Annotated Bibliography

An, S. H. (2019). Employee voluntary and involuntary turnover and organizational

performance: Revisiting the hypothesis from classical public administration.International Public Management Journal,22(3), 444-469.

The author points out that employee turnover has been a topic of interest for scholars across various disciplines for many years. The prevailing hypothesis has been that voluntary turnover has a negative impact on organizational performance, while involuntary turnover has a positive impact. However, recent research has called this hypothesis into question.

The researchers findings are generalizeable and valid based on the methodology and research design used. The author examines old findings using a new framework, which is clearly articulated and defined. Thus, he is able to put forward a new hypothesis, which, however, should be tested before being adopted as a rule. The method of hypothesis review is novel in terms of construction but also necessary insofar as it relates to the deconstruction and reconstruction of new meaning on the topic.

Overall this source will be helpful in my research as it articulates a point that other scholars gloss over or ignore, which is the fact that not all turnover is necessarily bad for an organization involved in public administration. The reason for this is that good turnover is like bloodletting in the sense that bad blood is let out, allowing good blood (i.e., employees who want to be there) to take the place.

Azis, E., Prasetio, A. P., & Utomo, K. H. (2019). Overcoming Turnover Intention

Problems: DirectIndirect Model To Identify The Effect Of Perceived Organizational Support And Job Satisfaction In Service-Based Organizations.Jurnal Aplikasi Manajemen,17(3), 555-566.

In this study, the authors examined turnover intention with respect to job satisfaction. A directindirect model was proposed to identify the effect of perceived organizational support and job satisfaction on turnover intention. The results of the structural equation modeling analysis showed that perceived organizational support had a direct negative effect on turnover intention, while job satisfaction had an indirect negative effect on turnover intention.

The authors used statistical evidence and data analysis to assess the problem of how employees perceive organizational support and how that impacts their sense of job satisfaction. The model employed was justified based on previous research, and the research design and methodology suited the need. The authors conclusions logically followed from the findings and were related back to the literature for the purpose of filling gaps in the existing body of research.

The aim of the research alone makes this study applicable to my research and relevant to my purpose. The findings, regardless of outcome, should be referenced in my work as they bear on the overall issue and theme of addressing turnover. When it comes to perception and a state of mental well-being in the workplace, this study has a lot to say that will serve as supporting evidence for my literature review.

Ferreira, P. C. G., & Neiva, E. R. (2018). Antecedents of turnover in federal public

administration.RAUSP Management Journal,53, 366-384.

This article looks at factors that contribute to turnover in public administration in federal government. One of the most important antecedents of turnover is job satisfaction. If employees are dissatisfied with their jobs, they are more likely to leave the organization. Another important factor is organizational commitment. The authors also examine the role that motivation plays in turnover in public administration and the need for workers to be able to utilize their skills.

The research design is justified and appropriate for the methodology and purpose of the study. It does not touch on the issue of the Great Resignation, which is a new phenomenon, so there may be some sense of this research being a little outdated on that point. All of these factors after all play a role in turnover, and understanding them is essential for managing this process effectively.

The conclusions are valid and useful to this research. It is evident that employees who do not feel loyal to their employer or who do not believe in the mission of the organization are more likely to leave. Plus, the finding that motivation is also an important factor will be used to support this research, as employees who are not motivated by their work are more likely to seek opportunities elsewhere.

Hassan, M., Jambulingam, M., Alam, M. N., & Islam, S. (2019). Redesigning the

retention strategy against the emerging turnover of Generation Y: Revisiting the long-standing problems from 20Th to 21St century.International Journal of Entrepreneurship,23(2), 1-16.

This study shows that there is nothing new in the problem of turnover among workers in the new generation and that the problem of high turnover rates has been a long-standing issue for businesses since the early 20th century. In recent years, however, the problem has become more acute as businesses have struggled to retain employees from Generation Y, also known as "millennials." HR solutions include offering a better work-life balance for these employees.

The studys approach is effective in exploring and understanding the problem of turnover among millennials. The data is analyzed thoroughly with a credible framework, which reveals that flexible work arrangements, and opportunities for career growth are major factors for Gen Y, too. The discussion is the most valuable part of this study as it explores ramifications of findings in a real world setting.

This study is worthy of being included in my research as it is both valid and generalizeable and its discussion adds to the literature on this topic. The authors show that by implementing the discussed strategies, organizations can keep turnover rates low and improve their bottom line. The main idea is for managers to be inclusive and mindful of generational employees needs.

Hopkins, J. C., & Figaro, K. A. (2021). The great resignation: an argument for hybrid

leadership.International Journal of Business and Management Research,9(4), 393-400.

The authors postulate that turnover is high among employees in the era of the Great Resignation because leadership is lacking. They argue that hybrid leaders are those who have the ability to both lead and follow, that such leaders are able to take charge when necessary, but they are also willing to step aside when someone else is better suited for the task at hand. They suggest that hybrid leaders are often more flexible and adaptable than traditional leaders, and are better able to build consensus within a team, and thus if there are more hybrid leaders there will be less turnover.

The argumentation is logical if not entirely sound. The premises are questionable and may or may not be true. It is probably likely that the researchers have not examined the truth of all the premises upon which they establish their argument, which ultimately weakens it in the face of scrutiny.

The overall focus of the study is relevant to my research and could be included as a reference for that reason, but the implications and focus highlight too much the merits of hybrid leadership without justifying these merits in the context of empirical data.

Linzer, M., Griffiths, E. P., & Feldman, M. D. (2022). Responding to the Great

Resignation: Detoxify and Rebuild the Culture.Journal of General Internal Medicine, 1-2.

This article examines employee turnover from the standpoint of a cultural...…by existing literature, and the authors logically show that while high levels of turnover can indeed lead to decreased performance, there are also circumstances in which turnover can have a positive impact. For instance, some studies have found that in organizations with high levels of task interdependence, voluntary turnover can lead to increased performance as it provides opportunities for new employees to bring fresh perspectives and ideas.

This source will be used in the research as it is important to consider the specific context within which employee turnover is taking place before making any conclusions about its impacts on organizational performance. It will be used to make reference to the need of workers to feel that their work has value both professionally and personally.

Tessema, M. T., Tesfom, G., Faircloth, M. A., Tesfagiorgis, M., & Teckle, P. (2022). The

Great Resignation: Causes, Consequences, and Creative HR Management Strategies.Journal of Human Resource and Sustainability Studies,10(1), 161-178.

This study shows that when organizations have effective HR policies and practices, employees tend to have higher job satisfaction and thus turnover rates tend to be lower. These strategies are found to include offering competitive salaries and benefits, ensuring that working conditions are safe and comfortable, and investing in employee training and development are all effective ways to retain talent.

The study is effective in interpreting data and applying a theoretical lens to the problem at hand. The analysis is robust and demonstrates sufficiently well that the Great Resignation of highly skilled employees is a global phenomenon with far-reaching consequences. The factors driving this exodus are numerous and complex, but can be broadly grouped into three categories: inadequate compensation, poor working conditions, and limited career development opportunities.

The study is notable and will be included in my research as it shows that the resulting brain drain can have a devastating impact on businesses, particularly in sectors where innovation and creativity are essential to success. However, there are a number of HR management strategies that can help to mitigate the damage. Those include making sure employees feel valued in the organization and that their work has value both for themselves and the wider community.

Tufvesson, A. (2021). The great resignation: Staying put.LSJ: Law Society of NSW

Journal, (84), 34-37.

The authors explain that turnover is a problem for all organizations and that the Great Resignation is only making matters worse. They show that this Resignation is a cultural response to recent trends in society that have displaced individuality and freedom. In response workers are abandoning institutions and looking out more for themselves. For some that means leaving their work; for others it means staying where they are but not necessarily performing at a high level.

The study is based somewhat on literature, but no exclusion or inclusion criteria is discussed in terms of what literature was examined and why. It provides a general overview of a topic before proceeding to make recommendations based on opinion primarily, without much regard for theory or framework. The ideas put forward are logical but unsubstantiated by empirical data or analysis.

Overall, the source is worth citing and referencing in my study insofar as it recogizes turnover as a problem and the Great Resignation as a big risk going forward. It puts forward ideas that employers may want to implement to inspire greater engagement, but these ideas are no guarantee of success in the face of a new movement (the Great Resignation) which needs to be researched more to fully understand its implications.