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Employee Turnover at Community Banks.
~
Johnson, Cheryl J.
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Employee Turnover at Community Banks.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
Employee Turnover at Community Banks./
作者:
Johnson, Cheryl J.
出版者:
Ann Arbor : ProQuest Dissertations & Theses, : 2018,
面頁冊數:
122 p.
附註:
Source: Dissertation Abstracts International, Volume: 79-07(E), Section: A.
Contained By:
Dissertation Abstracts International79-07A(E).
標題:
Banking. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10744943
ISBN:
9780355631852
Employee Turnover at Community Banks.
Johnson, Cheryl J.
Employee Turnover at Community Banks.
- Ann Arbor : ProQuest Dissertations & Theses, 2018 - 122 p.
Source: Dissertation Abstracts International, Volume: 79-07(E), Section: A.
Thesis (D.B.A.)--Walden University, 2018.
Some community bank managers do not possess the skills needed to retain employees, which increases employee turnover and decreases their competitive advantage. The purpose of this explanatory case study was to explore strategies community bank managers use to minimize employee turnover for their organization. The population consisted of 4 community bank managers in the Central Florida area who had at least 1-year of managerial experience evaluating employee retention. The conceptual framework was the jobs characteristics theory of Hackman and Oldham. Data were collected from semistructured face-to-face interviews and business documentation. Methodological triangulation was appropriate to validate the creditability and interpretation of the data. Three themes derived from analysis of coded of words and phrases: (a) employee compensation, (b) open communication, and (c) opportunities for growth and development. The implication of social change includes the potential for business managers to improve employee motivation and job satisfaction by implementing strategies to retain employees and reduce employee turnover for their organization leading to better customer service. The results from this study may also strengthen community wealth and knowledge by improving the standard of living for returning customers because of quality customer satisfaction.
ISBN: 9780355631852Subjects--Topical Terms:
1557594
Banking.
Employee Turnover at Community Banks.
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Some community bank managers do not possess the skills needed to retain employees, which increases employee turnover and decreases their competitive advantage. The purpose of this explanatory case study was to explore strategies community bank managers use to minimize employee turnover for their organization. The population consisted of 4 community bank managers in the Central Florida area who had at least 1-year of managerial experience evaluating employee retention. The conceptual framework was the jobs characteristics theory of Hackman and Oldham. Data were collected from semistructured face-to-face interviews and business documentation. Methodological triangulation was appropriate to validate the creditability and interpretation of the data. Three themes derived from analysis of coded of words and phrases: (a) employee compensation, (b) open communication, and (c) opportunities for growth and development. The implication of social change includes the potential for business managers to improve employee motivation and job satisfaction by implementing strategies to retain employees and reduce employee turnover for their organization leading to better customer service. The results from this study may also strengthen community wealth and knowledge by improving the standard of living for returning customers because of quality customer satisfaction.
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