Our cross-sectional study, conducted from October 2022 to January 2023, aims to assess post-COVID job satisfaction, crucial work dimensions, and self-reported factors influencing nursing retention. Using an online survey, we surveyed 2572 nurses in different working fields in Bavaria, Germany. We employed a quantitative analysis, including a multivariable regression, to assess key influence factors on nursing retention. In addition, we evaluated open-ended questions via a template analysis to use in a joint display. In the status quo, 43.2% of nurses were not committed to staying in the profession over the next 12 months. A total of 66.7% of our surveyed nurses were found to be dissatisfied with the (i) time for direct patient care. Sources of dissatisfaction above 50% include (ii) service organization, (iii) documentation, (iv) codetermination, and (v) payment. The qualitative data underline necessary improvements in these areas. Regarding retention factors, we identified that nurses with (i) older age, (ii) living alone, (iii) not working in elder care, (iv) satisfactory working hours, (v) satisfactory career choice, (vi) career opportunities, (vii) satisfactory payment, and (viii) adequate working and rest times are more likely to remain in the profession. Conversely, dissatisfaction in (ix) supporting people makes nurses more likely to leave their profession and show emotional constraints. We uncovered a dichotomy where nurses have strong empathy for their profession but yearn for improvements due to unmet expectations. Policy implications should include measures for younger nurses and those in elderly care. Nevertheless, there is a need for further research, because our research is limited by potential bias from convenience sampling, and digitalization will soon show up as a potential solution to improve, e.g., documentation and enhanced time for direct patient time.

Extant literature posits that an individual manages their multiple identities by integrating or separating them to varying degrees. We posit that, rather than managing a single set of identities, an individual may engage different identity structures in different contexts. We use the fly-in, fly-out work context, whereby an employee\'s home and work are substantially geographically separated, to explore whether different identity structures exist, strategies for managing them, and their effect on employee retention intentions. Analysis of qualitative data from 29 participants collected across three work sites revealed three main strategies that employees adopt to cope with having multiple identity structures: aligning identities; making work identity dominant; and creating a new identity around the working arrangement and discarding all other identities. These strategies interact with the employee\'s actual identity structure to influence retention intentions. Implications for retaining employees in such working arrangements are discussed.

The role of human resources as a change agent in the organizational change process holds great importance. Hence, it is crucial to identify ways human resources can support change. This paper investigates the direct and indirect relationships between human resource management (HRM) practices and organizational performance, as well as the mediating role of the organizational change process in these relationships. The proposed model integrates primary HRM practices, organizational change components, organizational performance, employee retention, and organizational abandonment. We collected data to evaluate the relationships between the model variables through a survey questionnaire applied to 441 Romanian employees in the healthcare industry. The paper used structural equation modeling to test the model\'s validity and hypotheses. The results show that HRM practices directly impact organizational performance and have a mediated impact through the organizational change process. Additionally, the direct and mediating effects are consistent, and healthcare employers consider appropriate HRM practices and effective management of the organizational change process as essential drivers to achieve superior performance. The empirical findings provide valuable insights for government policymakers, stakeholders, and health managers on how suitable HRM practices can influence organizational performance.

UNASSIGNED: The current study anchors on the social identity theory (SIT) and social exchange theory (SET) to investigate the association between green talent management (GTM) and employee retention (ER), mediated by green organizational identity (GOI). Further, the study projects the moderator effect of green shared vision (GSV) in the direct association between GTM and GOI, and the indirect link between GTM and ER through the mediator effect of GOI.
UNASSIGNED: We collected time-lagged (i.e., three-wave) data from 495 frontline managers in the tourism service firms in Pakistan. Data are analyzed using SmartPLS SEM (V 3.3) to evaluate the measurement and structural models.
UNASSIGNED: Our results support all the projected associations and confirm the direct relationships between GTM and ER (β = 0.480, CIs = 0.494, 0.578), GTM and GOI (β = 0.586, CIs = 0.517, 0.670), and GOI and ER (β = 0.492, CIs = 0.425, 0.566). The findings further reveal that GOI significantly mediates the relationship between GTM and ER (β = 0.257, CIs = 0.184, 0.312). In addition, the moderator effect of GSV significantly underpins the direct association between GTM and GOI (β = 0.512, CIs = 0.432, 0.587) and the indirect association between GTM and ER, mediated by GOI (β = 0.526, CIs = 0.441, 0.590).
UNASSIGNED: This is the first study that explores a moderated mediation model to explain when and how tourism service firms can promote ER through inculcating GTM strategies. The findings indicate that service firms in the tourism industry must develop and retain green talent to exploit pro-environmental strategies.

This study aims to investigate the effects of work-life balance, work environment, and reward and compensation on employee retention in Malaysia. A total of 400 questionnaires were collected online from employees within the service industry in Malaysia. Partial least square structure equation modeling was used to test the model and hypotheses. The results reveal that work-life balance and work environment had a strong positive effect on employee retention, but reward and compensation had a much stronger positive effect on employee retention. This research provides unique theoretical contributions by investigating these factors in the midst of the COVID-19 outbreak as components of the reciprocal process between employee and employer, and their effects on employee retention. This study also provides vital insights to business organizations to consider designing effective employee retention plans for a successful business.

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Human resource management (HRM) in managing environmental, social, governance (ESG), or corporate social responsibility (CSR) initiatives has been recently raised. Yet, little attention has been paid to integrating CSR and HRM. Our primary goal was to identify how and whether certain HR practices are critical for developing employee capability to operate in firms with active CSR initiatives. We first examine the impact of external CSR activities on firm-level work outcomes. Moreover, we attempt to identify a choice of particular HR practices that could be aligned with external CSR activities. We then empirically examine how each HR practice interacts with external CSR activities that influence employee retention and labor productivity. Using three longitudinal datasets conducted by the government-sponsored research institution over 154 publicly traded Korean firms for five waves of survey years, the results show that external CSR has a limited impact on employee retention and labor productivity. However, when external CSR activities are combined with a specific set of HR practices, including person-organization fit-based selection, performance-based pay, extensive investment of training and development, and employee suggestion program, the impact of external CSR on employee work outcomes is more substantial. The results indicate that external CSR and a particular set of HR practices as internal CSR can be complementary and generate a positive interaction on creating sustainable human capabilities.

The business case for employee retention is well established in the literature. Simply stated, it is more financially advantageous to keep employees than to recruit and hire someone new. Recent studies have estimated the cost of turnover due to physician burnout in the United States at approximately $4.3 billion annually. The question remains, What are the best strategies to retain employees and keep them engaged? This article addresses the critical issues of employee turnover, delineates the reasons that employees leave, characterizes employees at risk of turnover, and describes retention strategies that overlap with strategies that address burnout and disengagement.

This study investigates the impact of transformational leadership on employee retention in small- and medium-sized enterprises (SMEs) and probes the mediating role of organizational citizenship behavior (OCB) and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structural equation modeling (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and OCB. Similarly, this study finds a positive and significant relationship in OCB and employee retention. In addition, OCB had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership- OCB and OCB-employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focusing on goal achievement, having problem-solving techniques, having a sense of purpose, and spending time on the training and development of the team to enhance OCB and employee retention.

This study examines the association between nonparticipation in wellness activities and employee turnover risk.
Retrospective, cross-sectional analysis.
Large university in the Midwestern United States.
Employees with continuous employment during 2016 and complete human resources and wellness program data (n = 34 405).
Demographic, health risk assessment (HRA), and wellness program participation data were collected in 2016 and paired with administratively recorded turnover status from 2017. For the multivariate analyses, logistic regression models were used.
There were statistically significant associations between various socioeconomic and demographic characteristics (gender, age, race, wage, union and faculty status, and health score) with turnover status. Also, all 3 participation levels (participated in the HRA only, participated in the HRA and wellness programming, and participated in wellness programming only) had lower odds of experiencing turnover compared to nonparticipants (participated in the HRA only [adjusted odds ratio, AOR: 0.89; confidence interval, CI: 0.80-0.99], participated in wellness program(s) only [AOR: 0.77; CI: 0.62-0.95] and participated in both the HRA and program(s) [AOR: 0.82; CI: 0.74-0.91], respectively).
Employee participation in wellness program activities appears to represent a measure of engagement with work. Nonparticipation in these programs is associated with increased risk of employment turnover in the subsequent year.