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The onset of the knowledge era has affected all industries. Without exception, the Canadian financial services industry has transformed itself due to the knowledge‐intensive structure it possesses. However, high competition and career‐minded professionals have created a situation in which leading financial services firms are losing key human capital each day – capital that can and will be used against them in the modern, fast‐paced labour market. In the fight for the brightest senior executives, portfolio managers and fund administrators, human resource professionals must pay attention to the investments they are making in their employees through training and development, while monitoring reward and recognition programs, so that loss of intellectual capital is kept to a minimum. This study examines 19 Canadian financial service firms and their current human capital practices. Results show that while human resource managers are effectively managing the people in their organizations through training and development, performance reviews, and the effective management of fluctuating workforce demands. However, this study highlights the need for greater attention to be paid to the leveraging of human capital that exists within their knowledge‐intensive workforce. Furthermore, research findings strongly suggest the need to increase knowledge management behaviours such as the valuation and codification of organizational knowledge assets.

Based on the first part of the service profit chain, the purpose of this paper is to investigate the relationship between 11 spiritual management tactics and determinants of turnover intention.

A survey on managers and manufacturing employees is conducted. Later, the grey relational analysis to process the data is used together with the multi‐criteria‐weighted average in the decision‐making process to identify degree of relatedness between spiritual management and determinants of employee turnover intention.

The paper finds that a difference in perception between managers and employees exists with regard to appropriate spiritual management tactics; the former put more emphasis on the tangibles aspects; and the later on the intangibles.

This paper is an exploratory research; so there is lack of other empirical studies in this area, more work needs to be done in regard to reliability and validity of measures of spiritual management. The authors suggest cultural comparison to be studied, to see if those 11 spiritual management tactics has the same effect on employees' turnover in different cultural environments.

The results indicate that conducting appropriate spiritual management will benefit from reducing employee turnover and then increasing the firm performance.

This paper offers some concrete management suggestions both for the academy and the practice, especially in the new era of conceptual age.

The purpose of this study is to attempt to fill a research gap by proposing an integrative model for studying employees’ turnover intention in Chinese joint ventures (JVs). The authors also examine the antecedents of turnover intention and its impact on employees’ performance.

A data set consisting of 247 employees in 3 JVs in the Peoples’ Republic of China is used to test the hypotheses.

The LISREL results support all hypotheses. The model examines how the contextual experiences of perceived organizational support and affective commitment might affect the turnover intention. It is proposed that employees’ perceived distributive justice, trust in management and job security are related to the organizational experience of perceived organizational support and affective commitment, which will affect turnover intention and, in turn, to job performance. The empirical results show that turnover intention has a significant and negative impact on employees’ performance, and both perceived organisational support (POS) and affective commitment have partial mediation effects between trust in management and employees’ turnover intention.

The Western POS scale was used in this study. It may not fully capture the meaning of POS in the Chinese setting. Future research may develop indigenous POS measurement. Additionally, the scale on turnover intention only showed employees’ intention to leave, it did not reveal their subsequent actual turnover. Future research should use a longitudinal design to study the actual employee turnover. It contributes to the literature by offering insights on how Chinese human resource management practices in JVs affect employees’ turnover intention and the impact of turnover intention on employees’ performance in Chinese JVs.

This study enhances the authors' understanding of the relationship among POS, affective commitment and turnover intention of Chinese JV employees.

Resource redeployment may occur when a firm exits from one line of business and enters another. We suggest that when multiproduct firms identify opportunities in new high-growth markets, their entry will occur alongside exit from low-growth markets when the firm is resource-constrained. For our sample of over 47,000 high-tech US firms in CorpTech from 1993 to 2004, 5% of the firm-years include simultaneous entry and exit at the product market level, which we term “product turnover.” Firms are more likely to engage in product turnover when there is a larger spread between the highest and lowest growth rates for the product markets in the firm’s portfolio. This effect is strongest for small- and medium-sized firms, which tend to be privately held. Therefore, future research on resource redeployment might find fruitful ground in samples of mid-size firms.

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.

Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multisource sample of more than 1,300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low.

Firms pursue merger and acquisitions in order to gain valuable resources from acquired companies, including employee-held know-how and culture. This study aims to identify reasons employees choose to stay or leave in reaction to acquisitions. Seventeen employees involved in two major acquisitions in the software industry were interviewed for this qualitative study that goes beyond classical turnover variables to indicate that turnover or retention decisions depend on highly critical acquisition-specific variables such as leadership behavior, contact with new colleagues, or appreciation from the acquirer. We develop an acquisition-specific turnover model as a basis for further research on acquisition-specific turnover and to provide guidelines for practitioners dealing with retention and turnover during acquisitions.

The purpose of this paper is to examine the role that management style plays in retaining workers in a high labour turnover industry.

Case study approach based upon extensive interviews with workers and managers derived from industry wide data set.

Positive actions by management promote worker attachment to leaders and the organization and are crucial in sustaining work values that diminish the likelihood of turnover.

Management style is a variable that is often overlooked in shaping worker attitudes and is crucial to understanding why workers stay in these firms.

Whereas most studies of turnover focus upon individual attributes, we examine the structural characteristics of the workplace that permit workers of different ages and skill sets to maximise their efficiency and earnings and the role played by management style in decisively shaping that structure.

Employee turnover is a growing challenge for health-care providers delivering patient care today. US population demographics are shifting as the population ages, which leaves the field of health care poised to lose key leaders and employees to retirement at a time when patient care has grown more complex. This means health care will lose its core of key employees at a time when skilled leadership and specialized knowledge is most needed and directly impacts health care's ability to deliver quality care. Operational succession planning (OSP) may be one solution to manage this looming challenge in health care, as the process identifies and develops the next generation of leadership. Thus, this exploratory national study used a quantitative and cross-sectional design to examine the relationship between OSP and employee turnover. Demographic and 10-point Likert scale data were collected from n = 66 medical practices, using an online survey instrument. Data were analyzed using various descriptive and inferential statistical methods. Distribution (frequency and chi-square) analyses of the study sample, one-way analysis of variance (ANOVA), and regression analyses were performed across seven demographic characteristics of the medical practices: Specialty, Ownership Structure, Number of full-time equivalent (FTE) Physicians, Number of FTE Clinical Employees, Number of FTE Nonclinical Employees, Number of FTE Employees Left Position, and Region. Study results provided statistically significant evidence to support the relationship between OSP and employee turnover, highlighting that OSP was associated with lower employee turnover. The finding suggests that OSP can serve as an effective mechanism for increasing employee retention.

This paper reports the findings of a study which tested a model that predicts the turnover cognitions of hotel managers. Several predictor variables of turnover intentions were identified: perceived psychological contract breach and felt violation; organisational commitment; career expectations; perceived managerial competencies; job satisfaction, career identity and career satisfaction; demographic and human capital characteristics; and organisational characteristics. A total of 14 hypotheses were tested. The study findings (based on a sample of 89 hotel managers), reveal that a number of variables significantly predict turnover cognitions. These findings do not correspond with the normative predictions found in the hospitality literature. The findings reveal that it is the more psychological, perceptual and affective variables that are most significant in explaining turnover intentions. The findings highlight the types of variables that are important in managing the expectations of hotel managers and from the perspective of the hotel as employer, the types of issues that should be considered to enable better retention of high performing managers.