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Examining the Relationship between Leadership Style and the Retention of Temporary Employees: A Qualitative Study.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Examining the Relationship between Leadership Style and the Retention of Temporary Employees: A Qualitative Study./
作者:	Brown, Maurice Washington, Jr.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
面頁冊數:	133 p.
附註:	Source: Dissertations Abstracts International, Volume: 81-04, Section: A.
Contained By:	Dissertations Abstracts International81-04A.
標題:	Research. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=22615716
ISBN:	9781088378168

Examining the Relationship between Leadership Style and the Retention of Temporary Employees: A Qualitative Study.
Brown, Maurice Washington, Jr.

Examining the Relationship between Leadership Style and the Retention of Temporary Employees: A Qualitative Study. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 133 p.

Source: Dissertations Abstracts International, Volume: 81-04, Section: A.

Thesis (D.B.A.)--Northcentral University, 2019.

This item must not be sold to any third party vendors.

The specific problem linked to this study, is the abnormally high voluntary turnover rate associated with temporary employees. Replacing these employees is an expensive task, and one that can have adverse impacts on an organization. Aside from the direct monetary costs associated with temporary employee turnover, loss of productivity, lack of cohesiveness, customer service errors, and low employee morale may result from the continual loss/replace cycle associated with an organization’s inability to retain temporary employees. Data available suggests ineffective leadership practices have been reported as a workplace issue that influences voluntary temporary employee turnover. However, these data have not been systematically examined for possible relationships between leadership style and temporary employee turnover. The purpose of this qualitative study was to understand the impact of leadership style (transactional and transformational) on voluntary temporary employee. Specifically, this study was aimed at understanding how, from the perspective of the employees, these styles of leadership impact the turnover of temporary employees. The population for this study consisted of 20 temporary or seasonal employees (current and previous) located in Kansas City, MO. Qualified individuals participated in a single, person-to-person interview and answered open-ended questions. Once the interviews were conducted, all similar responses regarding leadership and its influence on voluntary temporary employee turnover from an organization were compiled and sorted into groups. The results suggest that leadership style has an influence on voluntary temporary employee turnover. Based on the responses provided by participants with temporary employee experience, leaders within organizations that employ temporary employees could benefit from ensuring that the supervisors and managers are held accountable for their interactions with temporary employees. For future research a case study of a specific organization experiencing abnormally high turnover within its temporary workforce could provide more precise results as the answers would be obtained from a population providing insight the environment relevant to a single organization. Another recommendation for future research would be to replicate the study taking other metrics such as age, gender, and tenure into consideration.

ISBN: 9781088378168Subjects--Topical Terms:

558735
Research.
Subjects--Index Terms:

Employee

Examining the Relationship between Leadership Style and the Retention of Temporary Employees: A Qualitative Study.
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300 $a 133 p.
500 $a Source: Dissertations Abstracts International, Volume: 81-04, Section: A.
500 $a Advisor: Kim, Nahmee;Walters, Kelley.
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506 $a This item must not be added to any third party search indexes.
520 $a The specific problem linked to this study, is the abnormally high voluntary turnover rate associated with temporary employees. Replacing these employees is an expensive task, and one that can have adverse impacts on an organization. Aside from the direct monetary costs associated with temporary employee turnover, loss of productivity, lack of cohesiveness, customer service errors, and low employee morale may result from the continual loss/replace cycle associated with an organization’s inability to retain temporary employees. Data available suggests ineffective leadership practices have been reported as a workplace issue that influences voluntary temporary employee turnover. However, these data have not been systematically examined for possible relationships between leadership style and temporary employee turnover. The purpose of this qualitative study was to understand the impact of leadership style (transactional and transformational) on voluntary temporary employee. Specifically, this study was aimed at understanding how, from the perspective of the employees, these styles of leadership impact the turnover of temporary employees. The population for this study consisted of 20 temporary or seasonal employees (current and previous) located in Kansas City, MO. Qualified individuals participated in a single, person-to-person interview and answered open-ended questions. Once the interviews were conducted, all similar responses regarding leadership and its influence on voluntary temporary employee turnover from an organization were compiled and sorted into groups. The results suggest that leadership style has an influence on voluntary temporary employee turnover. Based on the responses provided by participants with temporary employee experience, leaders within organizations that employ temporary employees could benefit from ensuring that the supervisors and managers are held accountable for their interactions with temporary employees. For future research a case study of a specific organization experiencing abnormally high turnover within its temporary workforce could provide more precise results as the answers would be obtained from a population providing insight the environment relevant to a single organization. Another recommendation for future research would be to replicate the study taking other metrics such as age, gender, and tenure into consideration.
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