A multivariate analysis of the determinants of job turnover.

Arnold, Hugh J.; Feldman, Daniel C.

doi:10.1037/0021-9010.67.3.350

Cited by 523 publications

(355 citation statements)

References 14 publications

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“…Besides, there are other direct economic consequences resulting from the investment in sustainability for each starting point P ij : savings S. One example for these savings regarding the corporate activity ''Human Resources'' can be: By improving working conditions and thus employees' satisfaction, the fluctuation of employees (turnover rate) and thus the need to spend more on recruiting can be reduced (Arnold and Feldman 1982). A strictly monotonic increasing, strictly concave, and twice continuously differentiable function S cur ij ðDm ij Þ 2 R þ 0 (e.g., a root function) can characterize these direct savings S.…”

Section: Formulation Of the Decision Modelmentioning

confidence: 99%

Business transformation towards sustainability

Müller

Pfleger

2014

Bus Res

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Sustainability is becoming increasingly important in today's corporate world and can contribute to the current and future success of organizations. Integrating ecological, social, and economic objectives into corporate decisions is a key success factor for transformation towards sustainability. As sustainability is not achieved by single actions, but rather is an on-going process, decision-makers must have means to analyze the current state of an organization. For this, we first illustrate how companies can structure the field of action for the transformation towards sustainability. Furthermore, we propose a decision model to determine how sustainability actions should be implemented in accordance with the paradigm of value-based management, i.e., considering their economic effects. We illustrate the application of the approach using the example of a German medium-sized company.Executive summary Recently, organizations have recognized sustainability as an emerging mega-trend and as an increasingly important strategic goal. Its integration into the business model can be a key success factor, but also a challenge that requires a systematic approach. In order to comprehensively steer corporate sustainability, with the aim of minimizing negative externalities while maximizing positive effects, companies first need to structure their processes to achieve transparency on where sustainability actions can be incorporated. By furthermore considering the three dimensions of sustainability, possible starting points for sustainability actions can be identified. These two perspectives are complemented by adapting the basic idea of stages of development and maturity to sustainability context, as a way to capture the progress of sustainability actions within each corporate activity. The resulting ''Sustainability Maturity Cube'' serves as a blueprint, i.e., a first generic approach, of how an organization can structure 123Business Research (2014) 7:313-350 DOI 10.1007 the field of action for the transformation towards sustainability. Considering the paradigm of value-based management in business context, economic effects of the transformation towards sustainability have to be regarded. We therefore, also propose a decision model, which allows aligning ecological, social and economic objectives in order to draw economically useful conclusions by determining the optimal increase of the sustainability maturity level. To evaluate whether our approach proves useful for subject matter experts who are involved in sustainability decisions, we provide a first example of how a specific company can transform towards sustainability.

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Section: Formulation Of the Decision Modelmentioning

confidence: 99%

Business transformation towards sustainability

Müller

Pfleger

2014

Bus Res

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“…A number of studies (e.g., Ashford et al, 1989;Barling and Kelloway, 1996;Hellgren et al, 1999) have found that job insecurity was associated with negative perceptions of physical and mental health, as well as lowered job satisfaction and higher levels of turnover intention. A perceived insecurity concerning one's future role in the organization appeared to make employees less inclined to remain with the organization (Arnold and Feldman, 1982;Dekker and Schaufeli, 1995). The prominence given by the administrative staff to the "Innovation" dimension could be due to the need for flexibility in the Central Administration, a structure where a bureaucratic and rigid culture prevails.…”

Section: Discussionmentioning

confidence: 99%

Organizational Well-Being in a Public Research Agency: The Point of View of Administrative Staff and Researchers

Colì¹,

Rissotto²

2015

Journal of Social Sciences

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Abstract:The aim of this paper is to investigate organizational wellbeing in a Public Research Agency, exploring the point of view of two different categories of workers, administrative staff and researchers, employed in the same organization. We hypothesized that, in a complex organization, the kind of work performed, along with other factors, could influence the representation of organizational well-being. The study involved 37 administrative staff and 24 researchers of the Italian National Research Council (CNR), the largest Public Research Agency in Italy. According to different key areas of organizational well-being in CNR, seven focus groups were carried out and collected data was analyzed using the qualitative data analysis software NVivo9. Results of this study seem to confirm the authors' hypothesis. In effect, even though the framework of organizational well-being is the same for the two categories of employees considered, there are differences in meaning and in importance given by stakeholders to each dimension of the construct. As a whole, the specificity of the points of view might be explained by considering not only the different working conditions and the different kind of work performed, but also the different cultural values of the Research Institutes and of the Central Administration. These aspects should be taken into account in the predisposition of tools for evaluation of organizational well-being, above all in complex organizations, in order to have at the organization's disposal research tools able to be representative of the entire population. A set of recommendations for improving organizational well-being in complex organizations are provided.

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“…Among them, is turnover intention. Arnold and Feldman (1982) outline five categories of factors that influence turnover intentions. These include: macroeconomic factors (labor market conditions, economic development), business factors (salaries, firm size, environment and business management), individual's work related attitudes (commitment, satisfaction, stress etc.…”

Section: Burnout Turnover Intentions and Workplace Incivilitymentioning

confidence: 99%