölçeği ve Kişisel Gelişim Yönelimi Ölçeği’nden yararlanılarak hazırlanmış olan anket, Düzce’de yaşayan çalışanlara uygulanarak veriler elde edilmiştir. İş doyumu ve kişisel gelişime etki eden belli başlı faktörlerin neler olduğunu tespit etmek için verilere öncelikle faktör analizi uygulanmıştır. Daha sonra bu faktörlerden yararlanılarak, çok değişkenli istatistiksel tekniklerden diskriminant analizi ve lojistik regresyon yöntemleriyle veriler incelenmiştir. Araştırmanın bulguları çalışanların büyük bir kısmının yüksek iş doyumuna sahip olduğunu ortaya koymuştur. Ayrıca, iş doyum boyutlarından içsel doyumun, kişisel gelişim yönelimi boyutlarından ise planlı olma boyutunun iş doyumu için en ayırt edici öğe olduğu saptanmıştır. Bu sonuç ise, lojistik regresyon analiziyle desteklenmiştir. Elde edilen bulgular, çalışanların verimliliği artırmak için çalışanların iş doyum boyutlarından içsel doyumun ve kişisel gelişim yönelimi boyutlarından planlı olmanın önemini vurgulamaktadır. Bu çalışmanın, ilgili kurum ve kuruluşlara çalışanlarının iş doyumunu arttıracak öğeleri belirlemek için bir fikir vereceği beklenmektedir.
The aim of this study is to determine whether the dimensions of job satisfaction and personal growth initiative are distinguishing factors for job satisfaction level with discriminant and logistic regression analysis. In addition, it is aimed to determine which of the dimensions of job satisfaction and personal development initiative are more important for the level of job satisfaction. The data were gathered from the employees living in Düzce by the questionnaire, which was prepared using the Minnesota Job Satisfaction Scale and the Personal Development Initiative Scale. Factor Analysis was applied to the data to determine the main factors affecting job satisfaction and personal development. Then, using these factors, the data were analyzed with discriminant analysis and logistic regression methods, which are multivariate statistical techniques. The findings of the study revealed
that most of the employees have high job satisfaction. In addition, it was determined that internal satisfaction from the job satisfaction dimensions and the dimension of being planned from the personal development orientation dimensions were the most distinguishing factors for job satisfaction. This result was also supported by logistic regression analysis. The findings highlight the importance of internal satisfaction from the job satisfaction dimensions of the employees and being planned from the dimensions of personal development orientation in order to increase productivity of employees. It is expected that this study will give an idea to the relevant institutions and organizations to determine the elements that will increase
the job satisfaction of their employees.
This study is testing and analyzing the work environment as an antecedent and intent to turn over as a consequence of the Work Life Balance in Islamic Perspective (WLBIP). This study uses generation Y employees at a state-owned enterprise in Indonesia as respondent. 43 employees as samples is obtained by purposive sampling. This study uses SPSS 24 as statistical techniques. The conclusions in this study are (1) the work environment has positive effect on WLBIP, (2) WLBIP has negative effect on Intent to Turn over, (3) the work environment has negative effect on Intent to Turn over, (4) WLBIP is unable to mediate Work environment toward intent to turn over.
A B S T RAC T In the dynamic environment of the tourism industry, especially in hotel management , a properly implemented concept of talent management has a significant impact on attracting, hiring, developing, and maintaining outstanding , talented employees in order to develop long-term. The main goal of the article is to determine the role of talent management in the management of contemporary hotels. Based on numerous sources, the authors argue that the approach to talent management in hotels leads to more effective use of human resources and builds a competitive advantage. In the first part of the article, the authors explain the concepts of talent and talent management and highlight the importance of talent management in human resources management. The next part describes the special role of managers in the process of talent management in hotels. Next, the authors present the employment in the hotel industry in EU countries; in the last part of the article they indicate mistakes and challenges related to the talent management in the hotel industry. Challenges in the field of talent management basically apply the entire process, managing the whole talent flow (entry, learning, development, compensation , analysis and evaluation, and exit). One of the biggest challenges in the field of talent management are attracting talented employees and positioning the organization (hotel) as a desirable employer and systematic building and updating the organization's talent map, with an indication of the strengths and weaknesses of talented employees as well as the possibilities and limitations of their development. K E Y W O R D S : talent management, talent, managers, hotels 1 This article is based on a lecture titled "The role of Talent Management in the management of the contemporary hotels", presented in
US government organizations struggle to broaden an entire of government approach to recruit and keep younger cybersecurity talent at a time when national security and intelligence organizations and emergency response agencies are extremely concerned that threats to federal structures and networks from cyber-attacks have never been higher for the state, local, and federal agencies. This study looks to explore innovative options for these agencies to address these employee talents and retention shortages for young information security and information technology professionals.
This study was managed and completed with the title “Job satisfaction among library professionals at Government Colleges of Commerce and Management Sciences of Khyber Pakhtunkhwa” These colleges have been recently affiliated with Higher Education Department. This research is concerned with the satisfaction of librarians with regard to users, reading habits, provision of conveniences, their salary, up gradation in rank and professional progress. It is a descriptive and quantitative sort of research in which survey research technique was applied. A frame-work questionnaire was prepared, consisting of six sections. During the research, it was found that total number of colleges in the whole province is 35 with sixteen (16) librarians working therein. The researcher circulated questionnaires among all the librarians through various means and acquire 100% response. Multiple job facets were put to analysis and librarians were found satisfied with the job facets such as reasonable pay, per annum increment, good job security, social popularity, off-days concession, amicable attitude of higher authorities and exemption from working burden. On the other hand, the librarians found themselves dissatisfied with the job factors like lack of proper service structure, no chance of ICT training, deprivation from both national and international scholarships and no reward tradition as well. Moreover, no proper opportunity of participation in books fairs, conferences, seminar and workshops. Thus it was also reflected from the recommendations of this research that these colleges’ libraries require improvement. The researcher recommended that like other faculty members, librarians should also be obliged with proper service structure. Libraries should be furnished with latest versions of required books, computers with internet facilities and arrangement of ICT training, chances of higher education should be made available to librarians. More librarians should be employed against vacant positions. This research also recommended that the higher authorities should consider ways and means for the general amelioration of librarians and should adopt positive measures for ensuring of library professionals.
Management of work-life balance in the service sector has captured considerable interest of both academic researchers and managers around the globe. It has gained more relevance in the airline sector that requires employees to work 24 hours a day, 7 days a week and 365 days a year. Therefore, this paper assesses the impact of work-family conflict, family-work conflict, family satisfaction and psychological health on work-life balance and work satisfaction of the employees in the Nepalese airline companies. Based on a quantitative research approach, the study used a questionnaire survey to collect data from 105 employees drawn from six airline companies through a convenient sampling method. The results from correlation and regression analysis revealed that work-family conflict and family-work conflict negatively impacted both work-life balance and work satisfaction of the airlines employees, whereas family satisfaction and psychological health are positively associated with their work-life balance and work satisfaction.
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