國立虎尾科技大學 |

Mitigating the Effects of Withdrawal Behavior on Organizations.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Mitigating the Effects of Withdrawal Behavior on Organizations./
作者:	Alexander, James F.
面頁冊數:	1 online resource (182 pages)
附註:	Source: Dissertation Abstracts International, Volume: 77-10(E), Section: A.
標題:	Business administration. -
電子資源:	click for full text (PQDT)
ISBN:	9781339807393

Mitigating the Effects of Withdrawal Behavior on Organizations.
Alexander, James F.

Mitigating the Effects of Withdrawal Behavior on Organizations. - 1 online resource (182 pages)

Source: Dissertation Abstracts International, Volume: 77-10(E), Section: A.

Thesis (D.B.A.)--Walden University, 2016.

Includes bibliographical references

Withdrawal behaviors such as absenteeism, tardiness, turnover intention, and employee disengagement adversely affect organizations, costing billions of dollars annually. However, there is limited research on the best practices for minimizing the effects of employee withdrawal. The purpose of this qualitative case study was to explore best practices leaders need to mitigate the effects of withdrawal behaviors on organizations. The social learning theory (SLT) served as the conceptual framework for this study. Ten participants were interviewed, including 4 healthcare leaders and 6 health service workers from a correctional facility nursing department in the Southeastern United States. Scholars have indicated that correctional healthcare personnel exhibit high levels of employee withdrawal including absenteeism and turnover. Data from semistructured interviews were analyzed and compared with training and disciplinary policy statements for methodological triangulation. Several themes emerged including a need for leadership engagement, staff accountability, and an organizational culture that discourages withdrawal behaviors. The findings may contribute to the body of knowledge regarding best practices that leaders can utilize to diminish adverse effects withdrawal behaviors have on organizations. Information derived from this study might contribute to social change by decreasing the expense of employee withdrawal behaviors on citizens and reallocate taxpayer resources to appropriations necessary for public inpatient mental health treatment facilities.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781339807393Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Mitigating the Effects of Withdrawal Behavior on Organizations.
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245 1 0 $a Mitigating the Effects of Withdrawal Behavior on Organizations.
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500 $a Source: Dissertation Abstracts International, Volume: 77-10(E), Section: A.
500 $a Adviser: Yvette Ghormley.
502 $a Thesis (D.B.A.)--Walden University, 2016.
504 $a Includes bibliographical references
520 $a Withdrawal behaviors such as absenteeism, tardiness, turnover intention, and employee disengagement adversely affect organizations, costing billions of dollars annually. However, there is limited research on the best practices for minimizing the effects of employee withdrawal. The purpose of this qualitative case study was to explore best practices leaders need to mitigate the effects of withdrawal behaviors on organizations. The social learning theory (SLT) served as the conceptual framework for this study. Ten participants were interviewed, including 4 healthcare leaders and 6 health service workers from a correctional facility nursing department in the Southeastern United States. Scholars have indicated that correctional healthcare personnel exhibit high levels of employee withdrawal including absenteeism and turnover. Data from semistructured interviews were analyzed and compared with training and disciplinary policy statements for methodological triangulation. Several themes emerged including a need for leadership engagement, staff accountability, and an organizational culture that discourages withdrawal behaviors. The findings may contribute to the body of knowledge regarding best practices that leaders can utilize to diminish adverse effects withdrawal behaviors have on organizations. Information derived from this study might contribute to social change by decreasing the expense of employee withdrawal behaviors on citizens and reallocate taxpayer resources to appropriations necessary for public inpatient mental health treatment facilities.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Business administration. $3 1148568
650 4 $a Labor economics. $3 554775
650 4 $a Management. $3 558618
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