Behavioral Intentions and Retention of Technical and Scientific Staff in Research and Development Organizations

Steil, Andrea Valéria; Dandolini, Gertrudes Aparecida; Souza, João Artur de; Cuffa, Denise de; Costa, Rejane Helena Ribeiro da

doi:10.4018/ijhcitp.2018040102

Cited by 9 publications

(11 citation statements)

References 63 publications

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“…These results confirm H2 and demonstrate that the lower the perceived opportunities, the greater the intention of professionals to leave organizations will be. These results also support evidence found in earlier studies in Brazil and abroad (Proost et al, 2012;Steil et al, 2018). Studies with Brazilian samples that used the same measures for EPOA and EIR also had a negative correlation between perceived learning opportunities and intention to leave the organization (Freitas et al, 2015;Germano, 2016).…”

Section: Discussion and Perspectivessupporting

confidence: 86%

“…Perceived learning opportunities and retention presented a near-zero correlation between management and technician groups. In similar studies, Steil et al (2018) and Bezerra (2018) also identified near-zero correlation values between training and development and retention (0.02) and length of service and learning opportunities (0.09), respectively. Thus, H3 was rejected and we accepted the null hypothesis that perceived learning opportunities do not influence retention.…”

Section: Discussion and Perspectivesmentioning

confidence: 71%

“…One study with professors found a negative relation between learning opportunities and the intention of such professionals to leave their current employment (Proost et al, 2012). This relation was also found in studies with young doctors (Degen et al, 2014) and technical and scientific professionals (Steil et al, 2018).…”

Section: Perceived Learning Opportunities and Behavioral Intentionsmentioning

confidence: 70%

“…There is contradictory evidence regarding the relation between perceived learning opportunities and employees' intentions to stay in the organizations. Although some studies showed a positive relation (Chiang et al, 2005;Chew and Chan, 2008;Rowden and Conine, 2005), other studies did not identify such relation (Newman et al, 2011;Steil et al, 2018).…”

Section: Perceived Learning Opportunities and Behavioral Intentionsmentioning

confidence: 94%

“…A study by Moncarz et al (2009) verified that training and development actions resulted in improved employee performance, which in turn contributed to their staying within the organizations researched. Nevertheless, a study on technical and scientific professionals from research and development organizations did not relate training and development Perceived learning opportunities opportunities to permanence of such professionals in the organization where they worked (Steil et al, 2018).…”

Section: Perceived Learning Opportunities and Retentionmentioning

confidence: 99%

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Perceived learning opportunities, behavioral intentions and employee retention in technology organizations

Steil

Cuffa

Iwaya

et al. 2020

JWL

Self Cite

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Purpose This study aims to identify the relation between perceived learning opportunities, behavioral intentions to voluntarily stay or leave technology organizations and employee retention within these organizations. Design/methodology/approach This is a survey of 440 employees of a technology organization. Findings Learning opportunities perceived by managers and technicians presented significant positive correlations with the intention to stay and significant negative correlations with the intention to leave the organization. No relation was identified between perceived learning opportunities and manager retention. Among technicians, the correlation between perceived learning opportunities and retention was near zero. Practical implications If the organization wants to guarantee the intention of professionals to stay in the organization, the “perceived learning opportunities” indicator should have a similar level of importance as other objective indicators, such as performance and achievement. Originality/value To the best of the authors’ knowledge, this is the first study to identify relations between perceived learning opportunities and behavioral intention to stay and leave of professionals that work in technology organizations.

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Section: Discussion and Perspectivessupporting

confidence: 86%

Section: Discussion and Perspectivesmentioning

confidence: 71%

Section: Perceived Learning Opportunities and Behavioral Intentionsmentioning

confidence: 70%

Section: Perceived Learning Opportunities and Behavioral Intentionsmentioning

confidence: 94%

Section: Perceived Learning Opportunities and Retentionmentioning

confidence: 99%

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Perceived learning opportunities, behavioral intentions and employee retention in technology organizations

Steil

Cuffa

Iwaya

et al. 2020

JWL

Self Cite

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Reasons for Professionals to Stay or Leave Information Technology Organizations

Steil

Bello

Freitas

et al. 2022

RAM, Rev. Adm. Mackenzie

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Purpose: This study describes the reasons for professionals to stay or leave information technology (IT) organizations in Santa Catarina. Originality/value: Technology organizations have experienced challenges in retaining professionals. Therefore, this study contributes to the literature on the subject by presenting the professionals’ perceptions about their reasons for voluntarily staying or leaving these organizations. Design/methodology/approach: Four hundred and forty workers from private technology companies freely answered two open questions in an online questionnaire (survey): “What are the reasons that maintain you working at this company?” and “For what reasons would you leave this company in the future?”. The responses, collected in the second half of 2016, were inductively coded and subsequently aggregated into categories. Findings: The results indicate that the professionals remain in the researched organizations primarily due to occupational (job satisfaction, organizational commitment, proper working conditions and perception of professional growth), organizational (adequate management practices) and environmental reasons (perception that there are no better work alternatives). The professionals surveyed would leave the organizations they currently work, primarily for occupational reasons (lack of job satisfaction and opportunities for professional growth, lack of an outlook on valorization and better working conditions), as well as for organizational (inadequate management practices), environmental (better job alternatives) and individual reasons (career planning). Based on the analysis of these results, an agenda for future research on the investigated topic is presented.

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Churning of human resources: A proposal for a theoretical-methodological model

Pirrolas,

Correia

2023

RAM, Rev. Adm. Mackenzie

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Purpose: This article presents the results of qualitative research performed through the semi-structured interviews to elaborate a theoretical-methodological human resources churning model that will allow to statistically describe the relations of interdependence between the selected variables, to analyze their impact, and to test hypotheses in future studies. Originality/value: The relevance of this study lies in the opportunity to contribute to the development of such an intricate, unexplored topic, with scarcely available literature and empirical studies, providing the elaboration of an interview script as an instrument for data collection that facilitates future studies. Churning of human resources (excess of turnover) is solely related to the replacement of workers who voluntarily choose to leave organizations (Burgess et al., 2000). Design/methodology/approach: This study follows a qualitative approach. The process of data collection consisted of developing a semi-structured interview guide to gather information through the performance of 20 interviews. Findings: Through the analysis of the results, it was possible to ascertain that the more favorable churning dimensions are, the greater the retention of workers in organizations. Thus, the elaboration and application of strategic measures by organizations become relevant for the retention of the most experienced and qualified workers in order to avoid high costs with new hiring, which are a direct result of such replacements (churning).

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Behavioral Intentions and Retention of Technical and Scientific Staff in Research and Development Organizations

Cited by 9 publications

References 63 publications

Perceived learning opportunities, behavioral intentions and employee retention in technology organizations

Perceived learning opportunities, behavioral intentions and employee retention in technology organizations

Reasons for Professionals to Stay or Leave Information Technology Organizations

Churning of human resources: A proposal for a theoretical-methodological model

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