Browsing by Subject "employee retention"
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Item Boots on the ground: a study in preventing police desertion(Law Enforcement Management Institute of Texas (LEMIT), 2008) Troyanski, MichaelItem Changes in Hiring and Retention at University Libraries: Panel discussion with Library Administration(Texas Digital Library, 2023-05-17) Holmes, Ramona; Bruxvoort, Diane; Mahoney, Jessica; Kellum, ChristinaHosting a panel discussion with Library administrations across Texas University libraries concerning the hiring landscape. Over the past couple of years, there has been a wave of librarians jumping from institution to institution or even from department to department. Gaining the perspective of administration of how libraries are handling these transitions amongst the Texas Landscape that would allow for collective ideas. Questions to the panel will center around recruitment, pay, retention, professional development, support, and sharing future action plans.Item Creating corporals: a path to law enforcement leadership(Law Enforcement Management Institute of Texas (LEMIT), 2009) Gass, StephenItem Developing and identifying strategies to reduce police officer turnover(Law Enforcement Management Institute of Texas (LEMIT), 2005) Rubio, LucianoItem Directed police hiring: can police departments increase officer retention by hiring applicants of a particular age group(Law Enforcement Management Institute of Texas (LEMIT), 2005) Spears, GaryItem Employee retention: emphasis on the mid-level supervisor(Law Enforcement Management Institute of Texas (LEMIT), 2013) Vine, Robert G.Item Implementing incentives to retain officers in smaller agencies(Law Enforcement Management Institute of Texas (LEMIT), 2015) Moring, TimItem Lack of Officers: What is the Answer?(Law Enforcement Management Institute of Texas (LEMIT), 2002) Kelson, Kevin K.Item Management and employee retention(Law Enforcement Management Institute of Texas (LEMIT), 2007) Alvarez, D. J.Item Officer retention in law enforcement(Law Enforcement Management Institute of Texas (LEMIT), 2005) Boyd, RoyItem Officer retention: stop the revolving door(Law Enforcement Management Institute of Texas (LEMIT), 2015) Ramsey, FarahItem Part-time, Job Sharing, Flextime: the Changing Face of Police Agencies(Law Enforcement Management Institute of Texas (LEMIT), 2007) Hill, LaurettaItem Predictive models of employee voluntary turnover in a North American professional sales force using data-mining analysis(2009-05-15) Kane-Sellers, Marjorie LauraWith the supply of talented employees for the predicted available jobs around the world declining, employee retention and voluntary turnover have jumped to the forefront of HRD practitioners?, as well as senior managers?, strategic initiative. By 2008, demographers predict that 76 million baby boomers will be eligible for retirement. The generations that followed these individuals, born between 1946 and 1962, are not numerically adequate to fill the vacancies that these retirements will create. A growing concern exists that the expected annual growth in the number of eligible employees will be outpaced by economic growth predictions. While employee retention and employee voluntary turnover have received considerable scholarly attention, few research studies have examined the phenomenon in a professional sales arena. No investigation to date has tracked employee voluntary turnover and retention over a 14-year longitudinal wave as was the focus of this study. This population study examined employee retention of a Fortune 500 North American industrial automation manufacturer?s professional sales force over a 14-year period. It focused on personal characteristics, work characteristics, and human resource development (HRD) intervention factors influencing employee voluntary turnover. The results suggest that training and development participation contributes more significantly to employee retention than salary and job title promotions to the firm?s ability to retain sales professionals. The theoretical underpinnings associated with these findings reinforce the importance of human capital theory, social identity theory, expectancy theory, and distributive justice theory. They also suggest that employee retention should be included in calculations that measure the return on investment for training and development interventions. Further, these results that emerged from comprehensive data mining suggest that a structured training and development program embeds aspects of employee socialization that can influence a professional sales employee?s tenure in the organization. Formal training can serve to socialize the employee into the organization, thus, deepening the effect of social capital theory to build normative organizational commitment, a mediator of employee retention. This effect appeared to be more significant for non-Caucasian sales professionals who remained in the organization when included in a structured sales training program.Item Recruiting and retaining qualified police officers in small agencies(Law Enforcement Management Institute of Texas (LEMIT), 2004) Todd, BeverlyItem Recruiting and retention: how to recruit and retain quality police professionals in today's changing job market(Law Enforcement Management Institute of Texas (LEMIT), 2002) Paullus, Brent W.Item Recruiting, hiring and retaining qualified law enforcement officers(Law Enforcement Management Institute of Texas (LEMIT), 2016) Mason, Melvin L.Item Retaining Correction Officers in the Jail Setting(Law Enforcement Management Institute of Texas (LEMIT), 2007) Hernandez, EvelynItem Retaining generation X in the police workforce(Law Enforcement Management Institute of Texas (LEMIT), 2007) Braun, Walter C.Item Retention in Law Enforcment(Law Enforcement Management Institute of Texas (LEMIT), 2016) Nodine, BryanThe main topic of this research paper is the rising retention problem in police organizations today. Retaining qualified officers is a growing problem for law enforcement in America today. Along with many other issues, departments are struggling to retain qualified law enforcement officers because of low morale, lack of pay and benefits, little or no training, poor equipment, and no or slow advancement opportunities. Patrol officers are the backbone and labor force of any police organization. Retaining officers not only benefits departments by having a full force of knowledgeable officers to serve the community, but by also saving budget money that would have to be spent recruiting and training a new officer. Information obtained to support this paper came from internet articles, books, and handouts. Hiring officers to replace the ones leaving causes strain on existing officers within the department. In conclusion it was determined that to help alleviate the retention problem, agencieshave looked into mentoring programs, offering incentives such as a housing allowance. One can say the old cliché of praise in public and discipline in private goes a long way, but it seems this itself has been changed to discipline in public and praise in private. Law enforcement leaders must look toward the future and ways of retaining theirofficers.Item Retention of police officers through non-salary based incentives(Law Enforcement Management Institute of Texas (LEMIT), 2016) Longrigg, Mark AndrewThe world of law enforcement is changing, some say faster than police agencies can realize the change and the need for new ideologies and philosophical ideas.Police officers are constantly looking for agencies that provide more money and other incentives they are not receiving at their current agency. This paper examines whylaw enforcement agencies should offer incentives, other than monetary, in order to retain experienced law enforcement officers instead of losing them to the appeal of a larger salary. Some of these incentives are innovative in nature, while others are forgotten or neglected ideas that seem basic, but they could be paramount in retaining law enforcement officers. This paper also examines various ideas and philosophies from academic sources regarding managerial skills, leadership skills, and theories in hopes that an officer might remain at a police agency as a result of appreciation. By implementing various methods and placing theories into practice, law enforcement agencies can retain quality law enforcement officers and improve their overall well- being.