Matching Items (2)
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- All Subjects: Turnover
- Creators: Hom, Peter
Effects of Transformational Leadership and Employability on Employee Retention: An Agent-Based Model
Description
Employee retention is a major problem for organizations, especially for small and medium-sized organizations, which make up 99.7 percent of U.S. Organizations. Research reveals how leadership style affects employee retention, showing that supervisors who are transformational help to reduce employee turnover. However, little research has assessed the interdependent dynamics of transformational leadership, employability, and employee retention. Furthermore, employability is a sparsely discussed concept in the literature, making it a novel inquiry to consider in the dynamics of employee retention. This research employs agent-based modeling (ABM) to examine the dynamics of employee retention while considering the interdependent nature of modern organizations and workforce. The goal is to look at the relationships between the degree of transformational leadership of leader, the employability factors of individual employees, and employee turnover. The model will input data from previous empirical research to define parameters for these variables in NetLogo. This simulation model shows how workers and leaders interact and how these interactions affect the employability and retention of each employee over time, as well as how employability affects the individual’s turnover behavior once they become dissatisfied with their leader. Results demonstrate that there is a positive relationship between transformational leadership and employability, and transformational leadership and employee retention, in some organizations from the model. This study contributes to organizational research on retention by looking at the dynamic impacts of both transformational leadership and employability in an employee’s decision to leave their organization. Additionally, changes in this study can look at other factors affecting employee retention. The resulting research will impact practice by clarifying the interdependence of leadership and employability on employee retention, leading to new innovations to decrease the turnover in organizations. This model will be replicable and adjustable to look at other factors impacting employee retention that are worth studying.
ContributorsThomas, Sophia Rose (Author) / Trinh, Mai P (Thesis advisor) / Hom, Peter (Committee member) / Thomas, David (Committee member) / Arizona State University (Publisher)
Created2021
Description
The Community Assistant position at Arizona State University is dealing with an issue of poor year-to-year retention. Currently, a large number of Community Assistants who could return for another year are choosing not to, which is further exacerbated by the fact that graduating Community Assistants cannot stay even if they wanted to because the position must be held by active students. Through research, interviews, and testimony, this paper constructs what the Community Assistant role entails and the priorities that the role instills in current Community Assistants at ASU. It then seeks to answer the question of why low levels of year-to-year retention matter and why so many are choosing to move to different positions after their first year has ended. By building from the information provided by current Community Assistants and various management theories from a variety of sources, this paper offers actionable recommendations for Arizona State University Housing to increase retention and motivation within the Community Assistant position.
ContributorsKnauer, Remington (Author) / Arrfelt, Mathias (Thesis director) / Hom, Peter (Committee member) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05