Managing employee retention and turnover with 21st century ideas

Lee, Thomas W.; Hom, Peter W.; Eberly, Marion B.; Li, Junchao

doi:10.1016/j.orgdyn.2017.08.004

Cited by 64 publications

(68 citation statements)

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“…The critical success factors of design startup businesses have been developed based on a venture startup's success factor framework [72]. The research framework is designed as a two-tier architecture comprising success factors and attributes, to facilitate an intuitive and business success creation for startup leaders.…”

Section: Research Framework and Variablesmentioning

confidence: 99%

Critical Success Factors of a Design Startup Business

Kim

Young-Ok³

2018

Sustainability

101

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Recent trends of new venture startups have paved the way for the expansion of the design industry and opened new windows of opportunity for the traditionally small and non-specialized design business. In this environment, design startups are rapidly growing in modern society, and thus meeting the needs of consumers through the development of innovative products, processes, and services. This study aims to determine the critical success factors affecting design startups. To this end, the concept and success variables of startup businesses were studied based on previous research, and then key success factors of design startups were identified. A total of 24 experts, from 12 design-based small venture startups and 12 technology-based small and medium startups, were surveyed regarding their priorities related to these factors, using the analytic hierarchy process (AHP). The results suggest that idea commercialization is the most important success factor as an innovation criterion among the four success criteria of design startups. Hence, entrepreneurial conditions, such as goal-orientation and entrepreneurs' competence, are important success factors for design startups.

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Section: Research Framework and Variablesmentioning

confidence: 99%

Critical Success Factors of a Design Startup Business

Kim

Young-Ok³

2018

Sustainability

101

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“…Jenkins (1993) labeled "organizational commitment as a strong predictor of turnover" (p. 84), and Scheible and Bastos (2012) saw it as a more stable basis than job satisfaction in predicting turnover. Positive attitudes toward an organization have been shown to reduce turnover (Lee, Hom, Eberly, & Li, 2017). Employees tend to deliver reciprocal behavior based on observations of organizational commitment being demonstrated by their employers (Eisenberger et al, 1986).…”

Section: Organizational Commitmentmentioning

confidence: 99%

“…Nurse turnover drives significant organizational costs, and the cost of reducing turnover was found to be much less than the cost of turnover itself (Jones & Gates, 2007;Mamun & Hasan, 2017). Mediocre and stellar employees, at the opposite ends of the spectrum in a workforce, have a greater inclination to leave their company voluntarily (Lee et al, 2017). When an employee resigns voluntarily, the company incurs more than the employee's first year's salary in recruitment and training costs.…”

Section: Employee Loyalty and Turnovermentioning

confidence: 99%

“…Other ramifications of turnover also manifest in the workplace. Voluntary turnover can elicit copycat behavior from peers, creating a spiral effect (Lee et al, 2017). In addition, "turnover can sap the morale of remaining employees, add administrative time, and is disruptive to both organizational culture and structure" (Waldman, Kelly, Arora, & Smith, 2004, p. 6).…”

Section: Employee Loyalty and Turnovermentioning

confidence: 99%

“…Future studies should examine if demographic factors play a role in relationships among the variables. More research is warranted particularly in the arena of turnover intention, due to varying response to context, such as industry type (Lee et al, 2017).…”

Section: Theoretical Implications Of Studymentioning

confidence: 99%

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Fulfillment of the employee psychological contract in a healthcare system: Does it drive employee engagement and reduce turnover intention?

Bonilla¹

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DEDICATIONI would like to thank my personal network and my family for supporting me during my two years of intensely devoted study.To my mom, whom I can thank for always setting the bar high and inspiring me to believe that I could be a CEO or anything else my heart desired. To my husband of 25 years, Victor, and our daughters, Stephanie, Lindsay, and Emma: I know that I have been distant, stressed, and mostly unavailable while juggling the pursuit of a full-time graduate degree and a full-time administrative faculty role, with the latter tasking me to launch a new executive graduate program for UNLV and obtain first-time program accreditation.

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Working 9‐to‐5? A review of research on nonstandard work schedules

2020

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Summary Increasingly, organizations around the world need employees to work weekends and during hours that fall outside of a traditional 9‐to‐5, Monday through Friday, schedule. At the same time, in recent years, employees have sought more flexible working arrangements that result in longer work shifts that occur on fewer days each week. Although nonstandard work schedules have important organizational implications, much of this research has occurred outside of the management literature. Further, within the management literature, there has been little attempt to review and integrate the findings of prior studies of nonstandard work schedules. In this paper, we review research that has investigated nonstandard work shifts and how they affect work‐related outcomes (e.g., job behavior and job attitudes), health‐related outcomes (e.g., physiological, behavioral, and psychological consequences), and personal/family‐related outcomes (e.g., work–family conflict, divorce, and parent–child relations). Following our review, we identify avenues for future investigations, with a particular emphasis on methodological improvements and research that would facilitate the development of integrated conceptual models that more fully consider the implications of work schedules in the context of other important areas of organizational scholarship.

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Managing employee retention and turnover with 21st century ideas

Cited by 64 publications

References 0 publications

Critical Success Factors of a Design Startup Business

Critical Success Factors of a Design Startup Business

Fulfillment of the employee psychological contract in a healthcare system: Does it drive employee engagement and reduce turnover intention?

Working 9‐to‐5? A review of research on nonstandard work schedules

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