Retaining employees with core business skills is a key human resources (HR) activity. This article examines retention of engineering and technical (E&T) professionals in an Australian public service agency by collecting data from 670 E&T professionals to compare attraction, retention and turnover intention by age and occupation. It was hypothesised that the influencers would vary by age, in line with the research on generational differences and employment patterns ( Chaminade 2005;Kyles 2005). This hypothesis was largely supported. It has also been suggested that intention to leave is influenced by job opportunity ( Hwang and Kuo 2006) and we thus sought to examine the influencers for turnover intention for the differing occupations in the E&T group surveyed. There were no significant differences by occupation, except for location, although this may be because occupational groups were aggregated due to the small numbers in some occupations. The current findings address the call for evidence-based data on the influencers for attraction, retention and turnover intention ( Allen, Bryant and Vardaman 2010), and suggests that retention strategies need to take into account generational differences.

In this paper, a physical (PHY) layer performance comparison for 3GPP Long Term Evolution (LTE) and IEEE 802.11p in a realistic urban street intersection scenario is presented. For this approach standard compliant link level simulation tools in combination with ray-optical channel modeling are utilized. Results are analyzed with respect to an intersection collision warning application where a suitable performance metric is derived to analyze the individual performances with respect to the packet error ratio in the downlink. In the absence of a line of sight (LOS) path for a Vehicle-to-Vehicle (V2V) link, the results show promising potential of LTE to outperform a dedicated IEEE 802.11p based communication link even when considering full buffer intercell-interference condition.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the evidence for age-related changes in cognition and the implications for leadership styles. In particular, a case is argued for distributed forms of leadership that encourage contribution across the age spectrum and hierarchical levels. Design/methodology/approach -This paper takes a conceptual approach, combining the psychology and management literatures in arguing the case for newer leadership forms, appropriate to an ageing workforce. Findings -Three principal components of intelligence (fluid, and crystallised intelligence and working memory) are considered and it is argued that high levels of fluid intelligence, generally higher in younger employees, should be accessed while being balanced by crystallised intelligence (experience). Distributed leadership has been mainly applied in educational settings. This paper argues for distributed leadership to maximise creativity and innovation. Practical implications -Leadership forms that maximise creative input from staff across all age levels are likely to contribute to firm innovation and sustainability. Additionally, job satisfaction and turnover among junior staff may be positively influenced through opportunities for greater participation. Social implications -The elements discussed in this paper address important leadership issues for managing a multigenerational workforce. Originality/value -Distributed leadership has been discussed in educational and health literatures for some time; however it is only recently that this approach to leadership has appeared in mainstream management literature. The discussion of age-related changes and distributed leadership introduces and important topic for further research in newer forms of leadership.Ageing trends, deteriorating economic conditions and skills shortages suggest that older workers are likely to remain in the workforce for some time. Research on managing an age-diverse workforce has, accordingly, proliferated, developing around themes (to mention a few) such as motivation, conscientiousness, engagement, attitudes and so forthusually with a focus on "challenges" rather than "opportunities". Managing diversity requires a broa...