Push and pull factors in medical employees' turnover decisions: the effect of a careerist approach and organizational benefits on the decision to leave the job
Article Abstract:
Research into the relative weight of the influence of careerist attitudes (push factors) as opposed to organizational benefits (pull factors) on turnover decisions among four medical-sector occupational groups indicates that there are significant differences between occupational groups for most of the variables included in the analysis. Push (careerist orientation) impacts on actual turnover were both common to and distinct between occupational groups. Organizational/bureaucratic rules of advancement could be a strong retaining factor as long as a careerist orientation to work and the market viability of the occupational group is quite low.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1999
User Contributions:
Comment about this article or add new information about this topic:
Dual-career couples during international relocation: the trailing spouse
Article Abstract:
A survey of 258 dual-career couples revealed that 67% were reluctant to work abroad because of the disruption to their partner's career. Care must be taken to consider the needs of the trailing partner if a relocation is to be successful because multinational companies will not operate effectively if their staff are under extra stress. Career counselling should be offered to the trailing partner. They should be encouraged to apply within the company for a job and they should be given advice and a chance to visit the country six months before the move to arrange work permits.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1998
User Contributions:
Comment about this article or add new information about this topic:
The interplay between learning strategy and organizational structure in predicting career success
Article Abstract:
It is clear that a company's strategies for management development can have a significant impact on the career progression of individual managers. There is more likely to be career success among managers in companies which have a deep-rooted management development strategy than among managers in companies where management development work is more superficial, focusing on instructions and facts. The most successful managers are those who do not limit themselves to specific occupations and organizations.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1997
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: The composition of public sector compensation: the effects of unionization and bureaucratic size. part 2 Union PAC contributions and legislative voting
- Abstracts: Downsizing and the hyper-effective manager: the shifting importance of managerial roles during organizational transformation
- Abstracts: Pay referent comparison and pay level satisfaction in private versus public sector organizations in India. Training in the new private sector in Russia
- Abstracts: Technological and spatial factors related to organizational communication structure
- Abstracts: Company prospects and employee commitment: an analysis of the dimensionality of the BOCS and the influence of external events on those dimensions