國立虎尾科技大學 |

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,手稿 : Monograph/item
正題名/作者:	Examining the Relationship between Leadership Style and the Retention of Temporary Employees :/
其他題名:	A Qualitative Study.
作者:	Brown, Maurice Washington, Jr.
面頁冊數:	1 online resource (133 pages)
附註:	Source: Dissertations Abstracts International, Volume: 81-04, Section: A.
Contained By:	Dissertations Abstracts International81-04A.
標題:	Research. -
電子資源:	click for full text (PQDT)
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. - 1 online resource (133 pages)

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

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

Includes bibliographical references

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.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9781088378168Subjects--Topical Terms:

558735
Research.
Subjects--Index Terms:

EmployeeIndex Terms--Genre/Form:

554714
Electronic books.

Examining the Relationship between Leadership Style and the Retention of Temporary Employees : = A Qualitative Study.
LDR:03721ntm a22003617 4500 001 1145420
005 20240624103645.5
006 m o d
007 cr bn ---uuuuu
008 250605s2019 xx obm 000 0 eng d
020 $a 9781088378168
035 $a (MiAaPQ)AAI22615716
035 $a AAI22615716
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Brown, Maurice Washington, Jr. $3 1437618
245 1 0 $a Examining the Relationship between Leadership Style and the Retention of Temporary Employees : $b A Qualitative Study.
264 0 $c 2019
300 $a 1 online resource (133 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 81-04, Section: A.
500 $a Advisor: Kim, Nahmee;Walters, Kelley.
502 $a Thesis (D.B.A.)--Northcentral University, 2019.
504 $a Includes bibliographical references
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.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
650 4 $a Research. $3 558735
650 4 $a Success. $3 571577
650 4 $a Researchers. $3 1437619
650 4 $a Objectives. $3 1372695
650 4 $a Influence. $3 934855
650 4 $a Participation. $3 807242
650 4 $a Empowerment. $3 1437620
650 4 $a Literature reviews. $3 1372466
650 4 $a Qualitative research. $3 562677
653 $a Employee
653 $a Leadership
653 $a Temporary
653 $a Turnover
655 7 $a Electronic books. $2 local $3 554714
690 $a 0310
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Northcentral University. $b School of Business and Technology Management. $3 1180957
773 0 $t Dissertations Abstracts International $g 81-04A.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=22615716 $z click for full text (PQDT)