![]() ![]() Transformational leadership, work stress and turnover intention: the mediating role of job satisfaction. American Journal of Humanities and Social Sciences Research (AJHSSR), 5(1), 146-157.Tessema, M. Is it “just work”? The impact of work rewards on job satisfaction and turnover intent in the nonprofit, for-profit, and public sectors. The American Review of Public Administration, 49(4), 495-511.Suryawan, I. Inclusive work practices: Turnover intentions among LGBT employees of the US federal government. The American Review of Public Administration, 49(4), 482-494.Stater, K. Hindsight is 2020: identifying missed leadership opportunities to reduce employee turnover intention amid the COVID-19 shutdown. Strategic HR Review, 20(6), 215-220.Sabharwal, M., Levine, H., D’Agostino, M., & Nguyen, T. Why employees leave: Factors that stimulate resignation resulting in creative retention ideas. CC The Journal: A Multidisciplinary Research Review, 14, 15-24.Robertson, M. ![]() Elevated police turnover following the summer of George Floyd protests: A synthetic control study. Criminology & Public Policy, 21(1), 9-33.Reyes, A. Factors affecting turnover intentions among Millennial public relations professionals: The Latin American case. Public Relations Inquiry, 2046147X221081176.Mourtgos, S. Responding to the Great Resignation: Detoxify and Rebuild the Culture. Journal of General Internal Medicine, 1-2.Moreno, A., Navarro, C., & Fuentes-Lara, C. The great resignation: an argument for hybrid leadership. International Journal of Business and Management Research, 9(4), 393-400.Linzer, M., Griffiths, E. Redesigning the retention strategy against the emerging turnover of Generation Y: Revisiting the long-standing problems from 20Th to 21St century. International Journal of Entrepreneurship, 23(2), 1-16.Hopkins, J. Antecedents of turnover in federal public administration. RAUSP Management Journal, 53, 366-384.Hassan, M., Jambulingam, M., Alam, M. Overcoming Turnover Intention Problems: Direct–Indirect Model to Identify the Effect of Perceived Organizational Support and Job Satisfaction In Service-Based Organizations. JurnalAplikasiManajemen, 17(3), 555-566.Ferreira, P. Employee voluntary and involuntary turnover and organizational performance: Revisiting the hypothesis from classical public administration. International Public Management Journal, 22(3), 444-469.Azis, E., Prasetio, A. In addition, a secondary recommendation concerns the need to encourage employees to develop their… These recommendations include providing employees with a career management plan that motivates them to acquire additional education and training as well as instilling an enhanced sense of organizational loyalty to reduce turnover levels. A description of the implications of implementing the career management program is followed by the key recommendation that emerged from the research. To this end, the purpose of this proposal is to provide a description of the problems of interest and what can be done to mitigate these issues. In fact, in some professions, replacement costs for employees can easily equal their annual salary or even more, so identifying strategies to reduce turnover rates represents a valuable and timely enterprise. Now coronavirus has become a factor.Although the precise causes differ from organization to organization, the high costs that are associated with unplanned turnover are well documented. Joe Galvin at executive advisory firm Vistage says CEOs he works with spent the last two years navigating the U.S.-China trade war. In every industry, however, CEOs face unexpected threats, like coronavirus. Turnover is highest in nonprofits and government, where leaders face a volatile election year that could impact their funding and programs. He said when a CEO vacates the top slot - voluntarily or with a push - it’s often an outsider who replaces them. “There’s a lot of new technologies, new competitors, and companies are having to retrench, change strategies, and bring in outside talent to help them combat those technologies,” said Andy Challenger with Challenger, Gray & Christmas. ![]() Why is there so much turnover in the C-suite? chief executives stepped down from their posts in January, up 37% from the month before, and up 40% from January of last year. More CEOs are heading for the exits, according to a monthly report on large-, medium- and small-business leadership compiled by the outplacement firm Challenger, Gray & Christmas. ![]()
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