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Driver turnover has plagued the truckload industry in the USA since deregulation in 1980. Turnover in truck load firms averages above 100 percent in good economic times and over 40 percent in bad ones, costing the industry billions of dollars. This research sought a best‐fit regression model to show how a firm might control its own turnover.

The paper distributed a survey questionnaire to 800 truck drivers at a large US truckload motor carrier. The questionnaire included over 50 items with a seven‐point Likert‐type scale from strongly agree to strongly disagree. The paper analyzed 309 usable responses using regression analysis with scaled scores on aspects of a driver's job. The dependent variable was intent to quit (ITQ).

Research on truck driver turnover has focused on driver attitudes as determinants of ITQ, looking at drivers' attitudes that might lead to higher ITQ and higher turnover. In this research, drivers' attitudes toward top management and dispatchers did not influence ITQ, a surprising result that raises questions and suggests a new direction for research.

This research was conducted in only one firm. Its results may not generalize to all trucking firms, especially not to smaller firms. The method used, however, does generalize. Other firms may use this same approach to identify the causes of turnover in their organizations.

This research demonstrated a method for researching the causes of driver turnover that are practical and accessible to firms of all sizes.

This research was conducted in only one firm. Its results may not generalize to all trucking firms, especially not to smaller firms. The method used, however, does generalize. Other firms may use this same approach to identify the causes of turnover in their organizations.

The results of this research suggest that the relationship between drivers and the firm have changed, probably because of the extensive use of new technology. The methods used here will help large trucking firms allocate resources for driver management and retention. They may also help smaller firms understand the implications of investment in sophisticated technology.

This study was conducted to examine hotel and holiday village general managers’ (GMs’) turnover and to identify root causes of GM turnover. GMs who were serving five‐star hotels and first‐class holiday villages operating mainly in coastal sides of Turkey (mostly the Aegean coast and the Mediterranean coast) were researched. GMs in 144 hotels and holiday villages were faxed a one‐page survey instrument developed by the researcher. At the end of two rounds, out of 144 GMs, 56 responded to the instrument. Analyzing the data, it is found that GMs are quitting hotels after 3.3 years on average, and hotels tended to change GMs every 2.5 years. The main causes of GM turnover are: management conflict and problems between property owners and GMs; and GMs’ career moves.

During the 2001 Association of College and Research Libraries (ACRL) conference, members were asked what they thought were the most pressing issues for academic libraries. As a result, the Focus on the Future Task Force was created and charged to study these concerns. One of the top seven issues was the recruitment, education, and retention of librarians (Hisle, 2002). Retaining librarians by preventing turnover has become one of the leading issues in academic libraries.

The purpose of this paper is to discuss whether top management will assume their liabilities especially when financial restatement occurs, and,based on the “effective supervision theory” and “strategic cooperation theory,” to examine whether an institutional investor is a supervisor or a cooperator considering the management turnover caused by financial restatement in the companies.

Using a sample of the A-share-listed companies from year 2010 to year 2014 and dividing financial restatement into fraudulent financial restatement and other financial restatement, the authors examine the relationship between financial restatement and abnormal management turnover, which usually is related to the management integrity or capacity. By using group test methods, the authors test the influence of the institutional investors’ shareholding on the relation between financial restatements and management turnover.

This paper finds that financial restatement can result in abnormal management turnover, especially the fraudulent financial restatement. The institutional investors usually are supervisors but when the shareholding of institutional investor is too high and the management turnover results from fraudulent financial restatement, the institutional investors may become cooperators with management in the companies. Besides, the institutional investors play the supervisory function more significantly in non-state-owned enterprises.

This paper expands literature of the institutional investors in the corporate governance area and provides a basis for future research in the area of the institutional investors’ governance effect. It divides financial restatements into fraudulent financial restatement and other financial restatement and examines the relationship between financial restatement and abnormal management turnover so as to provide evidence about whether the management will assume their responsibilities when there is financial restatement in the company. It also tests whether the institutional investors will play supervisor’s or cooperator’s function in state-owned and non-state-owned enterprises.

This paper aims to explore the occurrence and implications of staff turnover in the Greek tourism industry as well as looks into the current and future strategies adopted by Greek enterprises for addressing this unavoidable and unpredictable phenomenon.

A survey research instrument was distributed both online as well as through e‐mails over a period of four weeks for collecting primary data from a convenience sample of Greek tourism enterprises. This process yielded 63 usable responses.

The findings revealed that the Greek tourism industry faces similar staff turnover impacts that are also found in other countries. Enterprises reported to experience similar staff turnover levels irrespective of their tourism sector, i.e. travel agents, hotels etc.; staff turnover levels were not found to be homogeneous across organizational hierarchical levels; respondents claimed that staff turnover is mainly instigated by factors that are beyond management control and that staff turnover negatively affects service quality levels, costs and time related to staff recruiting and training, while it enhances idea generation. Strategies reported to be used by the respondents for managing staff turnover demonstrate a shift from people retention strategies to knowledge retention strategies.

The small number of responses suggests that the findings should be treated with caution. New research approaches for studying staff turnover, such as social network analysis, are recommended for future research.

The paper contributes to the international hospitality literature by providing primary data about the level, the type and the consequences of staff turnover in the Greek tourism industry.

There has been much research carried out into the topic of labour turnover over many years. Staff who are satisfied are more likely to stay working for a business. Research has also shown that there can be many reasons for dissatisfaction, and that they will vary in different situations. One of the main aims of this work was to carry out research into the causal effects of labour turnover at Livingston's. This was achieved in the form of a self‐completion postal questionnaire, which sought to measure staff opinions and attitudes, from a census of part‐time staff. The main drivers of turnover identified were: pay rates; lack of career development; hours of work; training; poor staff recognition; staff facilities; staffing levels; staff uniform; and communications.

Labour turnover has been recognised and studied as a management problem for several decades. Interest in the issue increased significantly at the beginning of the 20th century, at about the same time as the scientific management movement began to develop. Over 1,500 publications on the topic of turnover are estimated to have appeared in this century. With this number of turnover studies published, it is surprising that there are still such large gaps in our understanding of the phenomenon. Not only are there more unanswered than answered questions about turnover, but we are only now learning the nature of some of the most important questions. In a small effort to fill some of the gaps, this article reports results from part of a large study of turnover amongst blue‐collar workers in manufacturing industry in Iraq.

A bad safety accident at a manufacturing company usually results in casualties and economic losses. The company affected by such an accident must deal with pressure from multiple stakeholder groups. Employees, in particular, play a key role in pushing the affected company to develop strategies to improve occupational safety and health. The purpose of this paper is to seek answers to two questions: does a safety accident affect employee behavior in terms of giving up prospects to develop a career at the affected company? If yes, could innovation initiatives adopted by the company help moderate the negative consequences from a safety accident?

By investigating 120 safety accidents reported by publicly listed Chinese manufacturing companies between 2009 and 2016, the authors conduct an empirical study using regression-based statistical hypotheses testing to describe the companies’ responses and prospects for their employees.

The results show that the magnitude of the accident and the accident being caused by an employee error positively affect the turnover of employees. Furthermore, technical innovation initiatives, such as spending on R&D, by the accident-affected companies increase the positive effect of the accident magnitude on employee turnover. On the contrary, management innovation initiatives, such as corporate social responsibility activities, weaken the impact of the accident magnitude and employee error on employee turnover.

This study contributes to knowledge development by adding a crisis perspective in human resource management research. It helps to better understand the impact of safety accidents on employee behavior and the response taken by companies through innovation initiatives.

This paper aims to analyzes merger, firm, and country characteristics that may explain the root causes of long‐term executive instability in target company top management teams.

Mergers involve two different groups of executives – executives in place at the time of the acquisition (“incumbents”) and those brought into the target after the acquisition (“new‐hires”). In order to understand why many target companies experience long‐term instability in their top management teams, patterns of turnover in these two distinct groups were analyzed over a 17‐year period in 730 target companies.

Analysis of the data revealed that a range of factors create conditions in target companies that lead to prolonged leadership instability. Different deal types such as tender offers, hostile takeovers, divestitures, and leveraged buyouts, the nature of merger negotiations, growth and profitability of the target company, headquarters location of the acquirer–whether foreign or domestic, and foreign investment experience of the acquirer all lead to significantly higher turnover rates for both incumbent and new‐hire executives. These effects may continue for ten or more years after the acquisition.

Acquisitions create instability within target company top management teams. This instability can be traced back to conditions that existed at the time of the merger. Organizations involved in mergers and acquisitions (M&As) might leverage these new insights to more effectively deal with leadership issues early in the post‐merger integration process. This may be an important first step in reestablishing long‐term leadership continuity in acquired firms.

This research is the first to provide insight into the root causes of long‐term leadership instability in target companies. It is also the first to examine the effects of M&As on executives who join a company several years after its acquisition. Future research by the author will report on the relationship between leadership stability and long‐term performance in target companies. A deeper understanding of this relationship may provide new insights into why so many M&As fail.

Among the problems of the in‐bond (maquiladora) assembly plants in Mexico, voluntary turnover is a complex phenomenon, difficult to assess and solve. Although caused by several factors, previous research has demonstrated that social, labour, organizational and cultural variables are closely linked to the turnover problem. To study the strategies that managers use to retain workers in their companies in the USA and how they apply those strategies to subsidiaries in Mexico, selects 13 multinationals with headquarters in north east Ohio and plant operations in Mexico and interviews were conducted with human resources top executives. Finds that each one of the companies has adapted and implemented similar policies consistent with the factors previously identified. On balance, it appears that US multinationals are beginning to address this voluntary turnover problem effectively.