Search Results (259)

Background: Employee turnover poses a multi-faceted challenge to organizations by undermining productivity, morale, and financial stability while rendering recruitment, onboarding, and training investments wasteful. Traditional machine learning approaches often struggle with class imbalance and lack transparency, limiting actionable insights. This study introduces an Explainable AI (XAI) framework to achieve both high predictive accuracy and interpretability in turnover forecasting. Methods: Two publicly available HR datasets (IBM HR Analytics, Kaggle HR Analytics) were preprocessed with label encoding and MinMax scaling. Class imbalance was addressed via GAN-based synthetic data generation. A three-layer Transformer encoder performed binary classification, and SHapley Additive exPlanations (SHAP) analysis provided both global and local feature attributions. Model performance was evaluated using accuracy, precision, recall, F1 score, and ROC AUC metrics. Results: On the IBM dataset, the Generative Adversarial Network (GAN) Transformer model achieved 92.00% accuracy, 96.67% precision, 87.00% recall, 91.58% F1, and 96.32% ROC AUC. On the Kaggle dataset, it reached 96.95% accuracy, 97.28% precision, 96.60% recall, 96.94% F1, and 99.15% ROC AUC, substantially outperforming classical resampling methods (ROS, SMOTE, ADASYN) and recent literature benchmarks. SHAP explanations highlighted JobSatisfaction, Age, and YearsWithCurrManager as top predictors in IBM and number project, satisfaction level, and time spend company in Kaggle. Conclusion: The proposed GAN Transformer SHAP pipeline delivers state-of-the-art turnover prediction while furnishing transparent, actionable insights for HR decision-makers. Future work should validate generalizability across diverse industries and develop lightweight, real-time implementations. Full article

Νurses often experience abusive behavior, such as gaslighting, which has a negative impact on their mental health and leads them to quit their jobs. Background/Objectives: We evaluate the impact of workplace gaslighting on nurses’ job burnout and turnover intention. Methods: We conducted a cross-sectional study with a convenience sample of 410 nurses in Greece. We used the Gaslighting at Work Scale (GWS) to measure levels of workplace gaslighting in our sample. Also, we used the single-item burnout measure to measure job burnout and a six-point Likert scale to measure turnover intention. We constructed multivariable regression models to estimate the independent effect of workplace gaslighting on job burnout and turnover intention. Results: We found positive correlations between GWS and job burnout (r = 0.298, p-value < 0.01) and turnover intention (r = 0.385, p-value < 0.01). We found that workplace gaslighting was associated with job burnout in our sample. Our multivariable linear regression model identified a positive association between the score on the GWS (adjusted b = 0.653, 95% CI = 0.436 to 0.869, p < 0.001) and burnout. Similarly, we found that a higher score on the GWS was associated with a higher turnover intention (adjusted b = 0.616, 95% CI = 0.466 to 0.765, p < 0.001). Conclusions: This study findings indicate that nurses encounter gaslighting behaviors that adversely impact their job burnout and turnover intentions. Healthcare institutions are urged to implement policies that raise awareness about this conduct, facilitate avenues for staff to report it, and exhibit zero tolerance for abusive behaviors, including gaslighting. Full article

Background: The nursing practice environment significantly influences nurses’ job satisfaction, turnover, and burnout; therefore, it is essential to promote favorable environments to ensure the retention of qualified professionals. Improving the nursing practice environment is a low-cost organizational strategy associated with satisfaction, retaining professionals, and reducing burnout. The aim of this study was to assess the relationship between the nursing practice environment and job satisfaction, turnover, and burnout among primary healthcare nurses in Portugal. Methods: A descriptive, cross-sectional, and correlational study was carried out based on data from the RN4CAST Portugal Project. The Nurse Survey Instrument (Core Nurse Survey) of the RN4Cast Project (2018) was used for data collection. The sample consisted of 1059 nurses from fifty-five health center groups in mainland Portugal, fifteen health centers in the Autonomous Region of Madeira, and six health centers in the Autonomous Region of the Azores. Results: Primary healthcare nurses in Portugal rated the nursing practice environment as unfavorable or mixed, with an average ($\overline{\mathrm{x}}$) of 2.5 (standard deviation (SD) = 0.4), which is associated with lower job satisfaction, with an average of 2.0 (SD = 0.4), moderate intention to leave, with 40.3%, and low levels of burnout, with an average of 1.6 (SD = 0.8). There was also a negative correlation between the nursing practice environment and burnout (r = −0.28) and its dimensions. Emotional exhaustion (r = −0.35) represents the individual dimension of stress and physical exhaustion, corresponding to feelings regarding the depletion of emotional and physical resources, depersonalization (r = −0.18) represents the interpersonal context dimension of burnout, and a lack of personal accomplishment (r = −0.15) represents the self-assessment dimension of burnout and refers to feelings of incompetence and a lack of confidence and self-efficacy at work. Conclusions: The quality of the work environment is associated with greater job satisfaction and a reduction in burnout. For this reason, improving the work environment has therefore been associated with increased job satisfaction and reduced burnout among primary healthcare nurses, promoting nurse retention and the well-being of healthcare teams. Full article

The adoption of digital technologies (DTs) in the workplace has emerged as a core driver of organizational effectiveness, and many studies have explored the intrinsic connection between the two. However, due to the wide range of subdivisions of employee performance, existing studies present inconsistent research conclusions on the implementation effects of DTs and lack a systematic review of their impact on employee psychology and behavior for large sample data. To address this issue, employing a random-effects model and a psychometric meta-analysis approach based on subgroup and meta-regression analyses, this study examines 106 empirical studies, comprising 119 effect sizes. The findings reveal that DTs exhibit a “double-edged sword” effect. On the bright side, DTs significantly enhance task performance, innovation performance, employee engagement, job satisfaction, and job efficacy. On the dark side, DTs aggravate service sabotage, withdrawal behavior, job burnout, and work anxiety and have a suppressive effect on job well-being, while their influence on turnover intention is non-significant. Furthermore, this study identifies the moderating effects of industry characteristics, technology usage types, and demographic factors on the relationships between DTs and behavioral and psychological outcomes. The research conclusions help clarify the logical relationship between DTs and employee psychology and behavior and provide explanations for the differentiated research conclusions of previous studies. This study provides information for scientific management decisions regarding DTs in the workplace. Full article

The organizational culture significantly impacts employee behavior, satisfaction, and retention. Historically associated with hierarchical, fire-service-based structures, EMS cultures vary considerably, and their influence remains unclear. We aimed to identify organizational cultures within EMS agencies and examine their association with clinicians’ intent to leave within 12 months. We performed a cross-sectional survey of nationally certified civilian EMS clinicians aged 18–85 in the United States who recertified with the National Registry of Emergency Medical Technicians between October 2022 and April 2023. Respondents completed the validated Organizational Culture Assessment Instrument (OCAI), categorizing organizational cultures into adhocracy, clan, hierarchy, market, or mixed. Multivariable logistic regression evaluated the organizational culture and clinicians’ intention to leave, adjusting for personal demographics, workplace characteristics, and job satisfaction. In total, 30,762 survey respondents were included. Mixed and hierarchy cultures predominated, followed by clan, market, and adhocracy. Clinicians in adhocracy and hierarchy cultures had significantly higher adjusted odds of intending to leave EMS compared to clan and mixed. The organizational culture in EMS significantly influences clinicians’ intentions to leave. Adhocracy, hierarchy, and market cultures are associated with an increased likelihood of turnover, but clan-oriented environments do not increase risks. These findings suggest that optimizing EMS agency cultures towards collaboration and supportive environments may enhance clinician retention. Full article

In addressing the increasing challenges associated with automation, alternative fuels, and regulatory compliance within the maritime industry, the well-being of seafarers has become a critical determinant of workforce stability and career sustainability. This study investigates the impact of shore leave policies on seafarers’ well-being and turnover intention by applying the Analytical Hierarchy Process (AHP). The study delineates four principal criteria—mental well-being, physical health, work–life balance, and organizational support—and evaluates their sub-criteria via expert assessments from two distinct cohorts, each comprising 30 participants: maritime human resource professionals and seafarers working alongside related stakeholders. The outcome designates organizational support as the most influential criterion, with shore leave flexibility and financial incentives identified as the top-ranked sub-criteria. In contrast, mental well-being has the lowest overall weight, indicating that while its significance is acknowledged, it is frequently overshadowed by structural and financial factors. The findings underscore the need for shipping companies and policymakers to formulate flexible and financially supported shore leave policies to bolster seafarer retention and overall job satisfaction. This study enhances literature concerning sustainable seafaring careers and provides strategic recommendations for optimizing the management of shore leave policies within the maritime industry. Full article

Workplace psychosocial hazards pose significant risks to the well-being of health workers (HWs). This study aimed to explore the levels of psychosocial factors experienced by Chinese and international workers and examine associations between psychosocial factors, health-related outcomes (mental problems and general health), and turnover intention across various occupational stages. A cross-sectional study was conducted using stratified cluster sampling methods at four hospitals in southern China. Psychosocial factors, mental health, general health, and turnover intention were assessed using the Chinese version of the Copenhagen Psychosocial Questionnaire III. Multivariate linear and logistic regression analyses were conducted. A total of 1054 HWs participated in this study (response rate: 80.21%). Compared to international samples, Chinese HWs showed significant differences in nine psychosocial dimensions, particularly interpersonal relations, leadership, and the work–individual interface. Senior hospital managers reported significantly higher stress (51.09 ± 23.88, p < 0.001), sleep troubles (53.26 ± 24.92, p = 0.003), and poorer general health (57.61 ± 37.26, p = 0.035) than other occupational stages. Work–life conflict (β = 0.172), emotional demands (β = 0.132), and role clarity (β = −0.132) were the strongest predictors of mental health issues. Hiding emotions demands (β = −0.141) and leadership quality (β = 0.130) most strongly predicted general health. The turnover intention rate was 11.01%, with job satisfaction (OR = 0.964) being the strongest negative predictor. Reducing psychosocial stressors, particularly in work–life balance, role clarity, emotional demand, and leadership quality, could improve HWs’ well-being and reduce turnover intention. Full article

This study explores the motivations of students pursuing a university degree in hospitality and tourism and their intention to build a career in the sector. The research focused on students and recent graduates (up to two years post-graduation) from two universities in Portugal’s largest cities, Lisbon and Oporto, offering Hotel/Tourism Management programs. A quantitative study was carried out, and out of 610 questionnaires distributed, 346 valid responses were analysed using the structural equation modelling technique. Findings indicate that personal motivations, as well as macro and micro perspectives, influence the decision to pursue a degree in hospitality and tourism. Younger individuals with no prior industry experience tend to have a more optimistic outlook compared to older students or those with work experience. A key challenge is sustaining this optimism throughout their careers, which can enhance job satisfaction and improve retention in a sector known for high turnover rates. Unlike previous studies, this research links students’ motivations to their “Ikigai”—the pursuit of purpose and fulfilment. The desire to create meaningful experiences for others adds another dimension to understanding students’ motivations, particularly when considering differences in age and work experience. Full article

Toolbox Talks are widely adopted and valued by supervisors and safety managers as a core component of occupational safety and health training, yet their effectiveness as an intervention has not been systematically evaluated in the peer-reviewed literature. Persistently high rates of occupational fatalities and injuries, particularly among high-risk industries, compounded by an increasingly diverse workforce, involving linguistic diversity, high turnover, and mobile job sites, highlight the urgent need for evidence-based approaches to safety training. This scoping review addresses this gap by examining the effectiveness of Toolbox Talks as an occupational safety intervention through three guiding questions focused on their reported impact, implementation challenges, and the best practices and delivery methods that enhance their effectiveness. The Adult Learning Theory served as the framework to assess evidence-based studies. Four bibliographic databases were used to search for studies published between 2000 and 2024. Data were charted based on effectiveness, measured as outcomes, and categorized as any combination of safety knowledge, attitudes, beliefs, behavior, or health outcomes. Unforeseen challenges and recommended best practices were gleaned from each study to provide additional insight. A total of fourteen (14) studies met our inclusion criteria, with the majority centered on construction workplaces (n = 10). Reported effectiveness outcome measures were positive across all studies, with notable improvements in workers’ safety knowledge. Training challenges encountered included worker disengagement, language diversity, and production pressures. Recommended best practices for increasing Toolbox Talk training effectiveness included conducting regularly scheduled training, engaging workers, training supervisors, and providing culturally appropriate and tailored materials. While Toolbox Talks demonstrate significant potential to enhance workplace safety, their effectiveness is hinged on the quality of content and delivery methods, particularly when aligned with adult learning principles that emphasize relevance, engagement, and experimental learning. Future research should explore how emerging technologies, such as e-learning platforms, combined with cultural inclusive approaches and long-term impact assessments, can optimize the design and implementation of Toolbox Talks across diverse occupational settings. Full article

Increasing turnover intention among public employees in Korean public sector organizations endangers both organizational sustainability and public service quality. Although prior research highlights job stress, compensation systems, and organizational culture as key drivers of turnover, scholars in limited empirical studies directly examine the role of public service motivation. In this study, we address this gap by investigating whether public service motivation reduces turnover intention and how perceived organizational politics may moderate this relationship. Using survey data from the 2023 Korean Public Employee Viewpoints Survey—conducted by the Korea Institute of Public Administration and including responses from central and local government employees—we employ stereotype logistic regression for analysis. Results show that public service motivation significantly lowers turnover intention, but its positive effect diminishes when employees perceive high levels of organizational politics. When employees believe that power and resources are distributed based on political interests rather than merit, they experience diminished reciprocity toward their organization. As a result, their intention to leave the organization increases. These findings underscore the need to sustain and enhance public service motivation while mitigating perceived organizational politics. Enhancing fairness, transparency, and trust—while reducing political interference—can preserve public service motivation’s positive impact and reduce turnover intention within public sector organizations. Full article

The disengagement of younger workers, particularly from Generations Y and Z, is a growing concern in contemporary organizational environments. This study analyzes the factors influencing disengagement and the organizational strategies that can reduce its impact. A literature review was conducted, covering studies published between 2014 and 2024, with the selection of publications based on relevance, indexing, and thematic alignment. The findings indicate that disengagement results from a combination of factors. Firstly, job demand factors were identified, such as the misalignment between well-being policies and employee needs, excessive workloads, the absence of remote work and flexible schedules, challenges associated with digitalization and new technologies, economic insecurity, job instability, and frequent organizational changes. Secondly, job resource factors were also highlighted, including inadequate leadership, ineffective communication, limited professional development opportunities, and poorly structured evaluation and reward systems. These findings align with the Job Demands-Resources (JD-R) Model. In addition, psychological factors were observed, namely, a lack of autonomy, experiences of injustice and inequality in the workplace, misalignment between personal values and organizational culture, and the presence of hostile or toxic environments, which correspond to the theoretical assumptions of the Self-Determination Theory (SDT).To address disengagement, organizations should implement organizational strategies, such as physical and mental well-being programs, encourage regular breaks, promote healthy lifestyle campaigns, provide psychological support, and create ergonomic work environments. Additionally, they should foster professional growth through continuous training, mentoring, and transparent recognition and reward systems. Organizational communication must be open and effective, ensuring transparency and active employee participation. The adoption of remote work policies and flexible schedules, along with investments in technology and collaboration tools, also helps maintain engagement. These strategies promote employee satisfaction, motivation, and organizational commitment among workers, particularly those from Generations Y and Z, so organizations must adapt to the evolving expectations of the workforce to prevent long-term negative effects, such as decreased productivity and higher turnover, compromising their competitiveness and sustainability. Full article

Preschool teachers’ organizational loyalty is critical to educational reform and success. It increases job stability, performance, and commitment while reducing turnover. A sustainable workplace is essential in the demanding preschool setting. This study aims to identify the key determinants of organizational loyalty among preschool teachers by examining the impact of a sustainable workplace, social responsibility, caring leadership, and empowering leadership, as well as their interrelationships. Structural equation modeling was used to collect data from 512 preschool teachers in Taiwan. The results show that a sustainable workplace and social responsibility positively influence caring and empowering leadership, which in turn increase organizational loyalty. Empowering leadership has a stronger effect on loyalty than caring leadership. The findings highlight the role of ethical and supportive workplace practices in fostering leadership effectiveness and long-term teacher loyalty. This research advances theoretical discussions of sustainable workplace dynamics and offers practical implications for improving preschool teacher loyalty through leadership strategies and institutional policies. Full article

Talent attrition significantly undermines the stable functioning and long-term development of firms in the Architecture, Engineering, and Construction (AEC) industry. Turnover intention is an effective predictor of turnover behavior. Understanding the formation mechanism of turnover intention can help companies maintain the stability of their workforce. However, most of the existing research focuses on the impact of individual factors on turnover intention, lacking an in-depth exploration of the combined effects of multiple factors. This study aims to investigate the underlying mechanisms of employee turnover intention by considering the interplay of various factors. Through an extensive literature review, thirteen hypotheses related to turnover intention are proposed, and a comprehensive theoretical model is developed. Using questionnaire data collected from the AEC industry, the turnover intention model is validated through Structural Equation Modeling (SEM). The validated model shows that turnover intention is directly influenced by working hours (β = 0.127), family-supportive leadership behavior (β = −0.211), and work values (β = 0.356). Meanwhile, turnover intention is indirectly affected by job autonomy (β = −0.089), job demands (β = 0.055) and working hours (β = 0.023), with work interference with family as the mediator, and indirectly affected by family stress (β = 0.037), with work–family interference with work as the mediator. It is worth noting that the impact of family-supportive leadership behavior and job autonomy on turnover intention is negative. This study not only enriches the body knowledge of turnover intention, particularly within the AEC industry, but also provides practical implications for organizations to keep the stability of human resource. Full article

Turnover is a significant challenge to maintaining the continuity of service provision and service quality. A high turnover rate is frequently seen for demanding and stressful jobs like bus driving. The Hanoi Transportation Corporation (TRANSERCO) takes responsibility for operating nearly half of the Hanoi bus network, including over 130 subsidized routes. According to the enterprise, over 55% of canceled trips come from a lack of drivers, and the decrease in the number of drivers has remained stable since 2020. The present study aimed to predict the antecedents of the turnover intention among bus drivers in Hanoi, Vietnam. The data used were collected from 428 drivers working on 68 routes operated by TRANSERCO. The results highlighted that drivers aged over 55 were more likely to have higher turnover intention. A worrying finding was that the most experienced drivers (>5 years) were more inclined to think about stopping driving buses. The respondents working on routes lying entirely in urban districts were more likely to be intent to quit their job, albeit with a weak significance level (90%). All four pressure types (i.e., traffic and road, schedule, cabin and vehicle, and weather) contributed to the turnover intention. The facilitating effects of pressures related to schedule and road/traffic were much larger than those of the remaining pressures. Rewards and organizational support were found to play a role in relieving this intention. Based on the findings of influential factors, managerial policies are proposed to lessen turnover intention among drivers. The current study is valuable to the literature, as it is one of the first investigations of the turnover intention among bus drivers in emerging countries. Full article

Background/Objectives: Understanding how work environments affect nurses’ turnover intentions is crucial for improving retention and organizational stability. Research on factors influencing nursing turnover intentions in Italy is limited despite its significant impact on healthcare sustainability today. Aim: This study aims to identify the individual, interpersonal, and job-related factors influencing quit intentions among nurses, examining the mediating role of job satisfaction. Methods: Guided by the Job Demands–Resources (JD-R) theory and Social Exchange Theory (SET), this cross-sectional study applied structural equation modelling (SEM) to analyse theoretical relationships. Researchers collected data between August 2022 and December 2023 via an online survey sent to nurses in different settings across Italy. This study tested a hypothesised mediation model using SEM analysis, demonstrating good fit indices. Results: A total of 1745 nurses responded. The findings reveal that high job demands—physical, mental, and emotional workloads—were significantly associated with increased dissatisfaction and quit intentions. Conversely, job resources, including decision-making autonomy, inspiring leadership, and positive leader–member exchanges, were linked to greater job satisfaction and retention. Contrary to expectations, work satisfaction did not mediate the relationship between job demands/resources and turnover intentions. This could be explained by the strong direct effect of job satisfaction on turnover intentions. Additionally, younger nurses were more likely to report higher turnover intentions. Conclusions: Identifying potential quitters at an early stage is essential for the sustainability of healthcare organizations. Understanding the factors contributing to nurse turnover is crucial for developing effective retention strategies. This study emphasizes the need for healthcare organizations to prioritize supportive work environments to enhance nurse job resources, well-being, and retention. Full article