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The purpose of this study is to develop tree-based binary classification models to predict the likelihood of employee attrition based on firm cultural and management attributes.

A data set of resumes anonymously submitted through Glassdoor’s online portal is used in tandem with public company review information to fit decision tree, random forest and gradient boosted tree models to predict the probability of an employee leaving a firm during a job transition.

Random forest and decision tree methods are found to be the strongest attrition prediction models. In addition, compensation, company culture and senior management performance play a primary role in an employee’s decision to leave a firm.

This study may be used by human resources staff to better understand factors which influence employee attrition. In addition, techniques developed in this study may be applied to company-specific data sets to construct customized attrition models.

This study contains several novel contributions which include exploratory studies such as industry job transition percentages, distributional comparisons between factors strongly contributing to employee attrition between those who left or stayed with the firm and the first comprehensive search over binary classification models to identify which provides the strongest predictive performance of employee attrition.

A recent major development in the turnover literature is the introduction of the job embeddedness (JE) construct. Although it has been shown to impact organizational outcomes such as voluntary turnover, there is very limited research on how JE develops or its generalizability. In an effort to begin addressing this gap, this paper aims to investigate a range of presumed organizational antecedents of JE in the context of Vietnam.

A written survey questionnaire was used to collect data from employees in a state-owned company in Hanoi, Vietnam. Of the 473 survey questionnaires distributed to company employees, a total of 292 were determined usable surveys, producing an effective response rate of 61.7 per cent.

The results indicated that organizational rewards, growth opportunities and procedural justice directly influence JE. In addition, perceived organizational support was found to mediate the relationships between these organizational factors and JE.

This study contributes to the literature on both perceived organizational support and JE. In addition, this study is the first to empirically test the relationships among these two constructs and other organizational variables in the country of Vietnam.

Driver turnover is one of the most pressing issues facing the trucking industry. Low job satisfaction has been identified as a major reason for turnover among employees. Conventional wisdom in the trucking industry is that low pay and lack of home time are the factors that cause driver dissatisfaction. This manuscript investigates this conventional wisdom and draws on the theory of met expectations to help identify other factors that lead to driver dissatisfaction. The results indicate that conventional wisdom is only partially correct, and that the factors that cause driver dissatisfaction are directly controllable by the firm.

ARCH models can be used to predict volatility and to enhance option pricing methodologies. A guide to these models is provided and illustrative results are presented for the prices of Shell stock traded in London.

Examines patterns of social exclusion in the compulsory school system of England and Wales. Suggests that the weakening of local government control of the school system from the 1980s onwards led to a very real fear that market forces would lead to increased polarisation of school intakes and results in terms of social background. Lists key policy changes and early research relevant to the increased use of market forces in compulsory education. Describes the methods used to investigate the impact of this policy change on the secondary school system. Summarises the findings before presenting some tentative explanations and conclusion. States that the Local Education Authority still have a significant role to play.

Owner operators are an important group of truck drivers, yet have been the subject of very little academic research. Specifically, no research has explored retention issues among owner operators. Thus, this paper aims to employ a segmentation approach to owner operator retention, examining important independent variables that include: pay and compensation, top management support, time at home, and safety.

Data were collected from a large truckload (TL) carrier. The drivers surveyed were irregular route long‐haul drivers. A total of 239 responses were obtained, for a response rate of 74.6 per cent. Latent class regression (LCR), a technique new to logistics and supply chain management (SCM) research, was utilized for data analysis.

The results show there are four different need‐based driver segments, which means that specific driver retention programs must be developed for each segment.

The major limitation of this paper is that an attitudinal measure (intent to stay) was used to assess turnover instead of actual behavior. Additionally, only one demographic variable was collected. Implications of this paper include demonstrating the existence of unique segments within the same sample; the specification of the major attitudinal drivers for each segment; and the need to further study a largely neglected but very important group in the supply chain.

From a practitioner viewpoint, knowing that different groups of owner operators exist will help in developing programs to improve driver retention. Specific recommended actions for each segment are presented. These results will help managers with the retention of owner operators.

Owner operators are an important group when it comes to making the global supply chain function smoothly and efficiently. Yet, little research in logistics and SCM address this group. Driver turnover continues to plague the TL industry and understanding owner operators, and their segments, is critical to improve driver retention, cost structure, and profitability. Also, to determine if segments of this under‐researched group exist, LCR was deployed.

There is no universal definition of In3formation Management (IM) despite numerous discussions over the last decade about the meaning, content and use of IM in many disciplines. This is not to say, however, that a concept of IM is not developing. Indeed, three types of definitions (two of which are not dissimilar) have so far emerged from the literature: existential (the origins and elements of IM), operational (management of the information resource for strategic corporate objectives) and hybrid manager (organizational response to developments in information technology). This may cause some confusion about the nature of pure IM, but the key is to realize that its roots and possible development lie in a number of disparate but converging professional fields.

May 1,1969 Redundancy — “Offer of suitable employment” — Headmaster — Dismissal — Offer of employment at same salary in mobile pool of teachers — Whether “suitable” employment — Whether “unreasonably refused” — Redundancy Payments Act, 1965 (c. 62), ss. l(2)(a), 2(4)

Seeks to examine the extent to which management contracts used by international hotel firms in Thailand mirror those used in the USA.

The study builds on previous research carried out in the late 1990s that highlighted new developments in the content and operation of hotel management contracts in the USA. Using a series of semi‐structured interviews with Thai hotel owners/representatives and international hotel firm executives, the focus is on establishing current management contract practices in Thailand.

The use of management contracts in Thailand, in substantive terms, largely mirrors practices in the USA. There were some detectable differences that existed which appear to be due to the relative lack of experience of Thai owners in dealing with international hotel firms.

This study was essentially exploratory and was limited to a sample of management contracts representing around 20 per cent of all such contracts in Thailand. Future research should focus on examining the motivations of parties, methods of selecting and evaluating international hotel firms, and the specific issues parties confronted in implementing management contracts in Thailand.

Although at an early stage, this research suggests that Thai hotel owners need to gain greater knowledge of the practices of international hotel firms in other markets with a view to improving their bargaining power.

This study provides evidence of the influence of hotel management contract practices and trends in the USA on the relatively youthful hotel market of Thailand.