Source: Ching Sheng Chang & Hae Ching Chang, Journal of Advanced Nursing, Volume 65 no. 1, January 2009
From the abstract:
The role of nurses in healthcare treatment is expanding, and becoming more important as time progresses. Therefore, the primary concern of business of health care is to use internal marketing strategies effectively to enhance and develop nurses’ organizational commitment and reduce turnover to promote competitive advantages for the organization.
Hospital managers need to recognize the importance of internal marketing for staff retention and the survival of their organizations as competitive pressure increases. As a great deal of time and costs are involved in educating nurses, the best way to retain outstanding nurses and reduce turnover costs and personnel problems is for employers to understand the needs and expectations of their nursing staff.
Source: Jane Burstain, Center for Public Policy Priorities, Policy Paper, No. 09-364, February 4, 2009
As every parent knows, children need stability and consistency. For children involved in the child welfare system, who often come from and continue to live in chaotic circumstances, a caseworker may be their only continuous and stable relationship. High caseworker turnover, however, disrupts continuity and stability. To address this problem, CPPP created a policy paper to analyze turnover data on Texas’ child protective services (CPS) caseworkers and make recommendations about how turnover can be reduced.
Source: Karl Pillemer, Rhoda Meador, Charles Henderson, Jr., Julie Robison, Carol Hegeman, Edwin Graham, and Leslie Schultz, Gerontologist, Volume 48, Special Issue I , 2008
Employee retention programs for long-term care staff need to be cost-effective and evidence-based. A retention specialist (RS) situated in nursing homes is one strategy that could improve retention of certified nursing assistants (CNAs) in nursing homes.
The current article presented findings from a randomized, controlled evaluation of the Retention Specialist Program (RSP). RSP targeted systematic facility problems related to staff turnover. Data collection involved CNA interviews and measurement of turnover at 30 facilities at baseline, six months and 12 months. Facilities were randomly assigned to the treatment or control group. As part of the intervention, RSs received training on retention, provision of ongoing technical assistance, and leveraging community resources. Outcome variables were attitudes toward the facility and satisfaction and job stress.
* In treatment facilities, CNA turnover rates significantly decreased from baseline to 12-month assessment as compared to control facilities.
* CNA ratings of quality of care increased from baseline to six-month assessment. Similar change was seen in quality of staff education and facility trainings.
* No changes were observed in job satisfaction or stress.
Source: Kenneth J. Meier and Alisa Hicklin, Journal of Public Administration Research and Theory, Vol. 18 no. 4, October 2008
Empirical studies of public employee turnover, particularly using turnover as an independent variable, are rare; and most of the literature assumes turnover to have a negative impact on organizations. This study examines a provocative but little supported hypothesis that has recently emerged in the private sector literature–that turnover may provide positive benefits to the organization, at least up to a point. Using data from several hundred public organizations over a nine-year period, we test the proposition that moderate levels of turnover may positively affect organizational performance. We find that while turnover is indeed negatively related to performance for the organization’s primary goal, it does have the hypothesized nonlinear relationship for a secondary output that is characterized by greater task difficulty.
Source: Paul Abowd, Labor Notes, No. 358, January 2009
Last summer’s meeting of the National Conference of Mayors foresaw grim days for American cities — and that was before finance markets folded up in the fall. Now urban governments confront budget deficits that stem from falling tax revenues and the ongoing credit crunch.
More than a quarter of American cities hemorrhaged jobs in 2008. Mayors now propose to add to the jobless by firing yet more city workers. Wall Street’s collapse has opened a $4 billion hole in New York’s $60 billion balance sheet over the next two years–and support from state and federal coffers is less than forthcoming.
Source: Right Management, Press Release, December 18, 2008
A new global study by Right Management has found that employees laid off in the United States earn the least amount of severance pay worldwide – no matter what level of employee or amount of tenure with the organization.
The global study across 28 countries draws from more than 1,500 responses from human resource professionals and senior managers responsible for making severance decisions in their organization, including 456 from the United States. US-based employees consistently earn less severance per year of service than colleagues around the world. Top executives earned as little as 2.76 weeks of severance per year of service, compared to a worldwide mean of 3.39 weeks per year of service. The disparity increases as the level of employee decreases.
Source: Robert E. Scott, Economic Policy Institute, Economic Snapshot, December 17 2008
The United States cannot afford to sacrifice the domestic auto industry. A shutdown would eliminate up to 3.3 million U.S. jobs within the next year in all 50 states and the District of Columbia. The loss of total state employment would be anywhere from 4.0% to 8.9% in Michigan, Indiana, Kentucky, Alabama, Tennessee, and Ohio (see Map below). Traditional auto manufacturing states would certainly be hard hit, but Southern states–including the Carolinas, Mississippi, and Oklahoma–would be, too.
Source: Susan J. Wells, HR Magazine, November 2008
Learn how to minimize the aftereffects of layoffs.
Source: Kathleen Walsh Piercy – Editor, Theresa “Teta” Barry, Peter Kemper, and S. Diane Brannon, Gerontologist, Vol. 48 no. 3, 2008
From the abstract:
Turnover among direct-care workers (DCWs) continues to be a challenge in long-term care. Both policy makers and provider organizations recognize this issue as a major concern and are designing efforts to reduce turnover among these workers. However, there is currently no standardized method of measuring turnover to define the scope of the problem or to assess the effectiveness of interventions. This article draws on our experience of the Better Jobs Better Care Demonstration (BJBC) to explicate some important issues in measuring and interpreting turnover related to interventions designed to improve DCW jobs.
Source: PHI, August 2008
All long-term care agencies struggle to find and keep sufficient, reliable, and skilled staff capable of meeting client needs and providing great quality care. This workbook offers 12 concrete steps to guide agencies in developing excellent recruitment, selection and retention practices – the three key elements necessary to manage long-term care organizations successfully.
The 12 steps that frame this workbook are based on the principle of “quality care through quality jobs”: Direct-care workers must have quality jobs to provide the highest quality care for consumers.