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Nursing homes experience high nursing staff turnover. Nursing staff in nursing homes is comprised of gray and blue collar workers that include registered nurses (RNs), licensed practical nurses (LPNs), and certified nurse assistants (CNAs). The relationship between human resource management (HRM)practices, organizational culture, and nursing staff turnover is examined in underresourced (high Medicaid) nursing homes. Survey data from 348 nursing home administrators (NHAs) of USA high Medicaid (85% or higher) facilities were merged with secondary data sources for 2017–2018. The dependent variables (nursing staff turnover rates) consisted of the percentages of RNs, LPNs, and CNAs that had voluntarily quit the organization during the past year. The independent variables were: (1) HRM practices (employee-centered and high involvement practices); and (2) organizational culture: clan, market, hierarchical, and non-dominant. Organizational and market variables were controlled for. Data were modeled using Poisson log-linear regression, and propensity score weights were used to adjust for potential survey non-response bias. Results show high involvement HRM practices and having a clan culture are associated with lower RN, LPN, and CNA staffing turnover. Study findings suggest that organizational culture and HRM practices may be instrumental in reducing nursing turnover in underresourced nursing homes.

Scrutiny of staff turnover in large organisations is traditionally reactive, involving benchmarking against peers at institution level. Not being an outlier tempts the inference that turnover is “satisfactory”. However, individual departments exhibiting varied, counterbalancing patterns might be masked; meaning situations that present challenges and require action could be missed. The purpose of this paper is to investigate the degree to which headline staff turnover can mask internal variations in a large post-1992 English university with over 2,000 staff.

The methods scrutinised related mainstream benchmarking sources, and analysed turnover for both new recruits and staff leaving, as well as net turnover. The inverted Nomogramma di Gandy helped highlight overall patterns and identify outliers. Staff categories and characteristics examined included: age, gender, diversity, staff type and contractual status.

It was found that (wide) internal variations were masked between university departments and between different gender and age groups, with Generation Y presenting issues for future recruitment and retention. Localised high turnover rates were found, with particular issues involving research staff. A proactive approach is essential, analysing local data to reflect internal structures, and staff categories and characteristics. Understanding internal and external staff dynamics supports organisations to meet strategic aims and objectives, and target local action.

The approach and findings provided lessons for staff management relevant to universities, which are critical to many, if not most large organisations in the UK and internationally, particularly in times of uncertainty.

The aim of this paper is to study the relation between leadership behaviour of nursing managers and staff turnover with respect to the intervening variables “work climate” and “job satisfaction”.

Three different well‐documented questionnaires were used to assess perceived leadership behaviour, work climate and job satisfaction. Data on staff turnover were collected from a computerized follow‐up system. Different statistical analyses such as correlation analyses, regression analyses and analyses of variance were performed in order to explore the relations.

The results show strong correlations between leadership behaviour, work climate and job satisfaction. No significant direct relation between leadership behaviour and staff turnover was shown. Staff turnover shows statistically significant correlations with the job satisfaction variable “feeling” (p≤0.005), and the work climate variables “challenge” and “playfulness” (p≤0.001).

In order to limit staff turnover, decision makers should put effort into recruiting and retaining managers that perform very well according to the needs of staff. Managers that are both relations‐oriented and production‐oriented, can manage change and are able to stimulate the staff with challenges have the best opportunities to achieve low staff turnover.

To the best of the authors' knowledge there is no study published that explores the influence of leadership behaviour, including the dimension “change”, on staff turnover in relation to intervening intrinsic factors of job satisfaction and creative work climate in nursing.

Institution-wide staff turnover in universities might be considered “satisfactory”, but can mask wide counterbalancing patterns between departments and different staff. This paper aims to explore the benefits of detailed turnover analysis in managing talent in the complex changing landscape of Higher Education in the UK.

Staff turnover was analysed for both new recruits and staff leaving, as well as net turnover. The inverted Nomogramma di Gandy highlighted overall patterns and outliers. Staff characteristics examined included age, gender, staff type and contractual status.

There were (wide) variations in staff turnover for age, gender and type of contract, with particularly high turnover for research staff (influenced by the use of fixed-term contracts). This disproportionately affected younger staff, who are more likely than their elders to seek employment elsewhere, but might stay if there are career opportunities and development. Practical processes are suggested to improve intelligence that enables the best talent to be identified and retained, support a life-span perspective and inform emerging issues such as gender pay differentials.

Given the increasing complexity of managing talent in universities, with their predominantly knowledge-type employees, the research serves to highlight that high localized staff turnover can adversely impact on a university’s research capacity, which in turn presents risks to the achievement of its strategic aims and objectives. Therefore, detailed scrutiny of staff turnover dynamics can pinpoint where recruitment and retention policies and practice require focus.

The rate at which staff change jobs has long posed a serious problem for employers in the private and public sectors. Generally speaking, staff turnover breaks the stability, consistency and continuity of work, makes long‐term planning more difficult, leads to shortages of staff which in turn can raise the workloads of other employees, and raises the costs of recruiting and training staff. Fluctuating turnover rates make long‐term manpower planning extremely difficult, and can spark off a spiralling series of staffing problems and difficulties.

This paper aims to explore the key risk factors affecting the Personnel Localization Management of international construction projects under the major public emergencies represented by the novel coronavirus pneumonia pandemic (hereinafter COVID-19) and how the public emergency affected the Personnel Localization Management from three levels: staff turnover rate, the number of different personnel, the salary and performance of workers. The paper also helps to enhance the construction enterprises' response capacity of major public emergencies and provides a comprehensive framework of optimization strategies for the Personnel Localization Management of international construction projects (hereinafter projects).

The main research method of this paper is the case study, and ten representative international construction projects are selected for case study in China construction enterprises (hereinafter CCE). And this study used the failure mode and effects analysis (FMEA) and comparative analysis to find out all potential risk factors under the COVID-19 and analyze how the epidemic affects the Personnel Localization Management of projects which based on the primary data from 10 projects obtained through in-depth interviews and the secondary data from China First Metallurgical Group and Central South Construction Group's Overseas Enterprise.

The findings show that the outbreak of the major public emergencies not only greatly increased eight risk factors but also directly led to an increase in staff turnover rate. Meanwhile, the numbers of Chinese and local managers and workers are all affected, and an increase in the number and the salary performance of local workers can be reduced, to a certain extent, to the cost-to-output ratio of the projects. The findings would help construction enterprises better cope with Personnel Localization Management and enhance the response capacity of major public emergencies.

This study will broaden researchers' horizons regarding “Personnel Localization Management under major public emergencies” and “risk factors of Personnel Localization Management in an international context.” Furthermore, construction enterprises looking for a better mechanism of Personnel Localization Management can benefit from research findings and lessons learned from the authors' case study during or before an outbreak of major public emergency. Lastly, the framework of optimization strategies for Personnel Localization Management can be used both for research purposes and practice issues in international construction projects.

The findings from the authors' case study offer the direction for international construction enterprises in China and other countries to formulate effective measures, strengthen overseas business and establish a crisis management mechanism for Personnel Localization Management under major public emergencies, and the findings provide emergency plans for projects to improve the public crisis handling capacity and respond to major public emergencies such as the COVID-19.

This study analyzes the impact of the COVID-19 on the Personnel Localization Management of international construction projects from the perspective of personnel. This study provides a theoretical reference for the international construction industry to actively respond to major public emergencies. Besides, the research is conducive to improving the emergency response mechanism in the construction industry, and further promoting the high-quality and globalized development of international construction.

This study provides other researchers with a comprehensive understanding of the risk factors affecting the Personnel Localization Management of projects under the COVID-19 and insight for further research on localization management, risk management, and project management.

Uncontrollable brain drain (employees’ turnover) has been found to hamper humanitarian and sustainable objectives of socially oriented organizations. Hence, this study aims to explore the roles of gender and organizational-level factors on the rate of employees’ turnover in microfinance institutions (MFIs).

The study used an unbalanced panel data of 235 MFIs spanning the period 2010–2019. Based on the availability of the required data set on the World Bank catalogue (in collaboration with Microfinance Information Exchange-MIX Market), this study covers four South Asian countries, namely, Bangladesh, India, Pakistan and Sri Lanka. Then, the authors analyzed the data using the conventional panel data regression techniques (e.g. fixed effects model and random effects model).

The regression results revealed that women leaders (board members) could significantly reduce the employee turnover rate of MFIs. Although the efficiency wage hypothesis is supported in this study, it depends on the profit orientation of the MFIs. This study also confirmed that financial sustainability and donations have helped MFIs to reduce their employees’ turnover, which reiterates the image and brand value effect of MFIs. Moreover, the overall gender development and legal status (e.g. Bank and Non-Bank Financial Institutions) have also been found to have an effect on employees’ turnover based on the sub-sample analysis.

To the best of the authors’ knowledge, the study is among the first to investigate the impact of gender and institutional characteristics on employees’ turnover based on a large and recent panel dataset from selected South Asian countries.

This study aims to provide a critical reflection research that was carried out to understand more fully how employee turnover has been critical to hotel management’s strategies for constructing a better workplace. Human resources decisions need to be made carefully based on a clear grasp of their effects on hotels and their staff.

A critical review was conducted with a sample of 160 academic papers that reported findings on staff turnover intentions in hotels.

The results include a concept map that highlights the two main dimensions found by researchers: hotel staff turnover consequences (i.e. customer satisfaction and financial performance) and antecedents (i.e. individual, job-related, relationship, organisational and opportunities).

The findings underline that staff retention strategies need to focus on managing job-related, organisational and relationship variables as hotel managers have little influence on individual and job opportunity factors.

This study examined 20 years of research summarised in an up-to-date conceptual map. The findings have cross-disciplinary implications.

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.

Nearly all legal firms and in‐house counsels will have to consider the opportunities and risks afforded by the rapidly changing legal process outsourcing (LPO) market, estimated to be worth $2.4bn globally, and growing rapidly. The purpose of this Industry Insight is to assess the current LPO provider landscape by analyzing data on 27 LPO providers.

The authors analyzed LPO provider data collected in 2011 by Orbys, a leading sourcing and transformation advisory firm based in Europe. The 27 providers in the sample include specialist LPO providers, full service LPO providers, and global BPO providers that offer LPO services. The authors assessed LPO provider services, provider competencies, geographic location, pricing, team composition, and staff turnover rates.

The LPO providers in the sample provide a variety of services, including litigation, intellectual property, corporate, compliance, procurement, employment, property, and consulting services. LPO providers allocated most of their human resources to litigation (26 percent), intellectual property (14 percent) and corporate/compliance (12 percent) services. LPO providers balance team composition – the percentage of onshore resources located close to the client versus offshore resources in low‐cost locations – to reduce client costs while still delivering quality services. The average team composition average was 22 percent of resources onshore and 78 percent of resources offshore, mostly in India. The authors also analyzed LPO prices by skill level and location. For example, the average daily rate for a fully qualified lawyer based in India was $248. LPO provider turnover rates ranged from 3 percent to 34 percent, with an average turnover of 15 percent.

This research on the LPO provider landscape helps to inform potential clients about LPO services and the global LPO landscape. The authors also identify three practices to help clients achieve success with LPO engagements. First, consider overall value, not just price. Second, mediate the effects of high LPO provider turnover. Third, assess and develop client‐retained capabilities, because outsourcing legal services is not about abdicating responsibility, but about learning to manage legal services in a different way.

Legal process outsourcing is the next evolution in the provision of services. Because the LPO market is less mature than the information technology outsourcing (ITO) and business process outsourcing (BPO) markets, very little research has been done on LPO in general or on LPO provider capabilities specifically. This Industry Insight helps to bridge the knowledge gap.