Training and Development Commons^™

Affective Commitment, Mentoring, And Anticipated Turnover Among Millennials, Keiasha Hypolite

Dissertations

ABSTRACT

Millennials comprise the largest group of individuals in the workforce, yet organizations struggle to keep millennials engaged in the workplace. Millennials move from job to job, with an average stay at one employer between 12 and 18 months (Hechl, 2017). Researchers have reported that millennials cause the majority of turnover in the workplace. Globally, human resources practitioners experience difficulties retaining millennials (Sahraee et al., 2021). Previous studies have researched millennials, affective commitment, mentoring, and turnover. However, no known research has used all four factors to solve a global problem. In their discussion of the highly competitive labor market, Ramírez …

Secondary Traumatic Stress, Burnout And Resilience In The Child Welfare Workforce: Early Results From Nebraska’S Randomized Controlled Trial Of Resilience Alliance, Quality Improvement Center For Workforce Development

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A 2018 needs assessment indicated that more than 50% of the child welfare workforce in Nebraska was experiencing elevated secondary traumatic stress (STS). STS refers to the experience of people – generally professionals– who are exposed to others’ traumatic events as part of their work. As a result of this exposure, these professionals can develop their own traumatic symptoms and reactions such as sleeplessness and anxiety. The Nebraska Department of Health and Human Services (DHHS) Division of Children and Family Services (DCFS) in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) implemented CFS Strong, a multi-phased workforce intervention …

Onboarding Autism Employees In Technology Industry, Heung-For Cheng

Doctor of Business Administration (DBA)

The autism spectrum disorder (ASD) population experiences high unemployment, underemployment, and job turnover. Many people with autism have exceptional skills in areas, such as science, mathematics, and art. Companies in the technology industry are interested in tapping into the ASD talent pool because the industry cannot find enough qualified job applicants to meet the hiring demand. Few studies have focused on understanding how to help onboard ASD employees. Understanding the onboarding process can help technology firms retain ASD employees. In return, retaining this talent pool in the technology industry can continue to bring innovation. This research examined how a workplace …

Gen Z And Millennials In The Workplace: How Are Leaders Adapting To Their Short Attention Span And How Will They Keep Them From Leaving A Qualitative Study, Maribel Rachel Diz

FIU Electronic Theses and Dissertations

There is a new type of employee entering the workforce that is a true digital native with allegedly the shortest attention span known as Generation Z. Coupled with millennials, they will dominate the workforce. The problem investigated is the effects of short attention spans in the workplace and how this is being magnified by the incoming Generation Z cohort and existing millennials. Companies will need to adapt to short attention spans, along with what will engage and retain these two cohorts. The purpose of this qualitative study is to explore both generations as there are no current studies with this …

Introduction To Workforce Metrics, Quality Improvement Center For Workforce Development

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It is important for Human Resources (HR) and child welfare leaders to start with a question-based mindset when analyzing workforce data (i.e., being thoughtful about what you and/or your stakeholders want to know), but it is also important to leave room to explore the data as well. This can only be accomplished if you know what is possible. This blog post describes some of what is possible to explore within the realm of workforce metrics as they relate to employee well-being, performance, and retention. In many ways, the concept of workforce metrics is still in its infancy and many things …

Perspectives On Multi-Intervention, Multi-Design Evaluation For The Child Welfare Workforce, Quality Improvement Center For Workforce Development

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The QIC-WD is working with eight sites and the Children’s Bureau in a participatory fashion (Fetterman, 2014) to implement utilization-focused (Alkin & Vo, 2017; Patton, 2008) site-specific and cross-site evaluation strategies. The goal of this research is to build knowledge of interventions to improve child welfare workforce retention, and ultimately outcomes for children and families. A complex systems approach (Westhorp, 2012) is being taken to identify how factors such as organizational structures and culture, staff workload, supervision, and caseworker values influence outcomes, including safety and permanency of children. The QIC-WD team has extensive experience conducting rigorous evaluations within and across …

How Can Our Mission Be Fully Accomplished By Staff That Are Experiencing Secondary Trauma And Burnout?, Stephanie Reau

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My name is Stephanie Reau and I am a training supervisor at Summit County Children Services. We are an agency of 350 employees with a focus on recruiting and maintaining diverse staff committed to serving all children and families. Summit County strives to attract and retain wellqualified staff, but like many child welfare agencies in Ohio, this has been a difficult task to accomplish. The overwhelming pressures of the job cause secondary trauma, burnout and ultimately staff turnover. Staff turnover impacts the morale of the agency, is costly, and, most importantly, it negatively impacts the families we serve. Our mission …

My Experience With Cfs Strong, Lana Sayre

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I am a child and family services specialist supervisor with the Nebraska Department of Health and Human Services. A few years ago, I volunteered to take over for another member of the workforce retention team that was working with the QIC-WD to develop/select an intervention that Nebraska could implement to reduce employee turnover among child and family services specialists (CFSS), our frontline worker position. Employee retention is a constant, ongoing challenge. Our work is challenging and very stressful. You have to be an expert in child safety and have a broad understanding of all of the issues which affect the …

Designing Rigorous Tests Of Workforce Interventions In Complex Environments, Quality Improvement Center For Workforce Development

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Public child welfare agencies continually struggle with how to address issues of staff recruitment and retention. Furthermore, very little evidence exists regarding what works to attract, select, and retain talented staff. Much of what agencies do to address workforce issues is never formally evaluated and successes are not published widely. Thus, agencies confronted with urgent retention needs have little to go on to identify an intervention that is likely to succeed. The Quality Improvement Center for Workforce Development (QIC-WD) was funded by the Children’s Bureau to begin to address this issue, in part through carefully selected, and rigorously evaluated interventions …

Retention, Matthew Molinaro

The Review: A Journal of Undergraduate Student Research

Employee retention in the 21th century reflects how companies keep their employees motivated and well prepared for the challenges in the workplace. In this paper, I apply the concepts of motivation and how employers keep their employees. I also emphasize the costly effects of a employee leaving the organization, both as a dollar and emotional standpoint.

Oklahoma Selects And Designs A Selection Intervention, Quality Improvement Center For Workforce Development

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Oklahoma’s Quality Improvement Center for Workforce Development Steering Committee has decided to refine the selection process for new child welfare workers as part of their ongoing commitment to hiring a dedicated, talented workforce and supporting that workforce in practice with children, youth, and families. The committee spent much of 2018 doing a thorough needs assessment and exploration of their child welfare recruitment and retention challenges. Through this process they recognized that interviewing strategies and hiring decisions are made inconsistently across the state. The team acknowledged that this could result in the selection of individuals who are not the best fit …

Retaining Millennials: Values-Based Communication Tactics Employers Can Use To Appeal To A Supposed Risk-Adverse Generation, Erica Santillo

UNF Graduate Theses and Dissertations

Millennials are growing within the workforce, but they are becoming difficult to attract and retain for longer than two years at a time. In addition, Millennials have generational-specific values that are different than their predecessors. Identifying and applying these workplace expectations to organizational policies have made it challenging for leaders to appeal to this generation. Millennials desire five aspects from their workplace: work with a purpose, to be their own boss or work for a boss that is a mentor, a collaborative work environment, flexible work schedules, and work-life integration and/or work-life balance. Using a survey research method, this thesis …

Examining Generational Differences In The Workplace: Employee Engagement Practices And Their Impact On Retention Of Different Generations Of Human Resources Employees In Higher Education, Lamija Basic

Dissertations

Purpose: The purpose of this quantitative study was to identify the employee engagement practices that Baby Boomer, Generation X, and Millennial human resources (HR) employees in four-year private institutions of higher education (IHEs) in southern California perceive as most important to their retention. The secondary purpose of the study was to determine the similarities and differences between the engagement practices considered most important for retention by Millennial HR employees compared to Baby Boomer and Generation X employees in IHEs.

Methodology: A quantitative descriptive, nonexperimental research design was selected for this study. The population included three generations of HR professionals working …

Exploring The Relationship Of Burnout, Retention, And Tenure Between Full-Time Professors Teaching In A Traditional Brick-And-Mortar Environment And Full-Time Professors Teaching In A Fully Online Environment, Scott Dunbar

Doctoral Dissertations and Projects

The purpose of this study was to examine the effects of educational delivery as it related to burnout in full-time college professors in a Southern California Christian university. The problem addressed was examining the relationship of full-time faculty burnout between two educational delivery methods, traditional brick-and-mortar educational delivery and fully online educational delivery, in a Southern California Christian university. This study was significant as the phenomenon of burnout in relation to brick-and-mortar full-time professors and online full-time professors had yet to be researched in a Southern California Christian university. In addition, burnout in online faculty members had rarely been studied …

Causes And Consequences Of Collective Turnover: A Meta-Analytic Review, Angela L. Heavey, Jacob A. Holwerda, John Hausknecht

John Hausknecht

Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for …

Transformational Leadership In Nursing: A Pilot Nurse Leader Development Program, Audria G. Denker

Graduate Theses, Dissertations, and Capstones

Current research reveals that staff nurses are routinely placed into front-line leadership roles with little formal preparation. The purpose of this project was the development, implementation, and evaluation of a pilot nurse leader development program for nurse leaders at a small community hospital located in Clarksville, Indiana. This study consisted of a quasi-experimental design, with the intervention consisting of a leadership course delivered to a convenience sample of nurses in managerial positions. Leadership attributes was quantified, both pre/post interventions, through the administration of the Leadership Practices Inventory (LPI), a Likert-scaled survey. The LPI was administered to the nurse leaders, their …

There Is Nothing More Diverse Than "New", Frederick A. Miller, Roger Gans

Communication Faculty Publications

In the organizational competition for talent, successful retention of newly recruited workers is at least as important as the initial hire. Still, many organizations fail to establish a sense of inclusion for new people in much the same way they often fail to create a sense of inclusion for people of color, women, people with foreign accents, or anyone with obvious differences from the “traditional group.” In most organizations, even those that have embarked on “diversity initiatives,” newly hired people often do not feel welcomed. Consequently, turnover rates in the first two years of employment are seven times greater than …