Browsing by Subject "turnover"

Now showing 1 - 4 of 4
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    “Don't you want to stay?” The impact of training and recognition as human resource practices on volunteer turnover
    (Wiley, 2019) Walk, Marlene; Zhang, Ruodan; Littlepage, Laura C.; School of Public and Environmental Affairs
    Managing volunteers is a difficult undertaking. This study draws on human resource (HR) management theory and literature to investigate the effect of two HR practices—training and recognition—on volunteer turnover. We use longitudinal administrative data collected by an Indiana nonprofit organization, which contains individual volunteer characteristics, organizational HR practices, and information on actual turnover behavior. We found that recognizing volunteer contributions with awards predicted volunteer retention in the following year. Training did not have a direct effect on volunteer turnover, but interacted with gender; men who received training were more likely to stay than women. The study contributes to the literature on HR management in the volunteer context, adds to the emerging literature on awards as incentives for volunteers, and addresses the common method bias by using longitudinal data.
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    Mediational paths from supervisor support to turnover intention and actual turnover among community mental health providers
    (APA, 2019) Fukui, Sadaaki; Wu, Wei; Salyers, Michelle P.; School of Social Work
    Objective: Turnover is a critical problem for community mental health providers, and supervisors may play an important role in mitigating turnover. The current study examined the potential impact of supervisory support on turnover intention and actual turnover among community mental health providers. Method: We conducted path analyses with data collected longitudinally from 186 direct clinical care providers at two community mental health centers. Results: Increased supervisory support was associated with lower turnover intention 6 months later, as well as reduced actual turnover 12 months later. Type of supervisory support mattered: supervisors’ emotional support was most strongly associated with reduced turnover intention and turnover. However, client goal alignment support (supporting providers to help consumers achieve their goals) was directly associated with increased turnover. Conclusions and Implications for Practice: The current study suggests an important role for direct supervisors to attend to care providers’ emotional support needs, which may reduce turnover intention and actual turnover. Differential supervisory support functions might impact turnover in unique ways; thus, examining more detailed change mechanisms would facilitate our understanding of factors that may prevent future turnover.
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    Staff Turnover in Statewide Implementation of ACT: Relationship with ACT Fidelity and Other Team Characteristics
    (2010-09) Rollins, Angela L.; Salyers, Michelle P.; Tsai, Jack; Lydick, Jennifer M.
    Staff turnover on assertive community treatment (ACT) teams is a poorly understood phenomenon. This study examined annual turnover and fidelity data collected in a statewide implementation of ACT over a 5-year period. Mean annual staff turnover across all observations was 30.0%. Turnover was negatively correlated with overall fidelity at Year 1 and 3. The team approach fidelity item was negatively correlated with staff turnover at Year 3. For 13 teams with 3 years of follow-up data, turnover rates did not change over time. Most ACT staff turnover rates were comparable or better than other turnover rates reported in the mental health and substance abuse literature.
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    Tenure & Turnover among State Health Officials from the SHO-CASE Survey: Correlates & Consequences of Changing Leadership
    (Wolters Kluwer, 2020) Menachemi, Nir; Danielson, Elizabeth C.; Tilson, Hugh; Yeager, Valerie A.; Sellers, Katie; Halverson, Paul K.; Health Policy and Management, School of Public Health
    Objective: To examine characteristics associated with tenure length of State Health Officials (SHOs) and examine reasons and consequences for SHO turnover. Design: Surveys of current and former SHOs linked with secondary data from the United Health Foundation. Setting: Original survey responses from SHOs in the United States. Participants: Respondents included SHOs who served between 1973 and 2017. Main Outcome Measures: Tenure length and consequences of SHO turnover. Results: Average completed tenure among SHOs was 5.3 years (median = 4) and was shorter in recent time periods compared with decades prior. Older age at appointment (β = −0.109, P = .005) and those holding a management degree (β = −1.835, P = .017) and/or a law degree (β = −3.553, P < .001) were each associated with shorter SHO tenures. State Health Officials from states in the top quartile for health rankings had significantly longer average tenures (β = 1.717, P = .036). Many former SHOs believed that their tenure was too short and reported that their departure had either a significant or very large effect on their agency's ability to fulfill its mission. Conclusions: State Health Official tenures have become shorter over time and continue to be shorter than industry chief executive officers and best practice recommendations from organizational researchers. States have an opportunity to consider and address how factors within their control influence the stability of the SHO position.