Matching Items (3)
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Description
Employee turnover is a pervasive issue across industries and at all levels of an organization. Lost productivity, hiring, interviewing, training and increased workloads are costs associated with turnover. As an undergraduate admissions professional charged with the enrollment of new freshmen students, I am constantly assessing the health of my team

Employee turnover is a pervasive issue across industries and at all levels of an organization. Lost productivity, hiring, interviewing, training and increased workloads are costs associated with turnover. As an undergraduate admissions professional charged with the enrollment of new freshmen students, I am constantly assessing the health of my team and working to minimize turnover in admission counselor positions. I implemented a six-week mentoring program in my office to increase second-year employee satisfaction, motivation, development and retention at the Arizona State University Undergraduate Admissions Office. Post intervention data were collected through the use of focus groups and self reflection questionnaires. Results show that mentoring is a mutually beneficial experience for mentees and mentors. Mentees reported benefits from the personalized dissemination of information and institutional knowledge by their mentors. Mentors reported that being in a mentoring relationship made them feel their opinions and experiences were valued. Mentoring can be an inexpensive professional development program designed to assist entry-level employees. While attrition cannot be totally eliminated from a workplace setting the study participants reported that the mentoring program made them feel valued even while acknowledging that there are limited opportunities for advancement within the office.
ContributorsPizzo, Melissa (Author) / Clark, Christopher (Thesis advisor) / Calleroz White, Mistalene (Committee member) / Wilkinson, Christine Kajikawa (Committee member) / Arizona State University (Publisher)
Created2012
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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

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
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Description

While the COVID-19 pandemic continues to evolve, America’s nursing work force continue to work in the most challenging of circumstances. While expected to hold the fort and continue on, deep inside, they bury an unprecedented level of acute stress, anxiety and depression. Peer support groups have been posed as a

While the COVID-19 pandemic continues to evolve, America’s nursing work force continue to work in the most challenging of circumstances. While expected to hold the fort and continue on, deep inside, they bury an unprecedented level of acute stress, anxiety and depression. Peer support groups have been posed as a possible coping behavior. This cross-sectional designed project was developed to assess the worth and feasibility of a virtual peer support group with a focus on healthcare provider wellness during a period of surge of the COVID-19 pandemic. Overwhelmed staff, technology/documentation changes and challenges, competing clinical demands, short-staffing and Zoom fatigue were identified as the limiting factors for this project’s completion within its given timeframe. These findings informed of current barriers, providing a basis for future program development to mitigate the impact of psychological distress among healthcare providers. Evolving literature on this topic supports recommendations for further study and action by individual health care providers, organizations and at the state and national levels.

Created2021-12-01