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Book part
Publication date: 1 November 2008

Atreya Chakraborty and Shahbaz Sheikh

This study investigates the impact of corporate governance mechanisms on performance related turnover. Our results indicate that smaller boards and institutional block…

Abstract

This study investigates the impact of corporate governance mechanisms on performance related turnover. Our results indicate that smaller boards and institutional block holders are positively related to the likelihood of performance related turnover. CEOs that also hold the position of the chairman of the board or belong to a founding family face lower likelihood of turnover. CEO stock ownership is negatively related to turnover and CEOs who own 3 percent or more of their company stock face a significantly lower likelihood of performance related turnover. Moreover, protection from external control market has no effect either on the likelihood of turnover.

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Institutional Approach to Global Corporate Governance: Business Systems and Beyond
Type: Book
ISBN: 978-1-84855-320-0

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Article
Publication date: 1 December 2021

Mohammad Nourani, Md Aslam Mia, Md. Khaled Saifullah and Noor Hazlina Ahmad

Uncontrollable brain drain (employees’ turnover) has been found to hamper humanitarian and sustainable objectives of socially oriented organizations. Hence, this study…

Abstract

Purpose

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).

Design/methodology/approach

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).

Findings

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.

Originality/value

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.

Details

Gender in Management: An International Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2413

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Article
Publication date: 1 December 2021

Emmanuel Twumasi Ampofo and Osman M. Karatepe

This paper aims to examine the impacts of links, fit and sacrifice as the sub-dimensions of on-the-job embeddedness (JE) on turnover intentions through the mediating roles…

Abstract

Purpose

This paper aims to examine the impacts of links, fit and sacrifice as the sub-dimensions of on-the-job embeddedness (JE) on turnover intentions through the mediating roles of affective organizational commitment (AOC) and work engagement (WENG) and explore AOC and WENG as the two mediators linking on-the-JE to quitting intentions.

Design/methodology/approach

Data collected from small-sized hotels in three waves in Ghana were used to assess the aforesaid relationships. The hypothesized relationships were tested using structural equation modeling.

Findings

The findings reveal that on-the-JE is negatively related to turnover intentions. Additionally, the relationship between on-the-JE and turnover intentions is partly mediated by AOC and WENG. The findings further demonstrate that AOC and WENG partly mediate the impact of links on turnover intentions.

Practical implications

Management of hotels should enhance formal and informal connections between employees and their coworkers and supervisors through socialization tactics. Establishing and maintaining an environment that fosters social support would increase employees’ sense of belongingness and their proclivity to remain with the organization.

Originality/value

Little is known about the effects of the sub-dimensions of on-the-JE on work-related consequences in the hospitality and tourism literature. The literature is also devoid of evidence concerning affective variables as the potential mediators relating the sub-dimensions of on-the JE to turnover intentions. The study sets out to fill in these gaps.

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International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 3 December 2021

Jinuk Oh and Mijeong Kim

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a…

Abstract

Purpose

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?

Design/methodology/approach

A conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.

Findings

The positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.

Originality/value

This study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 20 October 2021

Zhen Zhang and Min Min

Although scholars have provided sufficient empirical evidence on the effect of peer knowledge hiding on new product development (NPD) project team outcomes, little…

Abstract

Purpose

Although scholars have provided sufficient empirical evidence on the effect of peer knowledge hiding on new product development (NPD) project team outcomes, little attention has been given to the relationship between project manager knowledge hiding and individual outcomes. Drawing on the job resources-demands model and a dyadic stressor perspective, this study aims to explore the effect of project manager knowledge hiding on subordinates’ turnover intentions as well as the mediating roles of challenge- and hindrance-related stress.

Design/methodology/approach

This study conducted a multiple-source survey of NPD project managers and their subordinates in China. Hypotheses were tested by using data collected from 171 manager–subordinate dyads in NPD projects.

Findings

The findings revealed that project manager knowledge hiding was positively associated with subordinates’ turnover intentions, challenge-related stress and hindrance-related stress. Project manager knowledge hiding imposed a positive indirect effect on turnover intentions through hindrance-related stress, whereas the mediating effect of challenge-related stress was not significant.

Originality/value

To the best of the authors’ knowledge, this study is one of the first to investigate the individual outcomes of top-down knowledge hiding as well as the mediating roles of challenge- and hindrance-related stress in the context of NPD projects.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 18 November 2021

Xiaoguo Xiong, Weihong Chen and Xi Zhong

While the effect of vertical pay dispersion on the voluntary turnover rate of vice presidents (VPs) has received attention, the existing research conclusions are still…

Abstract

Purpose

While the effect of vertical pay dispersion on the voluntary turnover rate of vice presidents (VPs) has received attention, the existing research conclusions are still divided. Therefore, this study aims to explore the relationship between vertical pay dispersion and voluntary turnover rate of VPs in a Chinese context using data from listed firms.

Design/methodology/approach

Integrating tournament theory and social comparison theory, this study examines the non-linear effect of vertical pay dispersion on VPs’ voluntary turnover rates using empirical data from Chinese A-share listed firms from 2007 to 2016.

Findings

The results reveal a U-shaped relationship between vertical pay dispersion and the voluntary turnover rate of VPs. After further incorporating the moderating effect of the board governance structure, the effect is found to be enhanced in firms with more efficient board governance (i.e. smaller board size, higher board turnover and higher proportion of outside directors). Further analysis indicates that the aforementioned conclusions mainly exist in non-state-owned enterprises rather than state-owned enterprises.

Originality/value

The findings deepen the understanding of the costs and benefits associated with vertical pay dispersion, enrich the research findings on pay dispersion and contribute to the integration of previously inconsistent findings.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 31 July 2009

Shane van Dalsem

The purpose of this paper is to investigate the effect of executive severance contract maturity policies on the likelihood of forced turnover and the length of tenure for…

Abstract

Purpose

The purpose of this paper is to investigate the effect of executive severance contract maturity policies on the likelihood of forced turnover and the length of tenure for CEOs who are forced from their positions.

Design/methodology/approach

The paper utilizes logistic and accelerated failure time models to test the hypothesis that severance contracts decrease information asymmetries resulting in an increased likelihood of forced turnover and a shortened tenure for those CEOs who are forced out.

Findings

The results provide evidence that fixed‐term severance contracts increase the likelihood of forced tenure and decrease the length of tenure for CEOs who experience a forced turnover during the period, while time‐independent contracts do not.

Research limitations/implications

The limitation is the possibility that an omitted variable jointly determines the likelihood of the presence of a severance contract and the effect on forced turnover. Future research should investigate other possibilities beyond the CEO coming from outside of the firm.

Practical implications

The findings confirm that the maturity policies of severance contracts affect forced turnover. The results suggest that there may be a benefit in designing severance contracts to expire to encourage more efficient turnover of underperforming CEOs.

Originality/value

This paper contributes to the empirical corporate finance and accounting literature by differentiating between forced and unforced turnover when analyzing the effects of severance contracts and demonstrating that the time dimension of severance contracts may provide the desired result of encouraging the identification of CEO‐firm mismatches.

Details

Managerial Finance, vol. 35 no. 9
Type: Research Article
ISSN: 0307-4358

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Article
Publication date: 1 March 2001

Paul D. Rouse

Traditionally, models of voluntary turnover assume that a rational actor follows a series of linear steps leading towards turnover. In regards to the construct of…

Abstract

Traditionally, models of voluntary turnover assume that a rational actor follows a series of linear steps leading towards turnover. In regards to the construct of voluntary turnover, information technology professionals represent a unique phenomenon that may not adhere to traditional models. A new instinctual model of voluntary turnover provides an alternative method of understanding the processes involved when information technology professionals contemplate turnover.

Details

The International Journal of Organizational Analysis, vol. 9 no. 3
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 April 1992

S. Hamilton

Considers Australian shopping centres which have used turnoverrents. Examines the benefits for both landlord and tenant, the structureof turnover rent, its problems and…

Abstract

Considers Australian shopping centres which have used turnover rents. Examines the benefits for both landlord and tenant, the structure of turnover rent, its problems and effects on the landlord‐tenant relationship. Concludes that the use of turnover rents offers benefits to landlords and tenants, particularly during recession, provided lease agreements are appropriate and tenant turnover reported accurately.

Details

Property Management, vol. 10 no. 4
Type: Research Article
ISSN: 0263-7472

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Article
Publication date: 1 February 2000

Ronald H. Ballou

Managing inventory levels in the aggregate is a common concern of senior management. A generalized formula (turnover curve) developed in previous research that mimics…

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Abstract

Managing inventory levels in the aggregate is a common concern of senior management. A generalized formula (turnover curve) developed in previous research that mimics practical inventory control is used to audit inventory control performance of inventories in the aggregate and at multiple stocking points. The same turnover curve is used to estimate the impact of changing the inventory control procedures or to set new targets for inventory levels. It is a simple yet powerful tool for evaluating inventory managerial performance that can be developed from readily available company data. This research provides additional examples to further validate the practical usefulness of the turnover curve.

Details

International Journal of Physical Distribution & Logistics Management, vol. 30 no. 1
Type: Research Article
ISSN: 0960-0035

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