Seven jobs in a lifetime? An analysis of employee tenure

2021 ◽  
Author(s):  
Charles L. Baum
Keyword(s):  
Employee Tenure

scholarly journals Determinates of Employee Voluntary Turnover and Forecasting in R&D Departments: A Case Study

2016 ◽  
Vol 3 (1) ◽  
pp. 64
Author(s):  
Xiaojuan Zhu ◽  
Rapinder Sawhney ◽  
Girish Upreti
Keyword(s):  
Logistic Regression ◽  
Decision Tree ◽  
Human Resource ◽  
Voluntary Turnover ◽  
Important Variable ◽  
Validation Dataset ◽  
Tree Model ◽  
Job Title ◽  
Decision Tree Method ◽  
Employee Tenure

employee voluntary turnover factors using logistic regression and forecasts employee tenure using a decision tree for four research and development departments in a large U.S organization. Company job title, gender, ethnicity, age and years of service significantly affect employee voluntary turnover behavior determined by logistic regression. The findings assist managers and human resource departments in specific employee retention strategies to reduce R&D departments’ voluntary turnover rate. The decision tree method built a five-level depth tree model with 17 nodes. This model has the lowest AIC value and the best performance in the validation dataset. Age at hire, jobtitle, division, and race are statistically significant factors to predict employee tenure. The most important variable is age at hire located in the decision tree’s first, third, and fourth nodes. Classification rules assist managers and human resource departments in quickly predicting employee tenure and in making hiring decisions.

scholarly journals An Empirical Analysis of Predictor Influence Mechanisms of HRM Practices and Corporate Sustainability on Employee Engagement: A mediation Analysis

2018 ◽  
Vol 8 (2) ◽  
pp. 95
Author(s):  
Georgia Rosemarie Simon ◽  
Erhua (Iris) Zhou ◽  
Gideon Sagoe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Ethical Climate ◽  
Management Practices ◽  
Corporate Sustainability ◽  
Mediation Effect ◽  
Organizational Studies ◽  
Employee Tenure

The unquestionable benefits of employee engagement and the ill-effects of disengagement (EE) have necessitated further investigation within the field of human resource management and the wider organizational studies domain. This study sought to measure the perception of employees at a Commercial Bank in Jamaica, on how various practices in the organization, such as human resource management practices (HRMPs), the ethical climate (OEC), and corporate sustainability (CS) affected their engagement. Based on the responses of 130 employees who responded to a self-administered questionnaire hosted online, it was shown quantitatively that employee tenure in an organization affects their engagement, as employees with less than one year, and more than ten years of service with the organization were more engaged. Also, the results indicated that both HRMPs and initiatives and strategies on CS had influence on employees’ behaviour and subsequently their engagement and the predictor effects were enhanced by the mediation effect of OEC. These findings are relevant to practice as well as provide elucidation on the specific mechanisms that influence the relationship between HRMPs and EE, as well as contributing to sparse literature on EE in a Caribbean context.

The Economic Consequences of Financial Misreporting: Evidence from Employee Perspective

2021 ◽  
Author(s):  
Xinghua Gao ◽  
Yonghong Jia
Keyword(s):  
Firm Performance ◽  
Internal Control ◽  
Stock Prices ◽  
Employee Turnover ◽  
Labor Demand ◽  
Economic Consequences ◽  
Executive Turnover ◽  
Employee Perspective ◽  
Financial Misreporting ◽  
Employee Tenure

This study investigates the economic consequences of financial misreporting from the employee perspective. Specifically, we examine two employee reactions: (1) exiting from misreporting firms and (2) reducing holding of employer stock, in both the misreporting period and the post-restatement period. We find an increase in employee turnover and a decrease in employee holding of employer stock in the post-restatement period (restatement effect) and some evidence that employees start to react in the period of misreporting (misreporting effect). We also find some evidence that the misreporting effect varies with employee tenure in the misreporting period and the restatement effect varies with the severity of misreporting in the post-restatement period. We further show that our results are not driven by labor demand, increased likelihood of executive turnover, declining stock prices, internal control weakness disclosure, and poor firm performance.

A Comment on “Employee Tenure and Economic Losses in Wrongful Termination Cases”

2015 ◽  
Vol 26 (1) ◽  
pp. 85-93 ◽  
Author(s):  
Nicholas Coleman
Keyword(s):  
Early Years ◽  
Economic Losses ◽  
Hazard Rates ◽  
Forensic Economics ◽  
Annual Probability ◽  
Wrongful Termination ◽  
Employee Tenure

Abstract In the April 2013 issue of the Journal of Forensic Economics, Charles L. Baum II develops a model to estimate the annual probability of a worker remaining with a particular employer and applies his results to estimates of economic losses resulting from wrongful termination. Baum's adjustment for job survival is based only on forecast experience in the job held at the time of the termination. This method seems inconsistent with Baum's own findings that early years in any job are associated with much higher hazard rates. In this comment we apply Baum's survival coefficients in a model that incorporates the probability of termination and survival in both the original job and the replacement job.

Employee Tenure and Economic Losses in Wrongful Termination Cases

2013 ◽  
Vol 24 (1) ◽  
pp. 41-66 ◽  
Author(s):  
Charles L. Baum
Keyword(s):  
Labor Force ◽  
High Probability ◽  
Longitudinal Survey ◽  
National Longitudinal Survey ◽  
Economic Losses ◽  
Employment Termination ◽  
Annual Probability ◽  
Nationally Representative ◽  
Employee Tenure ◽  
Representative Cohort

Abstract When calculating lost earnings in wrongful employment termination cases, economists should approximate the amount of time a terminated employee would have remained employed for the defendant employer accounting for the probabilities of surviving, participating in the labor force, being employed, and remaining employed for that particular employer. I develop a model for the annual probability of remaining with a particular employer using National Longitudinal Survey of Youth data, which tracks the employment experiences of a nationally-representative cohort of individuals over the 1979 through 2010 period. Many employment spells are relatively short, so short tenures are associated with a high probability of leaving an employer. After a point, somewhat longer tenures are associated with a higher probability of remaining with an employer an additional year.

Value congruence and tenure as moderators of transformational leadership effects

2017 ◽  
Vol 38 (2) ◽  
pp. 254-269 ◽  
Author(s):  
Denis Lajoie ◽  
Jean-Sébastien Boudrias ◽  
Vincent Rousseau ◽  
Éric Brunelle
Keyword(s):  
Transformational Leadership ◽  
Leadership Practices ◽  
Value Congruence ◽  
Content Type ◽  
New Employees ◽  
Leadership Framework ◽  
Employee Tenure ◽  
Reported Data ◽  
Substitutes For Leadership

Purpose Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested. Design/methodology/approach Self-reported data were collected from 1,934 employees of a large public organization. Findings Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees. Research limitations/implications Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators. Practical implications The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors. Originality/value This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

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