Search results

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

Accounting firms claim that the risk of costly litigation leads to resignations from high-risk clients, and that these resignations represent an economic inefficiency. This study examines the association between resignations, dismissals and litigation in the computer industry from 1988–1995. Resignations and dismissals appear to be similar, suggesting some dismissals are implicit resignations. Results support a relationship between risk and resignations. Since some characteristics of auditor litigation risk are also characteristic of unprofitable audit engagements, the analysis incorporates the actual litigation experience of sample companies to provide insights into claims of inefficiencies surrounding the switches.

The objective of this research study is to investigate the impact of auditor dismissals and resignations on commercial lending decisions. The study also examines whether a reason given for a dismissal or resignation affects commercial lending decisions. Eighty-five commercial loan officers were given a scenario involving a hypothetical company loan applicant and were first asked to assess the level of risk associated with granting a line of credit. Next, they were asked to assess the probability that they would grant the line of credit. Five different questionnaire versions were created by varying information about an auditor change and the reason for the change. The study finds that risk assessments of and the probability of granting credit to the applicant company do not significantly differ due to knowledge about auditor changes. In addition, participants did not view auditor resignations differently than auditor dismissals. Finally, disclosure of a disagreement as a reason for an auditor change did not have an impact on lending decisions.

This paper aims to provide a critical reflection on the Great Resignation in the hospitality and tourism industry in the wake of the COVID-19 pandemic. Specifically, this paper reviews the causes and effects of the Great Resignation, addresses the labor shortage in this industry and proposes strategies that can help manage the challenges.

This paper is based on a critical analysis of emerging phenomena, related literature and researchers’ experiences and insights.

The Great Resignation has presented unprecedented challenges for the hospitality and tourism industry. A closer examination reveals that the pandemic has served as a catalyst rather than a leading cause of this trend. Workforce issues are becoming increasingly complex under contemporary influences, including internal elements such as new explications at work and external factors like the gig economy and technology implementation.

This study provides practical implications on how Hospitality and Tourism practitioners can respond to the Great Resignation on micro, meso and macro levels. The practical implications revolve around employees’ changing needs and preferences in the wave of Great Resignation, as well as the necessity for employers’ reflection and improvement.

This study marks an initial attempt to provide a critical assessment of a contemporary issue involving the Great Resignation. This paper extends its discussion through an advanced analysis of the issue, offers suggestions to manage current obstacles related to labor issues in hospitality and tourism, and illuminates future research directions.

The purpose of this review is to understand whether “The Great Resignation” has emerged as a concept within the popular media and academic because it is based on fact or whether it has emerged because it broadly aligns with a dominant neoliberal ideology.

This paper critically reviews United Kingdom (UK) government data to establish evidence for “The Great Resignation”. Thus, the purpose is to understand whether there has been an increased propensity for workers to leave or change their jobs due to attitudinal changes emerging from the experience of the Covid-19 pandemic.

Based on this review, there is limited evidence that “The Great Resignation” has been occurring within the UK. Nonetheless, there have been extensive commentries in both the popular press and academic outlets that have been attempting to evidence the phenomenon. Some of academic writing is drirven by narratives emerging from the press which should thus warrent consideration of the extent to which academics are losing control over conceptual and theoretical development.

The key contribution that is made by this piece is the questioning of concepts that have entered the common vernacular. Concepts such as “The Great Resignation” and “Quiet Quitting” have, for the most part, gained popularity through social media. This paper looks at “The Great Resignation” and warns of the possibility that social media maybe a significant threat to robust academic theorisation.

The purpose of this Real Impact Viewpoint Article is to analyze the phenomenon of the Great Resignation from the knowledge management perspective.

It applies the knowledge-based view of the firm to the notion of the Great Resignation, reviews the extant literature and relies on secondary data.

The Great Resignation has created numerous knowledge-related impacts on the individual, organizational and national levels. On the individual level, because of an accelerating adoption of freelancing, the future may witness an expansion of the category of the knowledge worker and a growing need for personal knowledge management methods and information technologies. Organizational effects include knowledge loss, reduced business process efficiency, damaged intra-organizational knowledge flows, lower relational capital, lost informal friendship networks, difficulty attracting the best human capital, undermined knowledge transfer processes and knowledge leakage to competition. Countries may also witness the depletion of national human capital.

Managers should learn how to use the available human capital more efficiently; realize the importance of universal succession planning programs; automate knowledge-centric business processes; facilitate knowledge-based IT initiatives by implementing self-functioning virtual communities, including enterprise social networks; restructure organizations to optimize intra-organizational knowledge flows; adjust strategies, products and target markets based on the available human capital; and create telecommuting conditions for people with disabilities who cannot be physically present. Knowledge management scholars are presented with a unique opportunity to convert the numerous theoretical insights accumulated within the boundaries of their discipline into practical application to facilitate the Great Knowledge Revolution.

This viewpoint offers managerial recommendations and inspires future Great Resignation investigations.

The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, the aim of this study is that it is important to help people develop better cognitive resources to face adversity.

The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, it is important to help people develop better cognitive resources to face adversity. In this study, we administered a questionnaire to 250 employees to determine the variables that could help them build cognitive resources. These variables included the satisfaction of basic psychological needs (autonomy, competence and affiliation), psychological capital, motivation regulation (within the self-determination theory) and well-being (assessed by self-esteem, positive emotions, positive automatic thoughts and vitality). The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital.

The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital.

Highlight the importance of consequences of the Great Resignation and the need to internationalize this concept.

The aim of the present study is to examine, in detail, the magnitude and profile of police turnover across Australasia.

Sworn officer turnover statistics (total separations and voluntary resignations) for four financial years were collected from all Australian and New Zealand police jurisdictions. Comparisons were made with the Australian and international public sector. The age and years of service of resigning officers were also obtained.

Despite concerns about the high level of turnover, benchmarking data showed that total police turnover was lower than in other Australian public sector organizations and comparable with that in international public sector organizations. Voluntary resignations were also lower in policing than in the Australian public sector, but higher than in the international public sector. Further, resignations were the major form of turnover, and female officers resigned at a higher rate than male officers with a peak in the 25‐39‐year age bracket.

Although, over the last few years, turnover within Australasian police organizations has been low, the high proportion of resignations suggests that it is possible to achieve further reductions. This finding has an important implication for police agencies currently experiencing difficulty in maintaining sufficient numbers; namely, that the overall turnover rate in police organizations should be responsive to organizational initiatives. Police jurisdictions should therefore endeavor to investigate the causes of voluntary resignation to inform strategies to minimize avoidable turnover.

In addition to highlighting a variety of issues relevant to the consideration of turnover within policing, the present study obtained objective and reliable data to challenge the alleged problem of high turnover within Australasian policing. The benchmarking conducted here offers a detailed insight into the nature and extent of voluntary turnover within Australasian police organizations, and provides clear directions for future work in this area.

The motivation for this study is to understand the stressful situations leading to great resignation and evaluate the cognitions of psychological attachment (PA) and organizational attractiveness (OA) to mitigate this crisis, using the attachment theory as the theoretical basis.

A cross-sectional study was conducted on individuals employed in Indian organizations (Nifty 50) to identify the most impactful cognitions underlying the dynamics between person–job fit (P-J fit) and the intention to stay (ITS).

This study highlighted that a serial mediation relationship between PA (specifically “internalization”) and OA is influenced by the P-J “needs–supplies” fit, particularly during extraordinarily stressful times. Managers must re-emphasize PA and OA as core organizational resources that must be prioritized, maintained and refined to reinforce employees' intent to stay in their organizations.

No research has studied P-J fit, PA, OA, underpinned by the attachment theory to reinforce the ITS given the context of the great resignation triggered by the pandemic's extraordinarily stressful situation.

This paper aims to understand whether the relationship between psychological empowerment, psychological well-being and higher person–job fit based on the self-determination theory could have mitigated the Great Resignation crisis.

A cross-sectional study was conducted by collecting data from 351 respondents working in Indian organizations (Nifty, 2020) using a standardized questionnaire by using the multifaceted psychological construct within the work context.

This study highlights that a moderated mediation relationship between psychological empowerment (specifically “impact” or “choice”) and psychological well-being (specifically “environmental mastery”) is impacted by the person–job “demand-abilities” fit and enhances the intention to stay in the current “great resignation” context.

The authors map the theoretical and empirical research of the “intention to stay” by developing the “demand-abilities” fit, which leads to higher levels of psychological empowerment and psychological well-being to build adaptability through effective learning practices.

The authors establish the underlying linkages and future research agenda to strengthen the “intention to stay” during the extraordinarily stressful context of the covid-19 pandemic.