[雙語翻譯]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綜述

1、6300 英文單詞， 英文單詞，3.5 萬英文字符，中文 萬英文字符，中文 9950 字文獻出處： 文獻出處：Bilau A A, Ajagbe A M, Sholanke A B, et al. Impact of employee turnover in small and medium construction firms: A literature review[J]. International Journal of Engi

2、neering Research Employee Turnover; Human Resource Management; Service Organizations; Construction Firms; Nigeria1. INTRODUCTIONThe uniqueness of the construction industry especially in its approach towards the manageme

3、nt of its human resources in a very dynamic and complex working environment has been acclaimed by several authors [46, 22, 62]. They argued further that this maybe because developing the abilities of human resources and

4、retaining them over a period of time in an organization is turning to be a great challenge for construction industries in the small and medium sized firms (SMFs). This requires sound and competitive human resource manage

5、ment such as training and development to be carried out by business organizations. This also is to ensure the growth of personnel and systematically reaping benefits from skilled and well trained personnel to ensure effe

6、ctiveness and efficiency in the construction industries [44].Employee turnover 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 indu

7、stry is an important sector which plays a great role in the country through the creation of employment, contributing to the gross domestic product (GDP) of the country and provision of infrastructures such as highways, r

8、esidential and commercial centers.George & Jones [33] posit that in the construction industry, job satisfaction is very crucial when studying human behaviors and attitude. They added that job satisfaction is the coll

9、ection of feelings and belief that people have about their current job. They are of the opinion that if job satisfaction studies are properly planned and administered, a number of significant benefits will be employees i

10、s seen as part of organizational cycle and conceptualized as unavoidable loses and was explained by Halil and Selim [36] as ? necessary casualties”. Employee turnover can be advantageous in such a way that opportunities

11、are provided for the organization to loss it’s less productive employees. This in turn results to the recruitment of newly and highly productive employees, hence, gaining human capital value in addition to saving cost fo

12、r the organization [41, 44]. Costs that could be incurred by the organization is separation cost, replacement cost and retraining costs. The loss of skilled, relevant and talented employees could stagnate organizational

13、performance and productivity. Solomon et al. [64] added that the loss of an employee triggers additional work stress and lowers motivation for the employees that stays behind. In order words, negatively impacting employe

14、es’ group morale and organizational membership. Various studies have shown the relationship between employee’s turnover and job performance and also the effect of high employee turnover rate on job performance [64, 42].

15、The next section presents the three types of employee turnover as presented in empirical literature.2.1.1 Voluntary TurnoverNoe [54] posit that when employees leave organizations at their own discretion, it is referred t

16、o as voluntary turnover. It is initiated by the choice of an employee. A similar definition is given by Egan [31] stating that an instance of voluntary turnover reflects an employee’s decision to leave an organization, w

17、hereas an instance of involuntary employee turnover or a discharge reflects an employer’s decision to terminate the employment relationship. However, Carmeli [21] explains that modeling turnover in this manner can vary s

18、ignificantly from an employee viewpoint to that of the employer. Long et al. [44] supported that an employee whose performance is below average may be forced out of an organization with threats of firing or with unattrac

19、tive hours or assignments, yet if the employee initiates the terminations himself, they are recorded as voluntary. According to Staw [66], voluntary employee turnover can be caused by lack of job satisfaction, alternativ

20、e job opportunities as well as job stress. When looking at voluntary turnover, it is important to consider attractions such as available alternatives. However, voluntary employee turnover can be predicted and in turn be

21、controlled.2.1.2 Involuntary TurnoverInvoluntary employee turnover according to Booth and Hamer [18] is a discharge that reflects an employer’s decision to terminate the employment relationship. Griffeth [34] reported th

22、at involuntary employee turnover includes death, retirement and dismissal. Boxall and Purcell [17] further explained that turnover initiated by an employee such as resigning to take care of a terminally ill family member

23、 should also be considered as involuntary turnover since it involves reasons over which the employee has no control. Carmelli [21] also defines involuntary turnover as the need to cut costs, downsize or restructure due t

24、o reasons which are independent of the affected employee(s).This represents a decision or choice made by the employer. Chiu and Francesco [23] think that the distinction between voluntary and involuntary turnover is impo

25、rtant but not straightforward. Employees leaving organizations may wish not to disclose the real reasons for leaving as they are dependent on the organization for future reference [18, 45].2.1.3 Avoidable and Unavoidable

26、 TurnoverBuhler [20] reported that avoidable turnover results from life decisions that extend beyond an employer’s control, such as a decision to move to a new area or a job transfer for a spouse. Avoidable turnover is s