Steven H. Appelbaum, David Carrière, Marwan Abi Chaker, Kamal Benmoussa, Basim Elghawanmeh and Suzanna Shash
The purpose of this paper is to investigate causes of high staff turnover among production workers at a large‐scale retail case meat processor. The paper aims to cover the field…
Abstract
Purpose
The purpose of this paper is to investigate causes of high staff turnover among production workers at a large‐scale retail case meat processor. The paper aims to cover the field research that was subsequently conducted to determine if the relationship outlined in the hypotheses in part 1 of the paper could be confirmed and provide insight into the relationships.
Design/methodology/approach
Three hypotheses were developed to investigate six independent variables as possible factors of high job turnover. The research is based on a two‐step process consisting of a literature review and field research. The literature review served to establish empirical links among the variables and construct an appropriate questionnaire for the field research. The field research consisted of 38 employees (out of 475) completing a 41‐question survey. Individual interviews were also conducted with 20 of the 38 respondents.
Findings
The results demonstrate that the employees' organizational commitment affects employee turnover. The findings also suggest that organizational commitment can be improved through increased effective communication between management and employees and ensuring that the organization's vision is shared and understood by employees. The link between job satisfaction and turnover was not supported by the research.
Research limitations/implications
Sample size was affected due to the limited availability of employees during production hours. Increased sample size would allow further investigation within specific departments and shifts. Additional research could also have been done on how the company's HR policy mandated from their US head office fits the needs of a Canadian based workforce.
Originality/value
The paper provides insight on the causes of employee turnover and low organizational commitment. The paper recommends four actions to address communication and vision sharing to improve organizational commitment and ultimately turnover.
Details
Keywords
Steven H. Appelbaum, David Carrière, Marwan Abi Chaker, Kamal Benmoussa, Basim Elghawanmeh and Suzanna Shash
The purpose of this paper is to investigate causes of high staff turnover among production workers at a large‐scale retail case meat processor.
Abstract
Purpose
The purpose of this paper is to investigate causes of high staff turnover among production workers at a large‐scale retail case meat processor.
Design/methodology/approach
Three hypotheses were developed to investigate six independent variables as possible factors of high job turnover. The research is based on a two‐step process consisting of a literature review and field research. The literature review served to establish empirical links among the variables and construct an appropriate questionnaire for the field research. The field research consisted of 38 employees (out of 475) completing a 41‐question survey. Individual interviews were also conducted with 20 of the 38 respondents. The paper is an empirically based case analysis.
Findings
The results demonstrate that the employees' organizational commitment affects employee turnover. The findings also suggest that organizational commitment can be improved through increased effective communication between management and employees and ensuring that the organization's vision is shared and understood by employees. The link between job satisfaction and turnover was not supported by the research.
Research limitations/implications
Sample size was affected due to the limited availability of employees during production hours. Increased sample size would allow further investigation within specific departments and shifts. Additional research could also have been done on how the company's HR policy mandated from their US head office fits the needs of a Canadian based workforce.
Originality/value
The paper provides insight on the causes of employee turnover and low organizational commitment. The paper recommends four actions to address communication and vision sharing to improve organizational commitment and ultimately turnover.
Details
Keywords
Eric Davoine, Stéphanie Ginalski, André Mach and Claudio Ravasi
This paper investigates the impacts of globalization processes on the Swiss business elite community during the 1980–2010 period. Switzerland has been characterized in the 20th…
Abstract
This paper investigates the impacts of globalization processes on the Swiss business elite community during the 1980–2010 period. Switzerland has been characterized in the 20th century by its extraordinary stability and by the strong cohesion of its elite community. To study recent changes, we focus on Switzerland’s 110 largest firms’ by adopting a diachronic perspective based on three elite cohorts (1980, 2000, and 2010). An analysis of interlocking directorates allows us to describe the decline of the Swiss corporate network. The second analysis focuses on top managers’ profiles in terms of education, nationality as well as participation in national community networks that used to reinforce the cultural cohesion of the Swiss elite community, especially the militia army. Our results highlight a slow but profound transformation of top management profiles, characterized by a decline of traditional national elements of legitimacy and the emergence of new “global” elements. The diachronic and combined analysis brings into light the strong cultural changes experienced by the national business elite community.
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Janice A. Dole, Gerald G. Duffy and P. David Pearson
Purpose – The purpose of this chapter is to consider the historical context of the gradual release model as it emerged following the early twentieth century emphasis on…
Abstract
Purpose – The purpose of this chapter is to consider the historical context of the gradual release model as it emerged following the early twentieth century emphasis on behaviorism as psychologists (and reading researchers) increasingly focused on cognition in the reading process. This “cognitive turn” in educational psychology was followed closely by a “social turn” with its focus on the socially constructed nature of texts, learning, and reading, particularly influenced by Vygotsky and work on scaffolding.
Design/methodology/approach – This chapter uses literature from the field to contextualize the gradual release of responsibility (GRR) model and to discuss research or practice chapters included in this edited volume.
Findings – This chapter described the transition from behaviorism to cognition to social construction as it applies to the reading process generally and to GRR in particular. It noted that this transition has required teachers to be more nimble and flexible than ever before, cautioned that the complexity of classroom life and the pressures on teachers can cause techniques such as GRR to be misused, and suggested ways to manage the group work which is central to social cultural approaches to literacy. And along the way it spotlighted the ever-widening range of applications of the GRR documented in the earlier chapters of the book.
Practical implications – The section in this chapter with most immediate practical implication is clearly the section on misuses of the GRR model. This section discusses some misuses of the model: neglecting explicit teaching; missing the middle (i.e., jump from explicit teaching directly to independent practice); and applying in an overly rigid manner.
Originality/value of paper – This chapter makes an original contribution to the field in providing a historical context for the gradual release model and for addressing the chapters in this edited collection. The authors also point to some areas for next steps forward as reminders to those applying the model.
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Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
Abstract
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.