Sketching on the Social Exchange Theory (SET), the present study aims to investigate the direct relationship between training and development, work environment, and job satisfaction with employee retention. The contingent role of transformational leadership was also analysed under the Situational Leadership Theory (SLT). Accordingly, we collected data from 287 employees of SMEs in northern China by employing a convenience sampling approach, exhibiting a response rate of 57.40 percent. The Partial Least Square-Structural Equation Modelling (PLS-SEM) analysis was then run to test the proposed hypotheses. The findings revealed a significant positive impact of training and development, work environment, and job satisfaction on employee retention. However, no moderating effect of transformational leadership was indicated on their direct relationship. This study has enriched the literature on employee retention and the leadership arena. To the best of the authors’ knowledge, there is no prior evidence concerning the study’s integrated relationship of the continuous variables. The implications and limitations were finally expressed at the end of this manuscript.

Factors Affecting Employee’s Retention: Integration of Situational Leadership With Social Exchange Theory

Recruiting and retaining staff are standing challenges in eldercare. Low pay, difficult working conditions, and social relations at the workplace impact on turnover intentions. Few studies have used quantitative data for estimating the role of recognition by the wider society for staff instability. This study examines how perceived lack of recognition at the societal level affects Nordic eldercare workers’ considerations of leaving their jobs. The 2015 Nordcare survey among frontline eldercare workers in Denmark, Finland, Norway, and Sweden (N = 3,677) is analysed. Issues such as working conditions, financial strain, work-life balance, and appreciation by care recipients and colleagues, were covered. Recognition at the societal level was measured by perceptions of being valued by top municipal leaders, mass media, and the general public. Analyses are made with cross-tabulations and multivariate linear probability regression models. In the total sample, 41.1 % had “seriously considered to quit during the last 12 months”. About one third felt “not at all valued” by top municipal leaders, while one fourth felt “not at all valued” by mass media. In bivariate analyses, perceptions of recognition were strongly associated with considerations to quit. These associations were reduced, but remained sizeable and highly significant in multivariate analyses adjusted for age, gender, health, working conditions, financial stress, workplace relations, and other known turnover predictors. Lack of recognition by societal agents such as top municipal leaders, mass media, and the general public, is widely felt by Nordic eldercare workers. Feeling poorly valued by such sources is associated with frequent considerations to leave one’s employment. Perceived lack of recognition by the wider society has a significant and independent impact on staff instability in the eldercare sector. Societies’ recognition order is embedded in social structures which are resistant to change, but policies which succeed in raising the societal recognition of eldercare work may contribute to reduced retention difficulties in eldercare.

/pdf/lack-of-recognition-at-the-societal-level-heightens-turnover-3swumlebti.pdf

Lack of recognition at the societal level heightens turnover considerations among Nordic eldercare workers: a quantitative analysis of survey data.

This study addresses the retention challenges of Nordic eldercare by investigating how care workers’ work-time arrangements are associated with consideration to quit the job. Particular attention is paid to the mediating role of economic distress and work-life conflict. Based on a Nordic cross-sectional survey (Nordcare II), we investigate how different modes of shift work scheduling and involuntary part-time employment are directly and indirectly associated with consideration to quit the job. Parallel analyses from Denmark, Finland, Norway and Sweden reveal that work-time arrangements are indirectly associated with consideration to quit the job in all countries. Perceived work-life conflict increases with the number of different shifts included in a shift schedule. Danish care workers, who more often work fixed shifts, report the lowest level of work-life conflict. Involuntary part-time employment, which is most widespread in Norway, is directly associated with financial distress in all countries, but with work-life conflict in Norway only.

/pdf/a-cross-sectional-study-of-sustainable-employment-in-nordic-v0igrke4db.pdf

A Cross-sectional Study of Sustainable Employment in Nordic Eldercare

The aim of this qualitative inquiry is to offer novel insights on the individual and organisational consequences of temporary work, especially in relation to performance. This study examines how fixed-term employees engage, and are enabled to engage, in their day-to-day work activities under the conditions marked by limited time horizon and resulting anticipatory orientation. The data consist of 30 open-ended interviews with highly educated fixed-term employees. A thematic analysis of the data showed that the anticipatory orientation – a necessity for predicting the future and preparing for it at the cost of the present – related to performance in several ways. Employees were forced to slide elsewhere while simultaneously trying to perform, which was associated with feelings of restlessness and the need to regulate and hide emotions at the workplace. In addition, employees could experience detachment from work due to the soon-to-be-outsider position within the organisation. Especially in the context of serial fixed-term contracts and hope for permanent position, intensive efforts to earn a place by adjusting and appearing as ‘appropriate’ were present. Overall, the results imply that fixed-term working conditions may lead to a deterioration of one critical performance resource: a reasonable time horizon in harmony with the work requirements. Without this resource, employees may not be able to perform at a self-satisfactory level and thus are exposed to stress. In order to understand the consequences of non-permanent work, the role of temporality and the conditions of self-satisfactory performance should be acknowledged and further examined.

/pdf/anticipatory-orientation-in-temporary-employment-and-1q0r46geap.pdf

Anticipatory Orientation in Temporary Employment and Employee Performance: A Qualitative Exploratory Study

Högre sysselsättningsgrad : ett sätt att göra vård- och omsorgsarbetet mer attraktivt?

Part-time work is more than twice as common among women than men in Sweden. New ways of
organizing working hours to allow for more full-time jobs have been introduced for care workers in
elderly care, which means unscheduled working hours based on the needs of the workplace. The
aim of the study is to analyze how the organization of the unscheduled working hours affect employees’
daily lives and their possibility to provide care. The Classic Grounded Theory method was
used in a secondary analysis of interviews with employees and managers in Swedish municipal
elderly care.
The implementation of unscheduled working hours plunged employees into a situation of
managing organized insecurity. This main concern for the care workers involved a cyclic process of
first having to be available for work because of economic and social obligations to the employer
and the co-workers, despite sacrifices in the private sphere. Then, they had to be adaptable in
relation to unknown clients and co-workers and to the employer, which means reduced possibilities
to provide good care. Full-time jobs were thus created through requiring permanent staff to be
flexible, which in effect meant eroded working conditions with high demands on employee adaptability.
Solving the part-time problem in elderly care by introducing unscheduled working hours may
in effect be counter-productive.

/pdf/managing-organized-insecurity-the-consequences-for-care-10mx85yfi2.pdf

Managing Organized Insecurity: The Consequences for Care Workers of Deregulated Working Conditions in Elderly Care

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Managing Organized Insecurity: The Consequences for Care Workers of Deregulated Working Conditions in Elderly Care