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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 reviews the evolving literature on top management team effects in mergers and acquisitions (M&As). Existing research has focused on understanding why incumbent top managers depart at higher rates than normal following an acquisition and why high turnover rates have negative postacquisition performance effects. We explore two new areas of inquiry. First, we discuss the role of newly hired executives – executives hired after the acquisition. Our research indicates that executives who join target companies after an acquisition also depart more quickly than executives who join companies not previously involved in an acquisition. Acquisitions appear to create long-term instability in the target firm’s top management team – both incumbent and new-hire executives depart at higher rates than normal well into the future. Integration of the target firm often intensifies instability within the target company’s top management team. This instability affects performance and leads to further integration efforts as the firm attempts to improve performance. These additional integration activities, in turn, lead to even higher subsequent executive turnover. Second, we examine the topic of director turnover and propose a theoretical framework for understanding the relationship between acquisitions and director retention. Future research that considers the role of directors as well as executives may lead to deeper insight into the nature of turnover and integration effects in mergers and acquisitions.

The paper aims to revisit the topic of relative performance evaluation (RPE) of top management using a large panel of community banks.

The empirical tests for RPE utilized a two‐stage approach in a unique dataset of community banks executive turnover over a ten‐year period. This allowed the authors to better estimate the benchmark performance relative to which bank executives should be evaluated under RPE. Moreover, bank regulatory evaluations allowed the authors to control for the impact of poor governance.

The paper shows that penalizing executives for poor performance arising from economic downturns is not necessarily inconsistent with the theory. The empirical results indicate that weak downturn‐linked performance is strongly related to increased executive turnover. Furthermore, this relationship is more pronounced in better‐governed banks, which are more likely to engage in value‐enhancing disciplinary actions.

The analysis suggests that executive dismissals during adverse economic conditions are not necessarily a result of bad luck; rather, the analysis implies that bad times are informative about management quality.

The main practical implication is that both relative and absolute performance should be incorporated in the incentive structure of bank executives.

The paper shows that the assumptions used in prior RPE studies may not be applicable to top executives which could explain the inconsistency between the theory and the empirical evidence. Further, the finding that better governed firms are more likely to penalize management for bad exogenously driven performance is unique and strengthens the case that disciplinary actions amid adverse economic times may not be due to bad luck.

The purpose of this paper is to investigate US lodging properties’ organizational employee‐retention initiatives and practices, and to examine the impact of those initiatives on employee turnover and retention.

Using the Directory of Hotel & Lodging Companies, a convenient sample group of 24 management companies are selected. A self‐administered mail survey instrument is developed to measure and test organizational initiatives and practices on employee turnover and retention. Using SPSS 16.0, two statistical tests are employed to test study hypotheses. Correlation analysis is used to identify the relationships between predictor and response variables. Likewise, regression analysis is used to examine the relationships between predictor and response variables hypothesizing that the effectiveness of practicing the human resource management organizational initiatives on management and non‐management retention and turnover will differ.

The findings reveal that Corporate Culture, Hiring and Promotions and Training practices influence non‐management employee retention. At the same time, Hiring and Promotion practices impact management retention, as well. Moreover, Organizational Mission, Goals and Direction, and Employee Recognition, Rewards and Compensation were found to positively reduce non‐management employee turnover.

Owing to the study methodology and the relatively low response rate, generalization of the study findings is limited. Future replication studies are recommended.

The findings will equip lodging organizations and industry professionals with the contemporary tools to proactively reduce employee turnover and for maintaining employee retention. This should have a positive impact on workforce productivity.

This study makes a major contribution to the relative influence of the practice of eight study‐defined organizational initiatives on turnover in lodging businesses.

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored.

A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros.

The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention.

The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs.

The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.

There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and its impact on turnover, the purpose of this paper is to look at the direct relationship between training at the management level and how this impacts their direct employees’ turnover intentions.

This study utilized annual evaluation data from two luxury resorts in the southeast USA. Exploratory factor analysis was conducted which resulted in four factors: management style, manager/employee relations, manager training and employee turnover intentions. Multiple regression was utilized to assess these relationships between factors.

The analyses show that an employee’s perception of his or her manager was inversely related to turnover intentions. Additionally, it was found that management training and management style had a significant inverse relationship with employee turnover intentions. Finally, this study found that as manager training increases, employee turnover intentions decrease. This research indicates that if hotels invest in management training then there will be a reduction in employee turnover intention.

The sample consisted of only two luxury full service hotels in the southeastern USA. Both luxury hotels recruited a significant amount of employees from local universities; therefore, the workforce was more educated than other hotels. This study should be replicated across hotel types and throughout various locations.

This research has relevant implications for practitioners. General managers should analyze their training requirements and fiscal appropriations. This research finds that if hotels invest in management training then there will be a reduction in employee turnover. If managers had more training, this study indicates that employees would view their managers more favorably, feel closer to their managers and have less of a desire to leave the organization.

Extant research has shown that employee training programs impact employee turnover and that manager training programs impact manager turnover. This study extends that research by showing that these segments are not autonomous; manager training has a significant direct effect on employee turnover intention. This has not been studied in turnover intention literature suggests that this could be the missing variable in the body of turnover research.

The purpose of this paper is to examine whether the shareholding of the largest shareholder and other large shareholders could exert a good stimulating effect within a firm's corporate governance structure and what impact the balance of power among large shareholders could have on top management turnover.

This paper has investigated 787 firms publicly listed in the Shanghai Stock Exchange and checked the relation between power balance of firms' block shareholders and their top management turnover.

The paper's empirical results show that there is a U‐shaped relationship between the proportions of shareholding of a firm's largest shareholder and its top management turnover, that is, the controlling shareholder could impose either negative or positive effect for different types of equity ownership. We also find that the proportion of shares held by other block shareholders is significantly and positively related to the turnover of management and the monitoring effect of other large shareholders is strong. Furthermore, duality of chairman and CEO shows a significant negative effect on firms's top management turnover.

The paper usefully shows that under the institutional background of relatively weak legal protection for medium and small investors in China, centralized shareholding by large shareholders in listed firms, or the so‐called mechanism of power balance among block shareholders, has the ability to effectively supervise and restrain the corporate governance of a firm, replace ineffective managers and thus improve its whole management performance.

This study assesses the role of trust in management on relationships between predictors (supervisor support, coworker support and meaningful work) and outcomes (job satisfaction, turnover intentions and healthy lifestyle).

Data from 1,302 working adults from the National Survey of Changing Workforce was used in this study. Structural equation models and mediation analyses are used to analyze the data.

Findings indicate that trust in management significantly mediates relationships between support (supervisor, coworker) and outcomes and meaningful work and outcomes. Trust in management does not mediate relationships involving turnover intentions. Gender does not have a significant impact on the findings.

This study shows how trust in management is increasingly important during disruptions including high levels of voluntary turnover known as the Great Resignation. Trust in management is a key factor in work involvement and organizational citizenship behaviors.

This novel study tests how trust mediates relationships between both organizational behavior factors and work factors in relation to outcomes. The importance of developing and sustaining trust in management is paramount because it affects work-related outcomes as well as an individual's job satisfaction and healthy lifestyle.

Purpose – We investigate the impact of CEO turnover on performance and accounting-based outcomes following major business restructurings.

Design/Methodology/Approach – We analyze a sample of 217 major operational restructurings during the period 1999–2007 using regressions and other statistical tests.

Findings – We document significant improvements in postrestructuring operating and investment efficiencies with little differentiation between restructurings that involve a change in CEO and those that involve continuing CEOs. However, we find evidence of lower accounting quality for the continuing CEO firms. First, restructuring charges of CEO turnover firms are associated with lower current period unexpected core earnings and higher future period unexpected core earnings (lower levels of classification shifting). Second, CEO turnover firms have a significantly lower percentage of (i) restructuring charge reversals and (ii) prereversal shortfalls (in meeting analyst forecast estimates) followed by reversals (suggesting lower levels of subsequent earnings management). Therefore, turnover CEOs are less likely to manipulate restructuring charges to mask true economic performance than continuing CEOs. Overall, our evidence suggests continuing CEOs undertake less substantial restructurings, while opportunistically reporting similar charges and performance improvements, consistent with attempts to pool with new CEO hires to keep their jobs.

Originality/Value – Overall, our results highlight the key economic role played by top corporate managers in major business restructurings, suggesting that CEO turnover leads to both real changes in managerial actions and altered reporting incentives.

The purpose of this article is to examine the factors that influence turnover intentions by examining the effect of congruent internal marketing on turnover intentions among restaurant employees in North Cyprus. The study also integrates work immersion variables to factor in the reduction of turnover intentions of employees.

The quantitative study employed questionnaires distributed to 150 participants at various restaurants throughout Northern Cyprus. The study's results were utilized to examine the effect of several components of congruent internal marketing on turnover intention, including work engagement, job satisfaction, coaching and employee development structural equation modelling.

The study confirmed a positive and significant relationship between congruent internal marketing and turnover intentions, work engagement, job satisfaction and management coaching. It is evident that congruent internal marketing is contingent on elements that minimize employees' turnover intentions. Given the increasing pace of voluntary and involuntary turnover, it is critical to provide concise research for both present and future analysis.

The data collection for this study was limited to the cities of Northern Cyprus, as it focuses on small business operations. Additionally, the researchers were able to collect data from only 30 establishments during the pandemic. Quintessential implication of the current study posits how internal marketing efforts coupled with coaching and engagement practises helps to reduce turnover.

Recently, turnover intention has emerged as a major source of concern for business and organizational survivors, particularly during this COVID-19 pandemic. This had a detrimental effect on local and international enterprises, health, education, hotels and tourism. In essence, the current crisis has had a profound effect on both internal marketing and employee turnover intentions. Drawn from the POS and SET theories, the current study develops and tests parsimonious model in fostering avenues to reduce turnover.