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Retaining Valued Employees briefly summarizes the current research in the area of employee turnover, and provides practical guidelines to implement proven strategies for reducing unwanted turnover.
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This exploration of what employee turnover is, why it happens, and what it means for companies and employees draws together contemporary and classic theories and research to present a well-rounded perspective on employee retention and turnover. The book uses models such as job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory, as well as highlights cultural differences affecting global differences in turnover. Employee Retention and Turnover contextualises the issue of turnover, its causes and its consequences, before discussing underrepresented antecedents of turnover, key aspects of retention and methods for regulating turnover, and future research directions. Ideal for both academics and advanced students of industrial/organizational psychology, Employee Retention and Turnover is essential for understanding the past, present, and future of turnover and related research.
This book includes contributions from a variety of different perspectives on employee turnover. We categorize these myriad papers in terms of history, scope, theory development, and population generalization. Part I thus begins with an article by James Price, a pioneering thinker in the turnover field. Initiating the most systematic turnover research ever undertaken, Dr. Price describes his persistent quest to develop and refine a comprehensive theory of turnover. His 30-year intellectual journey offers valuable insight into theoretical and methodological challenges that continue to confront all turnover researchers.
Sam's teammates tell him that freshmen hardly ever play on the varsity team. Sam intentionally plays poorly, not helping his team achieve victory. This behavior leads to problems for Sam, his coach, the team, and his father. Then, with advice from a new friend, Sam goes to a practice ready to play, sparking a secret plan for victory.
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Economics, like most other social sciences, is not a pure discipline. Indeed, it has been enhanced by the fact that there is so much overlap between it and the related fields of business, industrial relations, political science, social psychology, and sociology. This book is the first attempt to explain how work in economics has influenced and benefited from a merging of economic analysis with the research practices of these related fields of study. With contributions from leading economists from around the world, it demonstrates how economics is leading the way toward a more unified social science.
Davidson makes the bold claim that millions--maybe billions--of dollars in diversity training are being wasted. He has found a better way: Stop forcing diversity on people as a goal in and of itself, and instead use it strategically, creating business improvement strategies that draw on employees' different strengths.