離職率とは何ですか？
Employee Turnover 離職率 - PURPOSE Employee turnover is an important indicator that carries a heavy financial cost for healthcare organizations. [1] Today it became a huge challenge for Human Resource Managers to retain the employees for longer time of period and decrease the rate of employee turnover. [2] , ownership, the role of the HR function, performance, employee turnover) for the profile of the HRM director. [3] Theoretical frameworks have recommended organisational-level interventions to decrease employee withdrawal behaviours such as sickness absence and employee turnover. [4] We collected data on working conditions, motivation, health, employee turnover, and sickness absence among participants in a large-scale organisational-level intervention comprising measures designed and implemented by line managers and their human resources partners (i. [5] The contents of this study include: analyzing the factors leading to employee turnover and mining the influence degree of relevant factors; building model through algorithm, and finding the best parameters of the model to predict which employees may leave; selecting the best model and parameters through model comparison. [6] It also uses attitudinal employee characteristics to determine the reasons for employee turnover in the information technology sector. [7] How much do a manager’s interpersonal skills with subordinates, which we call people management skills, affect employee outcomes? Are managers rewarded for having such skills? Using personnel data from a large high-tech firm, we show that survey-measured people management skills have a strong negative relation to employee turnover. [8] The agile approach is prone to knowledge hoarding, as well as knowledge loss from employee turnover and reassignment during periods of significant organizational changes. [9] However, there are some challenges in the hospitality industry such as employee turnover which could have various consequences to organizations. [10] We find an increase in employee turnover and a decrease in employee holding of employer stock in the post-restatement period (restatement effect) and some evidence that employees start to react in the period of misreporting (misreporting effect). [11] Organizational conflicts in hospitals and their impact on employee turnover: A case study of Jordan. [12] The results showed that the work is tiring, stressful, repetitive and monotonous, which is directly related to the increment of absenteeism and employee turnover as well as to lower productivity and to employee dissatisfaction. [13] However, employee turnover can be managed through effective approaches, such as employment regulatory. [14] This research concerns on the problems of the high rate of employee turnover in BNI life regional Makassar. [15] Despite the deployment of state-of-the-art methodologies for project management, employee turnover in projects remains high. [16] This upward social comparison under incomplete information can have adverse effects on new workers’ well-being and employee turnover. [17] The formulation of the problem in this study is: How is the influence of organizational commitment, work environment and job satisfaction on employee turnover intentions at Dinas Perikanan Kota Tanjungbalai. [18] The cost associated with employee turnover and the shortage of available workforce in the market creates a situation where employee retention is crucial for the successful operation of an organization. [19] In the Covid 19 pandemic, factors affecting thejob satisfaction should be analyzed in an objective way, and employee turnover and unproductivenessshould be tried to be kept at minimum level. [20] Prior studies confirm that poor leadership is a key driver of employee turnover. [21] Employee turnover has become an important issue these days due to the heavy workload, low pay, low job satisfaction, poor working environment. [22] For managers, this research provides valuable insights for organizations, which may create positive effects on service quality and a reduction in employee turnover. [23] employment, this figure masks the relatively high degree of employee turnover. [24] The findings revealed that there was a significant relationship between employee turnover, distributive justice, procedural justice, and interactional justice. [25] In turn, companies would benefit in higher productivity and efficacy, reduction in employee turnover, gaining competitive advantage, and overall, becoming more profitable. [26] PurposeThis study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?Design/methodology/approachLatent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea. [27] In conclusion, this research provides the basis for human resource management to work on the real factor which spark the employee turnover in call centres of Pakistan. [28] Employee turnover is making the organizations to fail in attaining the objectives set. [29]目的 従業員の離職率は、医療機関に多額の経済的コストをもたらす重要な指標です。 [1] 今日、人事マネージャーが従業員を維持することは大きな課題になりました 期間が長くなり、従業員の離職率が低下します。 [2] 、所有権、HR機能の役割、パフォーマンス、従業員の離職率）、HRMディレクターのプロファイル。 [3] 理論的枠組みでは、病気の欠勤や離職などの従業員の離脱行動を減らすために、組織レベルの介入が推奨されています。 [4] ラインマネージャーとその人材パートナー（i。 [5] この調査の内容は次のとおりです。従業員の離職につながる要因を分析し、関連する要因の影響度をマイニングします。アルゴリズムを使用してモデルを構築し、モデルの最適なパラメーターを見つけて、どの従業員が退職するかを予測します。モデル比較を通じて最適なモデルとパラメータを選択します。 [6] また、態度の従業員の特性を使用して、情報技術セクターにおける従業員の離職の理由を判断します。 [7] 部下とのマネージャーの対人スキル（私たちは人事管理スキルと呼びます）は、従業員の成果にどの程度影響しますか？マネージャーはそのようなスキルを持っていることで報われますか？大規模なハイテク企業の人事データを使用して、調査で測定された人事管理スキルが従業員の離職率と強い負の関係にあることを示します。 [8] アジャイルアプローチは、知識の蓄積に加えて、組織が大幅に変更された期間中の従業員の離職や再配置による知識の喪失を招きやすい傾向があります。 [9] ただし、ホスピタリティ業界には、組織にさまざまな結果をもたらす可能性のある従業員の離職など、いくつかの課題があります。 [10] 修正後の期間に従業員の離職率が増加し、雇用主の株式を保有する従業員が減少し（修正再表示効果）、誤った報告の期間に従業員が反応し始めたという証拠がいくつかあります（誤った報告効果）。 [11] 病院における組織の対立とその従業員の離職率への影響：ヨルダンの事例研究。 [12] 結果は、仕事が疲れ、ストレスが多く、反復的で単調であることを示しました。これは欠席主義と従業員の離職率の増加、生産性の低下、従業員の不満に直接関係しています。 [13] ただし、従業員の離職率は、雇用規制などの効果的なアプローチを通じて管理できます。 [14] この調査は、BNIライフ地域のマカッサルにおける従業員の離職率の高さの問題に関するものです。 [15] プロジェクト管理のための最先端の方法論の展開にもかかわらず、プロジェクトの従業員の離職率は高いままです。 [16] 不完全な情報の下でのこの上向きの社会的比較は、新入社員の幸福と離職率に悪影響を与える可能性があります。 [17] この調査での問題の定式化は次のとおりです。DinasPerikananKotaTanjungbalaiでの従業員の離職意向に対する組織のコミットメント、職場環境、および仕事の満足度の影響はどのようになっていますか。 [18] 従業員の離職に関連するコストと市場で利用可能な労働力の不足は、組織の運営を成功させるために従業員の定着が重要である状況を生み出します。 [19] Covid 19のパンデミックでは、仕事の満足度に影響を与える要因を客観的に分析し、従業員の離職率と非生産性を最小限に抑えるように努める必要があります。 [20] 以前の調査では、リーダーシップの欠如が従業員の離職の主な要因であることが確認されています。 [21] 従業員の離職率は、重い作業負荷、低賃金、低い仕事の満足度、劣悪な労働環境のために、最近重要な問題になっています。 [22] 管理者にとって、この調査は組織に貴重な洞察を提供し、サービス品質にプラスの効果をもたらし、従業員の離職率を低下させる可能性があります。 [23] 雇用では、この数字は比較的高度な従業員の離職率を覆い隠しています。 [24] 調査結果は、従業員の離職率、分配的正義、手続き的正義、および相互作用的正義の間に有意な関係があることを明らかにしました。 [25] その結果、企業は生産性と有効性の向上、従業員の離職率の低下、競争上の優位性の獲得、そして全体として収益性の向上というメリットを享受できます。 [26] 目的この調査では、従業員の離職率に関連する3つの調査質問に対処します。（1）トランスフォーメーショナルリーダーシップは、従業員の継続的な要因として機能しますか？ （2）離職意図は実際の離職行動をどの程度予測しますか？ （3）集団的離職は、離職の意図と離職行動の間のリンクを緩和しますか？設計/方法論/アプローチ韓国のソウル首都圏にある自動車販売店からの縦断的およびマルチソースデータを使用して、潜在的な緩和された構造方程式モデリングを採用しました。 [27] 結論として、この調査は、パキスタンのコールセンターで従業員の離職率を高める実際の要因に取り組むための人的資源管理の基礎を提供します。 [28] 従業員の離職により、組織は設定された目標の達成に失敗しています。 [29]
social identity theory 社会的アイデンティティ理論
To help address this gap, we draw on the social identity theory of leadership to propose that leaders in street-level bureaucracies who are perceived to be committed to PV are also more likely to be perceived as charismatic leaders and that these leadership attributions will be associated with lower employee turnover, especially in more stressful work contexts. [1] This paper integrates social identity theory and social exchange theory to construct an external reputation mechanism and internal trust mechanism to explore the influence mechanism of corporate social responsibility on employee turnover intention and the intermediate transmission mechanism of psychological contract. [2] We draw on insights from the social identity theory to answer two important questions: does gender and racial diversity influence collective employee turnover in organizations? If so, can an organi. [3]このギャップに対処するために、私たちはリーダーシップの社会的アイデンティティ理論を利用して、PVに取り組んでいると認識されているストリートレベルの官僚機構のリーダーもカリスマ的なリーダーとして認識される可能性が高く、これらのリーダーシップの属性が関連付けられることを提案します特にストレスの多い仕事の状況では、従業員の離職率が低くなります。 [1] 本論文は、社会的アイデンティティ理論と社会的交換理論を統合して、外部評判メカニズムと内部信頼メカニズムを構築し、企業の社会的責任が従業員の離職意図に及ぼす影響メカニズムと心理的契約の中間伝達メカニズムを探求する。 [2] 社会的アイデンティティ理論からの洞察を利用して、2つの重要な質問に答えます。性別と人種の多様性は、組織の集合的な従業員の離職率に影響を与えますか？もしそうなら、臓器はできます。 [3]
High Employee Turnover 高い離職率
The study was motivated by the problem of high employee turnover rate in the Nigerian banking industry. [1] Apparel Industry in Sri Lanka faces the issue of high employee turnover with regard to operational level workers. [2] In cross-sectional analysis, we find that the documented effect is amplified among firms with greater concentration of decision rights in headquarters and high employee turnover, while is mitigated among firms with stronger labor union presence, high institutional ownership, and CEOs who are close to retirement age. [3] This qualitative study considers 55 interviews with new employees (employed six months or less) at a nonprofit social welfare organization which was concerned with high employee turnover. [4] Achieving company goals efficiently is one of the goals that must be achieved by the company and the problem of high employee turnover intention can be an obstacle for the company to achieve the expected efficiency. [5] The present study has sought to contribute to the growing knowledge base pertaining to the increasing trend in the high employee turnover rate in Malaysia’s manufacturing industry and challenges faced by organisations in retaining talented workforce arising from the job satisfaction issue. [6] The consequences of a work-life imbalance are intentional or unintentional absence, high employee turnover, low productivity, higher insurance costs, low job satisfaction, and others. [7] Recent generational diversity is featured in various articles and discusses the failure of multi-generational adaptation, especially in the workplace which results in high employee turnover rates that interfere with the Company's focus on achieving its goals. [8] High employee turnover has a severe impact on financial service industry, both financially and emotionally. [9] Stress causes communication gap, reduction in employee retention and high employee turnover, absenteeism, motivation, low quality and defective products at different levels in the company. [10] Alongside with the progressive globalization and increased competition, the labour market is exposed to high employee turnover. [11] Based on the qualitative approach, interviewing 14 participants from SME owners, consultants, government officials and professors, we found several challenges such as financial constraints, bureaucracy, lack of knowledge and interest, communication problem, high employee turnover and difficulty to find trustworthy employee implementing remote working practices. [12] ABSTRACT This study investigates reasons behind high employee turnover of IT professionals through the value placed on intrinsic, extrinsic, leisure, and social rewards. [13] The high Employee Turnover Intention (ETO) is a prevalent issue in the contemporary world of business, which is, directly and indirectly affecting organizations. [14] High employee turnover rates may jeopardize efforts to attain organizational objectives. [15] ,The study found that ineffective employee’s compensation, high employee turnover, lack of continuous improvement culture, inadequate use of employee empowerment, inadequate staff, lack of teamwork, inability to see tenants as customer, lack of motivation, education and training of the property managers and poor planning among others were the most significant factors influencing service quality of the property managers using mean ranking. [16] Productivity was decreasing, morale was low, there was serious absenteeism and a disturbingly high employee turnover. [17]この調査は、ナイジェリアの銀行業界における従業員の離職率が高いという問題に動機付けられました。 [1] スリランカのアパレル産業は、運用レベルの労働者に関して高い従業員の離職率の問題に直面しています。 [2] nan [3] nan [4] nan [5] nan [6] nan [7] nan [8] nan [9] nan [10] nan [11] nan [12] nan [13] nan [14] nan [15] nan [16] nan [17]
Reduce Employee Turnover 従業員の離職率を下げる
Practical/managerial implications: Recommendations are made to HR practitioners regarding employee empowerment of mining employees, which, when implemented, have the potential to reduce employee turnover intention. [1] Specifically, we hypothesized and found that when pay and benefit satisfaction was low, job variety could reduce employee turnover intentions by improving the employee-organization relationship through the development of perceived organizational support. [2] This study’s result will benefit the managers who wish to reduce employee turnover by leveraging on the transformational leadership style of management. [3] So there is every reason to believe the introduction of long-term wage standards for the hryvnia to strengthen product allows interest groups to increase productivity and reduce employee turnover, improved promotion procedure for combining professions, with high rates of labour initiative for implementing reasonable standards. [4] This also reduces employee turnover. [5] The research supports the view that it is possible to reduce employee turnover intentions and foster performance in a healthcare context by establishing an environment conducive of OL. [6] Applying machine learning methods in reducing burnout can also provide socio-economic benefits such as help to reduce employee turnover and improve general working conditions. [7] This study provides guidelines for organization management and better ways to reduce employee turnover. [8] Workplace spirituality has emerged as one of the effective mechanisms to induce organizational commitment, job involvement, creativity, innovation and to reduce employee turnover intentions This has attracted the attention of researchers worldwide, and there have been several studies on the components and effect of workplace spirituality on employee performance in Western nations The Covid 19 pandemic has led to job losses and pay cuts across industries, leading to an alarming Increase in stress, depression and alcohol and substance abuse among employees However, hardly any studies have been conducted on workplace spirituality in the Gulf Cooperation Council (GCC) region, leaving a gap in the literature This study investigates the impact of four dimensions of workplace spirituality namely, meaningful work, inner life, organizational values and sense of community on the organizational commitment of employees working in various organizations in Oman during Covid-19 The study employs survey data collected from 117 respondents across various managerial levels using a structured questionnaire having 20 items The data has been analyzed using SmartPLS 3 software The results reveal the impact of the chosen dimensions of workplace spirituality on the organizational commitment of employees The findings of the study suggest that meaningful work has the highest impact on organizational commitment, followed by inner life and sense of community Organizational values have been found not to have a significant effect on organizational commitment Workplace spirituality can have a profound impact on the mental health and wellbeing of employees in these troubled times © 2021 Karadeniz Technical University All rights reserved. [9] Specifically, they provide job opportunities, supply goods and services to larger organizations (Rahman, 2001), improve profitability (Rahman, 2001), speed up the quality transformation process (Bemonski, 1992), promote employee morale and reduce employee turnover (Shea and Gobeli, 1995). [10] Professional development opportunities reduce employee turnover. [11] These factors, if put into practice properly, can be beneficial for the business: boost sales and profit, reduce employee turnover, enhance quality, expand innovations, strengthen its public standing, improve employee reliability. [12] Seraphim Life Center to reduce employee turnover through effective programs. [13] Therefore, this study puts forward relevant suggestions from the perspective of psychological contract, in order to help hotels reduce employee turnover intention, so as to effectively reduce the hotel employee turnover rate. [14]実践的/管理的意味：鉱業従業員の従業員のエンパワーメントに関してHR実務家に推奨が行われ、これが実装されると、従業員の離職意図を減らす可能性があります。 [1] 具体的には、賃金と福利厚生の満足度が低い場合、職種の多様性は、知覚される組織的支援の開発を通じて従業員と組織の関係を改善することにより、従業員の離職意向を減らすことができるという仮説を立てました。 [2] nan [3] nan [4] nan [5] nan [6] nan [7] nan [8] nan [9] nan [10] nan [11] nan [12] nan [13] nan [14]
Voluntary Employee Turnover 自主退職者
The upheaval created by a merger can precipitate voluntary employee turnover, causing merging organizations to lose valuable knowledge-based resources and competencies precisely when they are needed most to achieve the merger's integration goals. [1] Background problems: Despite the introduction of automation in manufacturing-based organizations across the world, Human resources are still one of the key determinants of production and Voluntary employee turnover still remain the barrier to remove such problem. [2] This teaching case study examines strategic decisions made at a non-profit organisation to elevate staff and improve morale following voluntary employee turnover. [3] A significant proportion of voluntary employee turnover includes people who frequently move from job to job, known as job-hopping. [4] ,By examining the work values of blue-collar workers, this paper draws meaningful implications for talent management with regard to work outcomes, in particular voluntary employee turnover, which is considered to be an issue of concern by both economists and businessmen. [5] Despite being a topic widely studied, voluntary employee turnover still raises many questions and debates. [6]合併によって引き起こされた激変は、自発的な従業員の離職を促進し、合併組織が合併の統合目標を達成するために最も必要とされるときに、貴重な知識ベースのリソースと能力を正確に失う原因となる可能性があります。 [1] 背景の問題：世界中の製造業を基盤とする組織に自動化が導入されているにもかかわらず、人材は依然として生産の主要な決定要因の1つであり、自発的な従業員の離職は依然としてこのような問題を取り除くための障壁となっています。 [2] nan [3] nan [4] nan [5] nan [6]
Increased Employee Turnover 従業員の離職率の増加
Overall, there was more employee disengagement than engagement at the institution, leading to employee stress, increased employee turnover, and minimal employee productivity. [1] Workers' discomfort and dissatisfaction will result in increased employee turnover. [2] Established consequences of these behaviors include increased employee turnover rates, decreased job satisfaction, decreased productivity, and increased absenteeism. [3] Using novel firm-level data, we show that investments in robotics are associated with increased employee turnover, but also an increase in total employment within the firm. [4]全体として、教育機関でのエンゲージメントよりも従業員の離脱が多く、従業員のストレス、離職率の増加、および従業員の生産性の低下につながりました。 [1] 労働者の不快感や不満は、従業員の離職率の増加につながります。 [2] nan [3] nan [4]
Minimize Employee Turnover 従業員の離職率を最小限に抑える
Conclusion: Human resource management practices focused on artificial intelligence have a great potential to enhance employee performance, talent development, learning and development, and employee retention, while also helping to minimize employee turnover. [1] This study's findings serve as guidelines to help managers better understand organizational behaviors, specifically on how to minimize employee turnover, improve job satisfaction and organizational commitment, and make better decisions in managing the perception of distributive and interactional injustice when dealing with their employees. [2] One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment. [3]結論：人工知能に焦点を当てた人的資源管理の実践は、従業員の離職率を最小限に抑えながら、従業員のパフォーマンス、人材育成、学習と育成、および従業員の定着を強化する大きな可能性を秘めています。 [1] この調査の結果は、マネージャーが組織の行動をよりよく理解するのに役立つガイドラインとして役立ちます。具体的には、従業員の離職率を最小限に抑え、仕事の満足度と組織のコミットメントを改善し、従業員に対処する際の分散的および相互作用的な不正の認識を管理する上でより良い意思決定を行う方法についてです。 [2] nan [3]
Reduced Employee Turnover 離職率の低下
For the Ministry to realize high output, the outcome points in the direction of good supervision, which is believed to contribute to increased job satisfaction, increased job and organizational commitment among staff, and reduced employee turnover. [1] Motivation for the study: Companies are becoming increasingly interested in the promotion of commitment amongst employees because of the numerous benefits associated with organisational commitment, such as improved employee performance and reduced employee turnover. [2] Main findings: This study found a relationship between TM and employee retention and concluded that synchronisation of TM practices and employee retention initiatives led to reduced employee turnover. [3]省が高い成果を実現するための成果は、優れた監督の方向に向けられており、これは、仕事の満足度の向上、スタッフ間の仕事と組織のコミットメントの向上、および従業員の離職率の低下に寄与すると考えられています。 [1] 調査の動機：企業は、従業員のパフォーマンスの向上や離職率の低下など、組織のコミットメントに関連する多くのメリットがあるため、従業員間のコミットメントの促進にますます関心を持っています。 [2] nan [3]
Decreased Employee Turnover
Organisational commitment has gained much importance and it can lead to the positive and favourable outcomes for an organisation like improved employees’ performance, increased organisational effectiveness, decreased employee turnover ratio, increased organisational financial revenues and decreased absenteeism among employees. [1] The conceptual model proposes sales managers can hire individuals with grit to decreased employee turnover. [2]組織のコミットメントは非常に重要になり、従業員のパフォーマンスの向上、組織の有効性の向上、従業員の離職率の低下、組織の財務収益の増加、従業員の欠席の減少など、組織にとって前向きで好ましい結果につながる可能性があります。 [1] nan [2]
Influence Employee Turnover
Hence, this paper aims at identifying the significant factors that influence employee turnover in telecom industry of Bangladesh. [1] This study contributes to a small but growing body of literature on how context influences employee turnover intention. [2]Frequent Employee Turnover
Workers expressed (over)confidence in personal protective equipment and concern about frequent employee turnover. [1] Clinic staff possessed low level of knowledge and awareness, and acquired no training about waste management practice and rules, moreover, frequent employee turnover was noticed too. [2]労働者は、個人用保護具に（自信過剰）自信を示し、頻繁な従業員の離職について懸念を表明しました。 [1] nan [2]
Predicting Employee Turnover
Turnover intentions plays an important role in predicting employee turnover behavior. [1] Although social network methods have proven valuable for predicting employee turnover, an informed use of network methods for turnover management requires an integration and extension of extant networks-turnover research. [2]離職の意図は、従業員の離職行動を予測する上で重要な役割を果たします。 [1] nan [2]
Predict Employee Turnover 従業員の離職率を予測する
Top three feature importance to predict employee turnover are Merit increase compare with market, Ratio of annual leave hours on average - last month and Ratio of annual leave hours on average - last 2 months respectively. [1] To Show the correlation between previously reported studies and the variables that predict employee turnover (Lawrence, 2003). [2]従業員の離職率を予測するための上位3つの特徴の重要性は、市場と比較したメリットの増加、平均して先月の年次休暇時間の比率、および過去2か月の平均の年次休暇時間の比率です。 [1] 以前に報告された研究と従業員の離職率を予測する変数との相関関係を示すため（Lawrence、2003年）。 [2]
Lower Employee Turnover 離職率の低下
Treated firms have fewer socially isolated individuals and a lower employee turnover. [1] To help address this gap, we draw on the social identity theory of leadership to propose that leaders in street-level bureaucracies who are perceived to be committed to PV are also more likely to be perceived as charismatic leaders and that these leadership attributions will be associated with lower employee turnover, especially in more stressful work contexts. [2]扱われる企業は、社会的に孤立した個人が少なく、従業員の離職率が低くなります。 [1] このギャップに対処するために、私たちはリーダーシップの社会的アイデンティティ理論を利用して、PVに取り組んでいると認識されているストリートレベルの官僚機構のリーダーもカリスマ的なリーダーとして認識される可能性が高く、これらのリーダーシップの属性が関連付けられることを提案します特にストレスの多い仕事の状況では、従業員の離職率が低くなります。 [2]
Les Employee Turnover 離職率
Authors suggest identifying and encouraging these characteristics in hospice workers may lead to less employee turnover, healthier employees, and a better work environment. [1] Work-family balance is important for both the individual and the work organization, as it affects job satisfaction, engagement, productivity and also less employee turnover. [2]著者は、ホスピスワーカーのこれらの特性を特定して奨励することで、従業員の離職率が低下し、従業員が健康になり、職場環境が改善される可能性があることを示唆しています。 [1] 仕事と家庭のバランスは、仕事の満足度、エンゲージメント、生産性に影響を与え、従業員の離職率も低下させるため、個人と仕事の組織の両方にとって重要です。 [2]
Reducing Employee Turnover 従業員の離職率を下げる
Among others, they include: #Cost Reduction #Higher Accuracy #Increased focus on core competencies #Improved productivity #Better compliance #Creating New jobs #Reducing Employee turnover. [1] The literature on the effect of unions on productivity recognizes that part of this effect may work through reducing employee turnover and other mechanisms, such as technological and organizational innovations, which are essential factors of productivity growth. [2]とりわけ、次のようなものがあります。＃コスト削減＃精度の向上＃コアコンピテンシーへの注目の高まり＃生産性の向上＃コンプライアンスの向上＃新しい雇用の創出＃従業員の離職率の削減。 [1] 労働組合の生産性への影響に関する文献は、この影響の一部が、従業員の離職率や、生産性の成長に不可欠な要素である技術革新や組織革新などの他のメカニズムの削減を通じて機能する可能性があることを認識しています。 [2]
Increasing Employee Turnover 離職率の向上
The phenomenon of increasing employee turnover, inaccurate time in completing tasks which impact on not achieving company targets, meeting with leaders is not optimal, and lack of encouragement and direction from leaders towards employees is the background of this research. [1] Interviewees offered explanations for increasing employee turnover and commuting, including lack of housing, lack of employment for spouses, lack of services for children, social isolation, improving road conditions making long-distance commuting easier, agency incentives and culture, decreasing social cohesion among agency staff, unpaid overtime responsibilities, and agency hiring practices. [2]従業員の離職率の増加、会社の目標の達成に影響を与えるタスクの完了に不正確な時間、リーダーとのミーティングは最適ではなく、リーダーから従業員への励ましと方向性の欠如がこの研究の背景です。 [1] インタビュー対象者は、住宅の不足、配偶者の雇用の欠如、子供へのサービスの欠如、社会的孤立、長距離通勤を容易にする道路状況の改善、代理店のインセンティブと文化、代理店間の社会的結束の低下など、従業員の離職率と通勤の増加について説明しましたスタッフ、無給の残業責任、および代理店の雇用慣行。 [2]
Higher Employee Turnover 離職率の向上
Higher employee turnover could be serious as they are an essential part of every business. [1] Objectives Poor psychosocial work environments in hospitals are associated with higher employee turnover. [2]彼らはすべてのビジネスの不可欠な部分であるため、より高い従業員の離職率は深刻である可能性があります。 [1] 目的病院の心理社会的作業環境が悪いと、従業員の離職率が高くなります。 [2]
Collective Employee Turnover 従業員の総離職率
, sudden, collective employee turnover. [1] We draw on insights from the social identity theory to answer two important questions: does gender and racial diversity influence collective employee turnover in organizations? If so, can an organi. [2]、突然の、集合的な従業員の離職。 [1] 社会的アイデンティティ理論からの洞察を利用して、2つの重要な質問に答えます。性別と人種の多様性は、組織の集合的な従業員の離職率に影響を与えますか？もしそうなら、臓器はできます。 [2]
employee turnover intention 離職意向
Retaining talent in an organization is as crucial a task as attracting talent and leaders today need a more subjective perspective to identify what is it that contributes to employee turnover intentions. [1] Findings Empirical findings of study indicate that work–life conflict enhances employee turnover intentions by creating job dissatisfaction. [2] Purpose This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals. [3] Practical/managerial implications: Recommendations are made to HR practitioners regarding employee empowerment of mining employees, which, when implemented, have the potential to reduce employee turnover intention. [4] This empirical study aims to analyze employee job stress, employee turnover intention, and job involvement. [5] This study aims to analyse the effects of Job Stress and Compensation on employee Turnover Intention as mediated by Organizational Commitment. [6] Specifically, we hypothesized and found that when pay and benefit satisfaction was low, job variety could reduce employee turnover intentions by improving the employee-organization relationship through the development of perceived organizational support. [7] These behaviors positively affect practical outcomes such as developing team psychological safe climate, motivating the team, and decreasing employee turnover intention. [8] Data measurements comprised demographic characteristics, workplace bullying (Negative Acts Questionnaire-Revised), occupational burnout (occupational burnout inventory), and turnover intentions (employee turnover intentions and job destination choice). [9] Employee turnover intention will be effect in higher cost and loss of competitive advantage, and also the loss time for training again for new employee. [10] The two-factor motivation theory of Frederick Herzberg was used as the lens to analyse employee turnover intentions in the hotel industry. [11] This study explored a theoretical model of factors affecting employee turnover intentions in the energy-intensive industry from the perspective of environmental regulation through emission reduction policy. [12] Hence, this article aims to analyze the impact of employee empowerment, ethical climate, and perceived organizational support on employee turnover intention directly and indirectly with the mediating role of job satisfaction. [13] This study aims to analyze the effect of workplace bullying and organizational commitment on employee turnover intention, as well as to analyze the mediating role of organizational commitment variables. [14] How does the self shape perceived politics’ effects on employee turnover intention? We aim to answer this question by proposing an expanded self-consistency perspective on perceived politics in org. [15] This study explored the impact of transformational leadership style on employee turnover intentions in state-owned enterprises in Ghana. [16] This study identifies and examines, using a cross-sectional survey research design, the empirical support for two alternative model – a direct effect model and an indirect effect model of the likely effect of spiritual leadership on employee turnover intention, mediated by quality of work life and organizational climate as moderator on hotel employees of Tanzania. [17] The aim of this study was to examine the effect of work alienation on employee turnover intention among the employees in the Aqaba Special Economic Zone Authority. [18] The results found that there is no direct impact of HRD in reducing turnover intention and turnover however HRD can affect negatively as well as positively employee turnover intentions indirectly. [19] This study aims to analyze the effect of reward systems and organizational commitment on employee turnover intention, and analyze the mediating role of organizational commitment variables. [20] Employer brand identification also negatively impacts employee turnover intention. [21] Applying the social cognitive theory (SCT), this paper examines the relationships among presenteeism, job satisfaction (JS), and employee turnover intentions (ETIs), and the mediational influence of JS on the relationship between presenteeism and ETIs. [22] The findings confirm that compliance acts as a distal antecedent of employee turnover intention through its mediating influences via job satisfaction and organizational attraction. [23] The study results revealed that PCH positively impacted employee turnover intention, participants’ lack of trust in the corporation as well their less favorable attitude towards the same. [24] Achieving company goals efficiently is one of the goals that must be achieved by the company and the problem of high employee turnover intention can be an obstacle for the company to achieve the expected efficiency. [25] The research supports the view that it is possible to reduce employee turnover intentions and foster performance in a healthcare context by establishing an environment conducive of OL. [26] This study aims to examine the impact of job satisfaction on employee turnover intention in Bank Al Habib in Pakistan. [27] The results of this study show that ethical leadership has a negative significant effect of job stress and employee turnover intention, job stress has a positive significant effect on turnover intention. [28] The study also investigates the mediating effect of organizational citizenship behavior on the relationship between the three constructs of gratitude and employee turnover intentions. [29] We then (a) separated within-department and between-department diversity climate perceptions, (b) examined the directionality and durability of the relationships among trust and diversity climate perceptions, and (c) examined employee turnover intentions as an outcome of the trust/diversity climate perception feedback process that we identified. [30] The purpose of this study was to examine and analyze the relationship of workload, work stress, and social support for employee turnover intentions of PT. [31] The primary objective of this study was to investigate the influence of organizational culture, supervisor behavior, and HRM practices over the employee turnover intentions of the NGOs sector in Sindh, Pakistan. [32] Purpose The purpose of this viewpoint is to examine employee turnover intention to include how it manifests itself, aspects of the work environment or perceptions that tend to drive the behavior, and the turnover intentions that management has difficulty thwarting. [33] This study aimed to investigate the direct influence of perceived supervisor support on employee turnover intention through a meta-analysis method. [34] This paper aims to examine employee perceptions of the labor market in the employee turnover intention model and explores how different situations outside work (labor market conditions) play a role in employee-organizational membership. [35] Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions. [36] FindingsThe authors’ results confirm the hypothesis that the negative effect of leader CRB on employee turnover intention is partially mediated by employee work engagement. [37] This study aims to examine and determine the effect of work stress and work environment on employee turnover intention at PT Diorama Jasa Utama Denpasar. [38] The purpose of this study was to determine the effect of job insecurity and workplace bullying on employee turnover intention at the Seminyak Garden Hotel & Pool. [39] This study aims to test and analyze the effect of compensation, workload and job satisfaction on employee turnover intentions at PT. [40] This means that work engagement with employee turnover intentions has a negative relationship. [41] This paper integrates social identity theory and social exchange theory to construct an external reputation mechanism and internal trust mechanism to explore the influence mechanism of corporate social responsibility on employee turnover intention and the intermediate transmission mechanism of psychological contract. [42] Background: Despite extensive research on employee turnover intention in the existing literature. [43] Keywords: Career Plateauing, Employee Turnover Intentions, Structural Career Plateauing, Content Career Plateauing and Civil Service. [44] Results and discussions: The result shows that job satisfaction has a significant negative effect on employee turnover intention. [45] Statistical analyses showed that employee disengagement is positively related with employee turnover intention and employee turnover statistics at Hilton Park Lane. [46] This paper analyzes the impact of four different types of organizational change on employee turnover intention, according to the Cummings and Worley (2014) organizational change classification. [47] This study aims to analyze the effect of psychology contract, job burnout, and job insecurity on employee turnover intention permanent employees. [48] Occupational identity is under-researched in the waiting sector, but understanding the occupational framework that relates to employee turnover intention in restaurants is important for enhancing employee retention. [49] Design/methodology/approachThis paper conducts a systematic literature review using a Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) flowchart with the existing research on RL, presenteeism, organisational commitment and employee turnover intentions covering the main contributors to this research stream. [50]組織内で才能を維持することは、才能を引き付けることと同じくらい重要なタスクであり、今日のリーダーは、従業員の離職意図に寄与するものを特定するために、より主観的な視点を必要としています。 [1] 調査結果 研究の経験的発見は、仕事と生活の対立が仕事の不満を生み出すことによって従業員の離職の意図を高めることを示しています。 [2] 目的 このホワイトペーパーは、病院における使用人のリーダーシップ（SL）、従業員の離職意向（TI）、および組織の識別（OI）の関係を調査することを目的としています。 [3] 実践的/管理的意味：鉱業従業員の従業員のエンパワーメントに関してHR実務家に推奨が行われ、これが実装されると、従業員の離職意図を減らす可能性があります。 [4] この実証的研究は、従業員の仕事のストレス、従業員の離職の意図、および仕事の関与を分析することを目的としています。 [5] この研究は、組織のコミットメントによって媒介される従業員の離職意図に対する仕事のストレスと報酬の影響を分析することを目的としています。 [6] 具体的には、賃金と福利厚生の満足度が低い場合、職種の多様性は、知覚される組織的支援の開発を通じて従業員と組織の関係を改善することにより、従業員の離職意向を減らすことができるという仮説を立てました。 [7] nan [8] データ測定には、人口統計学的特性、職場でのいじめ（Negative Acts Questionnaire-改訂）、職業的燃え尽き症候群（職業的燃え尽き症候群）、および離職意図（従業員の離職意図と転職先の選択）が含まれていました。 [9] 従業員の離職の意図は、コストの上昇と競争上の優位性の喪失、および新入社員の再トレーニングの時間の損失に影響します。 [10] nan [11] nan [12] したがって、この記事は、従業員のエンパワーメント、倫理的風土、および認識された組織的サポートが、職務満足の仲介的役割を介して直接的および間接的に従業員の離職意図に与える影響を分析することを目的としています。 [13] この研究は、職場でのいじめと組織のコミットメントが従業員の離職意向に及ぼす影響を分析すること、および組織のコミットメント変数の仲介的役割を分析することを目的としています。 [14] 自己形成は、従業員の離職意向に対する政治の影響をどのように認識していますか？私たちは、組織で認識されている政治に関する拡張された自己一貫性の視点を提案することによって、この質問に答えることを目指しています。 [15] この調査では、ガーナの国営企業の従業員の離職意向に対するトランスフォーメーショナルリーダーシップスタイルの影響を調査しました。 [16] この研究では、横断的調査研究デザインを使用して、2つの代替モデルの経験的サポートを特定および調査します。直接効果モデルと、仕事の質によって媒介される、従業員の離職意図に対する精神的リーダーシップの影響の可能性の間接効果モデルです。タンザニアのホテル従業員のモデレーターとしての組織風土。 [17] この研究の目的は、アカバ特別経済区当局の従業員の離職意図に対する仕事の疎外の影響を調査することでした。 [18] nan [19] この研究は、報酬システムと組織のコミットメントが従業員の離職意図に与える影響を分析し、組織のコミットメント変数の仲介的役割を分析することを目的としています。 [20] nan [21] 社会的認知理論（SCT）を適用して、この論文は、プレゼンティズム、仕事の満足度（JS）、および従業員の離職意図（ETI）の間の関係、およびプレゼンティズムとETIの間の関係に対するJSの仲介的影響を調べます。 [22] 調査結果は、コンプライアンスが、仕事の満足度と組織の魅力を介した影響を仲介することにより、従業員の離職意図の遠位の前例として機能することを確認しています。 [23] nan [24] nan [25] nan [26] この研究は、パキスタンのアルハビブ銀行における従業員の離職意向に対する職務満足の影響を調査することを目的としています。 [27] この研究の結果は、倫理的リーダーシップが仕事のストレスと離職の意図に負の有意な影響を及ぼし、仕事のストレスが離職の意図に正の有意な影響を与えることを示しています。 [28] nan [29] nan [30] nan [31] nan [32] nan [33] nan [34] nan [35] nan [36] nan [37] nan [38] nan [39] nan [40] nan [41] 本論文は、社会的アイデンティティ理論と社会的交換理論を統合して、外部評判メカニズムと内部信頼メカニズムを構築し、企業の社会的責任が従業員の離職意図に及ぼす影響メカニズムと心理的契約の中間伝達メカニズムを探求する。 [42] nan [43] nan [44] nan [45] nan [46] nan [47] nan [48] nan [49] nan [50]
employee turnover rate 離職率
The study was motivated by the problem of high employee turnover rate in the Nigerian banking industry. [1] However, a significant concern of the current hospitality and tourism industry is frequent and high-level of employee turnover rate. [2] The employee turnover rate has been reduced from 9. [3] The present study has sought to contribute to the growing knowledge base pertaining to the increasing trend in the high employee turnover rate in Malaysia’s manufacturing industry and challenges faced by organisations in retaining talented workforce arising from the job satisfaction issue. [4] Recent generational diversity is featured in various articles and discusses the failure of multi-generational adaptation, especially in the workplace which results in high employee turnover rates that interfere with the Company's focus on achieving its goals. [5] Background Depression among healthcare workers results in adverse effects which might include impairment of work performance, reduced productivity and increase in the employee turnover rate. [6] Established consequences of these behaviors include increased employee turnover rates, decreased job satisfaction, decreased productivity, and increased absenteeism. [7] High employee turnover rates may jeopardize efforts to attain organizational objectives. [8] , in terms of the employee turnover rate), there are no effective solutions for supporting the understanding of job mobility at an individual level. [9]この調査は、ナイジェリアの銀行業界における従業員の離職率が高いという問題に動機付けられました。 [1] ただし、現在のホスピタリティおよび観光業界の重要な懸念事項は、頻繁で高水準の従業員の離職率です。 [2] nan [3] nan [4] nan [5] nan [6] nan [7] nan [8] nan [9]
employee turnover still
Background problems: Despite the introduction of automation in manufacturing-based organizations across the world, Human resources are still one of the key determinants of production and Voluntary employee turnover still remain the barrier to remove such problem. [1] Despite being a topic widely studied, voluntary employee turnover still raises many questions and debates. [2]背景の問題：世界中の製造業を基盤とする組織に自動化が導入されているにもかかわらず、人材は依然として生産の主要な決定要因の1つであり、自発的な従業員の離職は依然としてこのような問題を取り除くための障壁となっています。 [1] nan [2]
employee turnover behavior 従業員の離職行動
Turnover intentions plays an important role in predicting employee turnover behavior. [1] The following conclusions are drawn:(1) the individual, organizational situation and the positive pressure of employee turnover; (2) the influence degree of each influencing factor on employee turnover behavior, from high to low, is the value, Leadership style, interpersonal environment, psychological contract. [2]離職の意図は、従業員の離職行動を予測する上で重要な役割を果たします。 [1] 以下の結論が導き出されます。（1）個人、組織の状況、および従業員の離職の前向きな圧力。 （2）従業員の離職行動に対する各影響要因の影響度は、高いものから低いものまで、価値、リーダーシップのスタイル、対人環境、心理的契約です。 [2]
employee turnover could 従業員の離職率
Employee turnover could be prevented by identifying the factors causing employee intention to leave the company. [1] Higher employee turnover could be serious as they are an essential part of every business. [2]従業員の離職意向を引き起こす要因を特定することで、従業員の離職を防ぐことができます。 [1] 彼らはすべてのビジネスの不可欠な部分であるため、より高い従業員の離職率は深刻である可能性があります。 [2]