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Racial inequality is remarkably resilient in organizational and labor market contexts despite efforts to resolve it, which raises significant questions about the mechanisms underlying its persistence. We argue that organizational efforts that increase the inclusion of underrepresented racial groups in the short term may conceal an emergent mechanism that paradoxically results in exclusion over time. The emergent mechanism stems from an acute misalignment between the scope of allocation in the matching process and the scope of valuation in the evaluation process, which ultimately increases voluntary and involuntary turnover among underrepresented racial groups. We examine this paradox through a revelatory case in higher education. Drawing on comprehensive administrative and research performance data from a large (R1) U.S. public university, we find that Black assistant professors are significantly more likely than their White colleagues to be allocated to non-standard positions, i.e., formally appointed in two academic departments with shared compensation. Our results demonstrate that such non-standard appointments are associated with a significant decline in research productivity, which remains central during the evaluation process. The end result is that jointly appointed assistant professors—among whom Blacks are disproportionately represented—experience lower likelihoods of retention. [ABSTRACT FROM AUTHOR]

Purpose: This research investigates the influence of Planning, Selection & Recruitment, and Training on Job Security at Awal Gulf Company, highlighting the significance of strategic human resource management practices in enhancing job security. Methodology: A sample of 760 workers was selected through convenience sampling, guided by Cochran's formula to ensure an acceptable margin of error for a population of 256. Data were collected using self-administered questionnaires and analyzed with SPSS version 28 for descriptive statistics. Structural Equation Modelling (SEM) was performed using SmartPLS 4 to assess convergent and discriminant validity, as well as the coefficient of determination (R2). The constructs were evaluated for reliability with a Cronbach's alpha of 0.886. Results: The analysis reveals that Training and Selection & Recruitment significantly influence Job Security, with Planning also contributing to a lesser extent. The model accounts for 86.2% of the variance in Job Security, aligning with previous research that emphasizes the crucial role of strategic HRM practices. Implication: This study underscores the importance of adopting strategic HRM practices to enhance job security. Organizations should prioritize effective training to develop employee skills, implement thorough recruitment and selection processes to hire the right talent, and employ strategic planning to align HR policies with organizational objectives. By doing so, companies can improve workforce stability, boost employee satisfaction, and foster a more secure and motivated workforce, ultimately contributing to organizational success. [ABSTRACT FROM AUTHOR]

Legitimacy is a critical piece of the social contract organizations have with consumers; enabling them to operate within a given environment. Legitimacy is granted from a wide range of evaluators, but only a small number of studies explore factors that influence the judgments of consumers. This study recognizes the importance of individual judgments by developing a valid and reliable scale which measures how Black travelers evaluate the legitimacy of destination marketing organizations (DMOs). A three-factor solution including relational, cognitive, and pragmatic dimensions of legitimacy was established. The findings extend legitimacy theory by measuring relational legitimacy which considers how organizations affirm one's identity. Results demonstrate the value of representation in marketing, employees, and tourism products/services. Recommendations from the Black Traveler DMO Legitimacy Scale suggests tourism offices can increase legitimacy by building partnerships with Black owned businesses, ensuring authenticity in marketing, and revisiting strategic plans related to employee recruitment and retention. [ABSTRACT FROM AUTHOR]

OBJECTIVE: This study serves as a replicable model for other healthcare institutions to gather information directly from nurses about their interactions within the work environment and the factors affecting their decision to stay. BACKGROUND: Persistently high turnover rates reflect nurses' discontent. Although personal reasons, career advancement, and relocation are cited as the top reasons for departures, macro-level data overlook the organizational and unit-level factors that erode nurses' desire to stay. METHODS: Survey methods were used for data collection. The analysis included statistical and qualitative methods. RESULTS: Salary, benefits, and work schedules were important in influencing nurses' decisions to stay, but their importance varied by career stage. Ergonomic aspects of nurses' daily work were key themes. CONCLUSIONS: Organizational and unit elements play enduring roles in job satisfaction. Critically examining nurses' work environment from meso- and micro-level ergonomic perspectives can enhance understanding of nurse retention and provide evidence to fine-tune retention strategies. [ABSTRACT FROM AUTHOR]

OBJECTIVE: The purpose of this study was to identify the nursing perceptions and factors that affect nurse retention at this local freestanding pediatric hospital. BACKGROUND: Currently in the United States, the demand for RNs is stronger than is being supplied. This site-specific pediatric RN turnover rate was estimated at 15% per year, which is above the national average. METHODS: A descriptive correlational study was conducted using the Revised Casey-Fink Nurse Retention Survey tool. RESULTS: The top 2 areas that impacted nursing retention at this study site were workplace morale, and pay and benefits. These data are inconsistent with multiple other studies where decreased job satisfaction and burnout were top factors in nursing retention. CONCLUSIONS: Although national data reveal reasons for leaving an institution or the profession, it is important to survey the local workforce to identify areas for focus in retention efforts. [ABSTRACT FROM AUTHOR]

Advocacy has been defined as promoting social inclusion, equality and social justice to empower people - principles closely associated with social work's professional values. However, in-depth literature on advocacy and the current challenges it faces is sparse. Little is known about the day-to-day realities faced by advocates and the pressures they currently experience. This raises the question of who might advocate for the advocates themselves? This article reports on findings from a larger study to explore local recruitment and retention issues in adult social care from the perspective of different populations of interest in the South of England. A mixed methods approach was undertaken. One group of participants were advocates drawn from LA contracted services (n = 7) who participated in a focus group. Comments relating to the challenges facing advocacy and knock-on impacts on advocates from the recruitment and retention issues currently being experienced in adult social care were themed together and are described. The findings highlight a number of challenges currently facing advocacy and advocates alongside an urgent need for more research to take place within this area. The authors also offer suggestions for consideration to help improve this picture. [ABSTRACT FROM AUTHOR]

Introduction: There are over 43,000 occupational therapists across the United Kingdom, with mental health occupational therapists being acknowledged as a main workforce of OT services. However, staff shortages are occurring, and urgent action is needed to retain this important workforce. Methods: The systematic literature search was conducted in the CINAHL, PsycINFO and Scopus databases to identify research literature published since 2008. Due to the heterogeneity of the included studies, a narrative synthesis was utilized. Results: A total of 20 studies (21 papers) were included in the review. Five thematic factors – well-being at work, organizational work environment factors, job resources, supervision and staffing, along with various subtheme factors emerged from the synthesis. The findings suggest that retaining mental health occupational therapists is a complex issue, affected by many factors. The study emphasizes the triangular relationship among three aspects of well-being (job satisfaction, professional identity and burnout) at work and introduces the concept of a 'Retention Ecosystem'. This illustrates how subtheme factors interconnect and influence the retention of mental health occupational therapists. Conclusion: The retention of mental health occupational therapists is revealed to be a multifaceted challenge. There is a need for developing more targeted, meaningful and holistic strategies for retaining the current mental health occupational therapist workforce. [ABSTRACT FROM AUTHOR]

Purpose To identify pharmacy technician career pathways across pharmacy practice settings and opportunities to strengthen and expand these pathways. Methods Interviews were conducted with 17 participants from national pharmacy organizations, community pharmacies, health systems, and academia from March to May 2023. Interview questions were designed to elicit participants' perceptions of factors influencing entry into, recruitment and retention of, and advancement of the pharmacy technician workforce. Interview notes were analyzed using a rapid thematic analysis approach. Results Seven themes were identified, including 3 themes related to entry: (1) healthcare interest and prior exposure facilitate pharmacy technician career discovery; (2) variation in and quantity of entry-level requirements can impede entry into pharmacy technician careers; and (3) proactive promotion of pharmacy technician careers needed. Two themes were related to recruitment and retention: (4) pharmacy technician compensation not aligned with job demands and (5) career ladders or lattices create advancement opportunities. Two themes were related to professional advancement: (6) pharmacy technician advancement limited by weak professional identity and (7) scope-of-practice policies can facilitate pharmacy technician advancement. Conclusion This study highlights the challenges pharmacy technicians face in their careers. Key findings stress cultivating a professional identity for pharmacy technicians, establishing career ladders or lattices, and advocating for policies that facilitate pharmacy technician professional advancement. These efforts are vital for sustaining the pharmacy technician workforce and ensuring quality patient care amidst the changing landscape of the pharmacy profession. [ABSTRACT FROM AUTHOR]

This study explores the relationships of organizational climate, leadership behavior, and work-life balance on employee retention among healthcare instructors. Employing a descriptive-correlational research design, the study was conducted in the Davao Region, Philippines, involving 295 healthcare instructors. Data were analyzed using mean, standard deviation, and Pearson product-moment correlation. The findings indicate that organizational climate, leadership behavior, and work-life balance have significant positive correlations with employee retention. These results underscore the importance of fostering a supportive organizational climate, implementing effective leadership practices, and promoting work-life balance to enhance employee retention. Strengthening these areas is vital for maintaining a stable and committed workforce in healthcare education. [ABSTRACT FROM AUTHOR]

Feelings of burnout are widely thought to be a contributing factor to low employee retention for outdoor expeditionary program (OEP) field instructors. The purpose of this study was to examine how certain job demands and resources influence levels of burnout among OEP field instructors. To address this aim, the following study evaluated feelings of burnout, perceptions of job demands and perceptions of job resources among outdoor expeditionary field instructors at the end of their summer season. Although field instructors generally reported low levels of burnout, regression analyses provided a means by which to better understand the role certain factors had on feelings of burnout. Stress aiding personal characteristics with the addition of stress mediating conditions served as significant predictors for feelings of burnout. Findings from the study are examined and discussed from a conservation of resources and job demands-resources model perspective. [ABSTRACT FROM AUTHOR]

The post-pandemic economic uncertainty has profoundly affected the hotel sector, which was among the earliest casualties and continues to grapple with protracted recovery hurdles. This turmoil has taken a toll on the mental, emotional, and physical well-being of both current and former hotel workers, exacerbating employability issues in the broader tourism industry. This study, involving 36 participants (20 former hotel employees who left during the pandemic and 16 who remained employed), utilized interviews and thematic analysis to explore the role of Psychological Capital (PsyCap) components in the lives of these workers. The findings highlight the significance of enhancing employees' PsyCap to bolster their mental well-being, enabling them to navigate adversities, particularly in the post-pandemic era. Moreover, the study emphasizes the role of Social Capital in reinforcing and sustaining employees' PsyCap during crises, ultimately fostering organizational commitment. These results carry important implications for hotel organizations. To address pandemic-induced challenges, these entities should prioritize creating a supportive work environment that encourages employee retention during and beyond the pandemic. These measures can enhance organizational resilience and provide a competitive edge in addressing post-pandemic workforce challenges. [ABSTRACT FROM AUTHOR]

Purpose: Recent graduates are an important source of talent among hired employees as they bring up-to-date knowledge into the organisation. Yet, organisations have difficulties retaining them and recognizing factors influencing their voluntary turnover, which may differ from those influencing voluntary turnover among tenured employees. For example, graduate employees need to adjust to a completely new context and develop their identity as professionals. Therefore, the current study presents a review of the factors influencing newcomers' voluntary turnover and turnover intentions. Design/methodology/approach: To explore the factors influencing the turnover intentions and behaviour of recently hired employees, we conducted a literature review of 57 articles from several databases for different disciplines. Findings: Our review identifies factors that influence turnover intentions and behaviour among recently hired employees and presents them in a model. The model identifies five categories of factors influencing turnover intentions and behaviour: pre-joining expectations, person-environment fit, the role of the supervisor, human resource (HR) practices and person-related factors. Practical implications: The model enhances the understanding of why new employees leave an organisation and shows how supervisors and HR practices play an important role in reducing voluntary turnover among newly hired employees. The article concludes with practical suggestions on how to retain these employees. Originality/value: While employee turnover has been studied extensively, this review focuses specifically on factors that influence the turnover intentions and behaviour of newcomers. We present these factors in a model that can be used to inform managerial practices to reduce turnover among newcomers. [ABSTRACT FROM AUTHOR]

Why you should read this article: » To understand the barriers to recruitment and retention in forensic mental health inpatient services » To learn how practice development can enhance the experiences of students and newly registered nurses » To find out more about how to offer effective preceptorship support to newly registered nurses. Recruitment and retention are pressing challenges in mental health nursing and there are specific barriers to recruitment and retention in forensic inpatient services. One inpatient forensic service in England sought to address these challenges through a preceptorship support project using practice development to engage with mental health nursing students and newly registered mental health nurses. Since the start of the project, 24 newly registered nurses have joined the service and a further 9 joined it in September 2024. Although it is not possible to determine a direct causal relationship, it would appear that the project has enhanced recruitment and retention. Mental health services experiencing recruitment and retention challenges could use a similar method to understand and address the barriers to working in their setting experienced by nursing students and newly registered nurses. [ABSTRACT FROM AUTHOR]

The article discusses the small but significant protective effect of nurses' work environment on their intent to leave during the COVID-19 pandemic. It states that improving the work environment may be a complementary management strategy in addition to offering mental healthcare services to address the posttraumatic stress disorder (PTSD) symptoms of nurses. Also noted is the likely new wave of costly nurses' resignations if there are no changes in work environment programs and policies.

Aim: To identify and synthesise the qualitative evidence that is available regarding reducing the turnover of hospital nurses from their own perspectives. Design: A qualitative systematic review using the meta‐aggregation design. Data Sources: Qualitative studies either in English or in Chinese, dating from 2018 to 2023, were obtained from eight databases, including CINAHL, PubMed, Web of Science, Embase, Ovid, and Chinese National Knowledge Infrastructure (CNKI), Wanfang Database and the China Biomedical Database. Methods: Studies were screened using pre‐determined inclusion and exclusion criteria. Quality assessment was done using the Joanna Briggs Institute Critical Appraisal Checklist for Qualitative Research. The study was reported according to the Enhancing Transparency in Reporting the Synthesis of Qualitative Research (ENTREQ) guidelines. Results: Sixteen papers were included that explored nurses' perspectives on enhancing their retention or reducing staff turnover. We developed three synthesised findings and 12 categories from 64 identified findings, including (1) individual adjustment strategy: professional pride, self‐growth and psychological adjustment; (2) social support strategy: constructive workplace relationships, balancing work life and recognition of nursing and (3) organisational change strategy: embracing management and leadership, promote nursing professionalisation, workload management and support, flexible work patterns and opportunities, supporting personal career development and competitive salary. Conclusion: This review provides an in‐depth and meaningful understanding of nurses' own perceptions and suggestions for enhancing nursing turnover, which will call for a wide range of measures targeting the individual, social and organisational levels. Implications for Nursing Management: This study contributes important knowledge to help improve hospital nurse's turnover, which can provide evidence to support nurse managers, other stakeholders and policymakers in correspondingly developing effective measures to address nurse turnover. Patient or Public Contribution: There was no direct contribution from patient or caregiver to this study because the data of this study originated from published papers. [ABSTRACT FROM AUTHOR]

Aims: To determine whether professional self‐perception of nurses in Mongolia improves following an educational intervention and to identify differences in scores among participant subgroups. Design: A prospective observational pre–post design. Methods: Using a convenience sample of 67 nurses in Mongolia in 2019, the Nursing Professional Values Scale‐3 instrument was used pre‐ and post‐intervention. Independent and paired sample t‐tests were conducted. Data were analysed using IBM SPSS 28.0.1.1 and Stata/SE 16.1. This study complied with the STROBE checklist. Results: Of the 67 nurses, 92.0% were female, mean age was 32.15 years (SD 8.96), 70.0% held a bachelor's degree, 58.0% had 5 or more years' nursing experience and 51.0% were members of a professional nursing organization. After participating in the educational training, nurses reported higher overall professional self‐perception as well as across subscales: activism, professionalism and caring. Conclusion: Considering the nursing shortage in lower‐middle‐income countries, it is important to recognise the influence of nurses' professional self‐perception on nursing retention. This study highlights the significant role continuing educational opportunities play in increasing nurses' professional self‐perception. It is imperative to explore ways of improving this perception and focusing on subgroups of nurses to help guide the use of limited resources. Further research is necessary to include nurses in other areas of Mongolia. Implication for the Profession: Accurately assessing nursing professional self‐perception and providing educational opportunities could improve nursing professional self‐perception, nursing satisfaction, patient safety and nursing retention in lower‐middle‐income countries. Impact: What problem did the study address?This study meets the need for current study on the nursing professional self‐perception of nursing from the perspective of nurses in Mongolia. It addresses the dangerous nursing shortage in Mongolia by determining if an educational intervention could improve nursing professional self‐perception and thus improve nursing job satisfaction and retention.What were the main findings?Mongolian nurses in this study scored in the top quartile of the NPVS‐3, indicating a baseline high NPSP.Educational intervention (including translated oral education and written clinical pathways) significantly improved the nurses' professional self‐perception.Nurses were eager for training in other clinical and leadership topics.Where and on whom will the research have an impact? This research can be impactful for nurses, nurse leaders and policy makers in low‐ and lower‐middle‐income countries. Specifically for nurses in Mongolia, with increasing technologies and services such as cardiac catheterization laboratories becoming available, more education in these nursing specialty areas is imperative. Professional Nursing Organizations are poised to foster more educational offerings to their members and to increase membership. Nursing education provided by international volunteer nurses with Non‐Governmental Organizations can improve NPSP in nurses in LMICs. Reporting Method: This study complied with the STROBE checklist. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

The article examines the challenges of balancing the demand and supply of nursing labor in light of workforce shortages and increasing healthcare needs. Topics discussed include gender disparities in nurse retention, the rising trend of self-employment among nurses, and the impact of the COVID-19 pandemic on labor dynamics in the healthcare sector.

Aim: To compare student nurses' expectations and newly qualified nurses' experiences regarding clinical practice in Switzerland 1 year after graduation. Design: A secondary explorative analysis of a cross‐sectional survey. Method s : The data were sourced from the Swiss National Graduate Survey of Health Professionals covering six universities of applied sciences between 2016 and 2019, with information on three cohorts of bachelor student nurses, with a 1‐year follow‐up between each year. The participants were 533 bachelor‐prepared nursing graduates. Results: The student nurses' overall expectations included the following top two prioritized aspects: 'contributing to something important' and 'adequate time to spend with patients'. Newly graduated nurses' clinical practice experiences demonstrated that not all expectations were met 1 year after graduation. The largest gaps were found in 'adequate time to spend with patients', 'work–life balance' and experiencing 'good management'. Conclusion: The most crucial expectation gaps are related to having sufficient time to spend with patients and a good work–life balance. The most important result is whether there is a shortage of places for nurses to work rather than the oft‐cited shortage of nurses. Implications for the Profession and/or Patient Care: The expectations of Swiss newly qualified nurses can be better met by an assessment in the first year about which individual perceptions of workplace characteristics cause them to make choices to change something about their work, affect their job satisfaction or influence their intention to stay. Impact: Few of the student nurses' expectations were met 1 year after graduation, therefore Swiss healthcare institutions should improve needs assessments to strengthen the nurse workforce starting early in employment. The results underscore the importance of a constructive management culture, such as that in magnet hospitals in the United States which underpins the philosophy of changing in nursing. The results can be used internationally as a benchmark and as a basis for introducing potential interventions for nurse retention. Reporting Method: This study was reported following the Standardized Reporting of Secondary Data Analyses Checklist. Patient or Public Contribution: There were no patient or public contributions. Trial and Protocol Registration: This study has not been registered. [ABSTRACT FROM AUTHOR]

The purpose of this logistic regression study was to identify predictors of teacher-reported sustained use of data-based instruction (DBI) during the COVID-19 pandemic and assess the extent to which the identified predictors explained teachers' sustained use after completing programmatic support for intensive early writing instruction. We surveyed 58 teachers who participated in a professional development efficacy trial regarding their sustained use of DBI in writing. The model indicated a higher predicted probability of sustaining DBI for teachers who received the full treatment (tools, learning modules, and coaching for 20 weeks of intervention during their year of participation in the efficacy trial) compared to teachers in the control group who only received tools and learning modules at the end of their participation year. In addition, teachers who taught in-person were more likely to sustain compared to those who taught in remote or hybrid models, controlling for other variables. Furthermore, as the number of facilitators that teachers reported increased, teachers were more likely to sustain their use of DBI components, controlling for other variables. Further research could shed light on the relative impact of different types of facilitators and different levels of support. [ABSTRACT FROM AUTHOR]

Delivering simulation across a health system can engage the entire workforce by moving beyond traditional educational delivery and focusing on broader organizational needs specific to a particular organization. The commonly known use of simulation as a form of life support education has progressed to include fully immersive simulation experiences focusing on team-based communication, leadership, fellowship, and clinical care. It continues beyond this point with the inclusion of patient safety strategies, root cause analysis investigation, leadership, and management training, and recently, it has included environments that catalyze innovation in complex healthcare systems. The focus on pure fiscal elements of simulation-based approaches does not give a health system the accurate nontangible benefits simulation can provide, and importantly, acknowledging that each location has differing needs is essential when considering what investment should be made and where. A small community hospital will have vastly different needs from specialty hospitals that deliver specialist care. It must also be understood that every simulation center, to some extent, will always be unique, as it should. The commonly quoted statement "when you have seen one simulation center, you have seen one simulation center" really does reflect the reality of this established and rapidly growing specialty. In this article, we reflect on the traditional use of simulation and discuss some wider uses that may engage a wider audience and, importantly, provide a greater return on investment for your facility, making the case for investment more reasonable and impactful to each part of a busy health system. [ABSTRACT FROM AUTHOR]

In the face of ever-evolving shifts in health care, the demand for advanced practice providers (APPs), including nurse practitioners and physician assistants, continues to grow as the nation faces provider shortages and increased patient complexity. Because of different educational backgrounds and previous professional experience, there is a gap in readiness for practice following completion of academic programs, leading to high rates of turnover and financial implications for health care institutions. The creation of APP fellowship programs is a strategy many health institutions implement to provide enhanced support for new graduate APPs. These programs offer fully licensed and credentialed nurse practitioners and physician assistants additional experience within medical specialty areas. The establishment and operational cost associated with an APP fellowship program is a significant barrier health systems face. This article discusses how Saint Luke's Health System developed an APP fellowship program to address these barriers. The model addresses specific fellow needs and has contributed to improved employee retention rates, increased clinical competency, and overall provider satisfaction within Saint Luke's Health System. The evolution of the model, successes, barriers, and opportunities for future program growth are discussed within this article. [ABSTRACT FROM AUTHOR]

Human resources (HR) are a critical asset for organizations, and sustainable HR management is essential to fostering organizational resilience and retaining high-quality employees. Sustainable HR practices focus on maintaining the long-term well-being of the workforce while meeting the evolving needs of the organization. This study aims to analyze the impact of sustainable human resource management (HRM) practices on organizational resilience and employee retention, particularly in the Medan area. This study used a quantitative approach using a survey questionnaire distributed to 40 employees from various companies in Medan. The questionnaire assessed aspects of welfare policy, career development, and organizational culture. Data were analyzed using descriptive statistics and simple linear regression. The findings show that sustainable HRM practices significantly positively impact organizational resilience and employee retention. Specifically, an increase in sustainable HR policies was associated with an increase in organizational resilience by 0.45 and employee retention by 0.38. The study concludes that implementing sustainable HRM practices can strengthen organizational stability and improve employee retention in the long run. These insights provide valuable guidance for organizations in designing effective HRM policies that support resilience and retention. [ABSTRACT FROM AUTHOR]

While the commitment of hotel and restaurant employees has been widely discussed, employees in destination management organizations (DMOs) have received limited attention from existing studies. This study explores employees' organizational commitment (OC) and destination commitment (DC) in DMOs. By applying a target-free commitment approach, this study sheds light on understanding employee retention in an organization and a region. Following a quantitative research design, 330 employees of several DMOs in Tirol, Austria, were interviewed. For hypothesis testing, structural equation modelling was applied. The results confirm OC as a predictor for DC. Social exchange is positively linked to OC; however, no relationship was confirmed between time and flexibility and OC. Positive relationships were confirmed between leisure opportunities, hometown proximity and DC. Both, OC and DC, result in positive word-of-mouth behaviour. The findings contribute to several practical implications for enhancing OC and DC. This study expands the field of commitment studies to DC for the first time and identifies DC as a significant contributor to employee retention in the hospitality industry. Further, this study emphasizes the role of social relationships in the organizational context and in the destination. [ABSTRACT FROM AUTHOR]

Using Census microdata on 28,000 manufacturing plants, we examine how firms manage employee retention concerns. In response to reductions in the local unemployment rate, plants take additional steps beyond increasing compensation. First, plants adjust bonus architecture to ensure bonuses can be paid. Second, plants offer more agency to employees by deploying high-involvement work practices that generate longer-term commitment. Third, plants pull these retention levers less when they have high availability and use of data as this reduces the adverse effects of employee turnover on organizational knowledge. These results are robust to using the fracking revolution as a shock increasing firms' retention concerns. Additionally, we observe that although compensation increases tend to spill over to other plants within the same firm—aligning with theories of inequity aversion—adjustments to bonus architecture and the provision of employee agency do not, suggesting these may be more cost-effective strategies for multiplant firms. JEL Classifications: J63; M51; M54. [ABSTRACT FROM AUTHOR]

Retention of skilled workers is essential for labour‐intensive organizations like hospitals, where an excessive turnover of doctors and nurses can reduce the quality and quantity of services provided to patients. Exploiting a unique and rich panel dataset based on employee‐level payroll and staff survey records from the universe of English NHS hospitals, we investigate empirically the role played by two non‐pecuniary job factors, staff engagement and the retention of complementary co‐workers, in affecting employee retention within the public hospital sector. We estimate dynamic panel data models to deal with reverse causality bias, and validate these estimates through unconditional quantile regressions with hospital‐level fixed effects. Our findings show that a one standard deviation increase in nurse engagement is associated with a 16% standard deviation increase in their retention; and also that a 10% increase in nurse retention is associated with a 1.6% increase in doctor retention, with this co‐workers' complementarity spillover effect driven by the retention of more experienced nurses. Nurse and doctor engagement is positively associated with managers who have effective communication, involve staff in the decision‐making process, and act on staff feedback; in particular, older nurse engagement is responsive to managers caring for staff health and wellbeing. [ABSTRACT FROM AUTHOR]

Although strategic entrepreneurship (SE) and strategic human capital are both crucial for competitive advantage, there is limited knowledge of how SE affects human capital levels within a firm. This study examines the relationship between SE and both employee recruitment and employee retention by drawing on an integrated framework of strategic human capital and incorporating a uniquely created direct construct for measuring SE's complete domain. Results from survey data of 576 UK-based small- and medium-sized firms indicate that SE is positively related to both employee retention and recruitment. We document the moderating effects of corporate reputation and competitive intensity on those relations. [ABSTRACT FROM AUTHOR]