[雙語(yǔ)翻譯]員工離職人才流失外文翻譯--中小建筑企業(yè)員工離職的影響文獻(xiàn)綜述（英文）

1、Impact of Employee Turnover in Small and Medium Construction Firms: A Literature Review Ade Abdulquadri, Bilau1 Department of Building, Federal University of Technology Minna, Nigeria. Musibau Akintunde Ajagbe2 Center f

2、or Entrepreneurship Studies Department of Business Management Covenant University, Idi-Iroko Road, Ota, Nigeria. Anthony Babatunde Sholanke3 Department of Architecture Covenant University, Idi-Iroko Road, Ota, Nigeria.

3、Tolani Abdulrahman Sani4 Department of Building Umaru Waziri Federal Polytechnic, Birnin -Kebbi, Nigeria. Abstract: The issue of employee turnover has raised quite a number of concerns in the construction industries as

4、 a result of its effect on productivity. It is a known fact that employees are important stakeholders in the firm, but unfortunately after limited resources have been used in recruiting, training and developing the e

5、mployees, they leave for other organizations. Employee’s turnover has drained limited resources of small and medium sized construction firms as the services of the lost employees are no longer available to be utilize

6、d by the firm. Hence, this research is aimed at assessing the impact of employee’s turnover rate in small and medium construction firms in Nigeria. The study adopts a literature review approach to review existing jour

7、nals in related field so as to arrive at recent findings. However, many of the researches done in this area emphasized on big firms with complex operating structures and strong research and development background. No

8、t much research has examined this concept in the perspective of small and medium sized construction firms. The findings from this study will add to existing body of knowledge in the domain of managing employees in s

9、mall and medium sized construction firms, thereby increasing job performance and productivity in the sector. Keywords: Entrepreneurial Firms; Employee Turnover; Human Resource Management; Service Organizations; Constr

10、uction Firms; Nigeria 1. INTRODUCTION The uniqueness of the construction industry especially in its approach towards the management of its human resources in a very dynamic and complex working environment has been a

11、cclaimed by several authors [46, 22, 62]. They argued further that this maybe because developing the abilities of human resources and retaining them over a period of time in an organization is turning to be a great c

12、hallenge for construction industries in the small and medium sized firms (SMFs). This requires sound and competitive human resource management such as training and development to be carried out by business organizatio

13、ns. This also is to ensure the growth of personnel and systematically reaping benefits from skilled and well trained personnel to ensure effectiveness and efficiency in the construction industries [44]. Employee tu

14、rnover is the rate at which employee?s leave a company and have to be replaced by new or existing staff. Bilau [14] opine that the construction industry is an important sector which plays a great role in the coun

15、try through the creation of employment, contributing to the gross domestic product (GDP) of the country and provision of infrastructures such as highways, residential and commercial centers. George agreeableness and

16、extroversion affect job performance. Considering the Usman et al. [69] presumptions, job performance is classified as performance traits, task performance, and social behavior. The researchers go further that task pe

17、rformance as a plan for the target achievement, achieve all organizational goals, optimize the use of resources; social behavior as relations with others, always helpful to others; performance trait is a maximum effo

18、rt of extension and work in a methodical way. 2.4 Measuring Job Performance Dubem [28] put forward that most organizations measure performance using supervisory ratings. He however, argued that the data are not very

19、useful since they are highly subjective. Abiola [7] adds to this that in most jobs an objective measure of productivity does not exist. He further maintained that the consistency of worker performance is greatest whe

20、n conditions of work are stable, but in practice work conditions are never stable. This makes it even harder to objectively measure performances. Alinaitwe et al. (2007) opine that the performance of many employees p

21、robably will be measured despite the lack of availability of generally accepted criteria. Dantong [25] argue the problem of objective measuring, however according to Awe [10] the problem even increases because most e

22、mployers believe they can rate the productivity of their employees, and that it could be done in an inefficient manner. 2.5 Options for Measuring Job Performance Dantong et al. [26] states in his research that there

23、are four different performance dimensions on which employees are measured, namely: quality, quantity, dependability and job knowledge. This theory combined with Vroom?s (1964) theory results in the work of Hunter (19

24、86). He designed the route in which most employers can rate their employee?s productivity. Figure 1 shows Hunter?s (1986) job performance scheme for rating employee?s productivity as cited in Bilau (2011). Internatio

25、nal Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181www.ijert.org IJERTV4IS020257(This work is licensed under a Creative Commons Attribution 4.0 International License.)Vol. 4 Issue 02, February-201