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BUSI643 ANNOTATED BIBLIOGRAPHY
BUSI643 Annotated Bibliography
Brandon M. Johnson
School of Business, Liberty University
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BUSI643 ANNOTATED BIBLIOGRAPHY
Arslan, M., & Roudaki, J. (2019). Examining the role of employee engagement in the
relationship between organizational cynicism and employee performance. International
Journal of Sociology and Social Policy, 39(1/2), 118-137. https://doi.org/10.1108/IJSSP-
06-2018-0087
How it Fits
Examining how the role of employee engagement is built through a series of relationships
between the organization's cynicism and the performance produces the rate of staffing and the
retention of the employees. This paper discusses the importance of the relationship between the
employee and the employer. The relationship establishes a mutual feeling of belonging that plays
well for both sides of the organization—the concept of performance before highlighting the
relationship between organization cynicism and performance. The concept of performance is
complex, and plurality derives from its use in many different contexts. Concepts like
performance are not only pluralistic in their meanings and diverse in their usage, but they also
exhibit mobility.
Too Broad/Too Narrow
In the contemporary era, human resources have a pivotal role in today's organizations
wanting to gain a competitive edge in the international and indigenous employment market.
Thus, the workforce is considered a strategic asset in any organization to formulate and
implement strategies. Nevertheless, employee retention has become a significant concern for
many organizations around the globe, specifically in the health care sector, in which there is a
shortage of qualified personnel. In The current dynamic workplace environment, individuals are
becoming progressively frustrated and alienated with work and instead are looking for the
opportunity for greater self-expression and fulfillment. Therefore, researchers highlighted the
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importance of employee engagement, which provides intrinsic motivation, helps align
employees' interests with their organization, and ultimately reduces organizational cynicism.
Similarly, many employees progressively want to work for ethical organizations that actively live
out their values and where managers "walk the talk" on policies and practices. Consequently,
studies revealed that employees rate purpose, autonomy, engagement, learning and close working
relationships as more vital than money.
How This Will be Used
Breaking down the relationship factors between employee and employer helps further
understand how a company may approach its retention and staffing rates. In addition, a positive
attitude among employees generates creativity and engagement, and they perform at their total
capacity to achieve their goals and promotion, while this creativity and engagement diminish in
the presence of a negative attitude. Organizations and managers need to consider their role and
actions creating the conditions that lead to cynicism among employees and should take
trustworthy steps to increase employee retention and engagement and, ultimately, their
performance. Different job markets desire different relationships that play a vital role if
employees leave or stay with the company.
Description of the Authors
Dr. Arslan is an Assistant Professor of Accounting & Finance at Bang College of
Business (BCB) at KIMEP University. He holds a Ph.D. in Accounting and Finance from
Lincoln University, New Zealand. Dr. Arslan has researched corporate governance, corporate
social responsibility, compensation, auditing, ownership structure, and economic issues. He is an
active researcher and has published several articles in international peer-reviewed journals.
Fader, P. S., Hardie, B. G. S., Liu, Y., Davin, J., & Steenburgh, T. (2018). "How to project
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customer retention" revisited: The role of duration dependence. Journal of Interactive
Marketing, 43, 1-16. https://doi.org/10.1016/j.intmar.2018.01.002
How it Fits
This paper breaks down the essential factors of retention rates for companies using data
collected through the overall relationship of customers to compare the retention rates of the
employee. Increasing cohort-level retention rates are purely due to cross-sectional heterogeneity,
with individual customers having a constant propensity to churn. Cohort-level retention rates
increase because those customers with high churn propensities drop out early on, leaving an
ever-increasing proportion of customers who have low propensities to churn.
Too Broad/Too Narrow
Any researcher working with data from a business that has a "contractual" relationship
with its customers (e.g., one with a subscription-based business model) will want models for
projecting customer retention (or equivalently, tenure) as part of their toolkit. For example,
estimates of the length of a customer's relationship with the firm lie at the heart of any attempt to
compute customer lifetime value. Our analysis suggests that when the assumption of constant
individual-level propensities to churn is violated in a setting where aggregate retention rates are
increasing, it is most likely that these individual propensities increase with tenure (rather than
decrease, as conventional wisdom would suggest).
How This Will be Used
As the data shows the relationship between overall satisfaction and retention rates, the
article plays a crucial role in comparing the cohort level retention rates between their typical
increases with tenure and the observed initial dip before tenure is offered to the employee,
following the examination of empirical performance data presence the theory of retention and
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staffing by exploring alternative suggestions to conclude with the different implications of the
overall work force.
Description of the Authors
Professor Peter S. Fader is the Frances and Pei-Yuan Chia Professor of Marketing at The
Wharton School of the University of Pennsylvania. His expertise centers around analyzing
behavioral data to understand and forecast customer shopping/purchasing activities. He works
with firms from various industries, such as telecommunications, financial services,
gaming/entertainment, retailing, and pharmaceuticals. Managerial applications focus on
customer relationship management, the lifetime value of the customer, and sales forecasting for
new products.
Furman, E., Diamant, A., & Kristal, M. (2021). Customer acquisition and retention: A fluid
approach for staffing. Production and Operations Management, 30(11), 4236-4257.
https://doi.org/10.1111/poms.13520
How it Fits
The article opens the dialog that as the employer focuses on employee retention, there
would be no employee without first capturing the customer's repeat business. Their model
confirms that acquisition and retention efforts are linked to find empirical studies through the
streams of revenue and clients relationship through the firm.
Too Broad/Too Narrow
We investigate the trade-off between acquisition and retention efforts when customers are
sensitive to their service quality and whether they get timely access to a company's resources
when requested. We model the problem as a multi-class queueing network with new and
returning customers, time-dependent arrivals, and abandonment. We derive its fluid
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approximation, a system of ordinary linear differential equations with continuous, piecewise,
smooth, right-hand sides. Based on the fluid model, we propose a novel approach to determine
optimal stationary staffing levels for new and returning customer queues in anticipation of future
time-varying dynamics. Using system accessibility as a proxy for service quality and staffing
levels as a proxy for investment, we demonstrate how to apply our approach to two families of
time-varying arrival functions motivated by real-world applications: an advertising campaign and
a clinical setting.
How This Will be Used
Evaluating the effectiveness of their data allows the literature review to realign how the
performance-based study interacts with the approach through staffing levels that better balance
the overall acquisition and retention efforts. Through this wide range of parameters and
functions, the objective here identifies that new and returning customers are adequately served
while allowing the employees to benefit from the same repeat customer base. This, in turn,
allows the company to enjoy a higher retention rate through staffing the right people to interact
with the market and customers to provide administrative services.
Description of the Authors
Eugene Furman was born in Kyiv, Ukraine, in 1959. He obtained his B.S. in computer
engineering from Lehigh University in 1980, M.S. in electrical engineering in 1986, and Ph.D. in
solid-state science in 1987. Over the years, he has worked at Allied Signal Corporate R & D
Center, Clemson, University of Illinois, and Oak Ridge National Laboratory, and he is currently
deployed as a research associate at Penn State University. His research interests include
ferroelectrics, microwave dielectrics, nanocomposites, and computer modeling.
Kester, K. M., Lindsay, M., & Granger, B. (2020). Development and evaluation of a prospective
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staffing model to improve retention. Journal of Nursing Management, 28(2), 425-432.
https://doi.org/10.1111/jonm.12945
How it Fits
The research conducted in this article evaluates the perspective of staffing to improve the
overall retention rates for all different styles of careers. Each job sector creates its problems
when it comes to retaining its employees. This data focuses on the quality of life for the worker
while creating a product that can be delivered to retain the nurses within the hospitals to prevent
the disastrous effects of a high turnover rate.
Too Broad/Too Narrow
To improve predictability and accuracy of hiring using historical staffing data, quality
improvement and workforce engagement. Used retrospective, secondary data analysis to develop
a Prospective Staffing Model and conduct a five-year longitudinal evaluation of the
implementation of the model in a convenience sample at a quaternary academic Cardiothoracic
Intensive Care Unit. We used a team-based, quality improvement approach to restructure
recruitment and hiring strategies, standardize new graduate nurse orientation and implement
AACN Healthy Work Environment standards.
How This Will be Used
The data allows the literature review to shift the thought process from an employee
problem to a more centralized employer problem. This article shows that money is not why
people stay or leave but how they are treated through their daily duties. The idea of being about
to prevent a high turnover rate allows the company to save money while meeting the employees'
satisfaction and preceptor readiness demands. Each method of understanding the needs and
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wants of the employees allows the company and the employee to buy into a dedicated workforce
that will provide higher quality products for many years.
Description of the Authors
Kelly Kester is a Clinical Operations Director for Heart services at Duke University
Hospital in Durham, North Carolina. She is responsible for 300 full-time equivalents and
operations of intensive care units, invasive cardiac labs, and patient response programs. She is
currently in a Doctor of Nursing Practice program at Duke University and is interested in R.N.
staffing models and healthy work environments.
Moon, K. (2018). Examining the relationships between diversity and work behaviors in U.S.
federal agencies: Does inclusive management make a difference? Review of Public
Personnel Administration, 38(2), 218-247. https://doi.org/10.1177/0734371X16660157
How it Fits
The discussion cannot occur with retention and staffing without addressing the focus shift
to employers creating a more diverse workforce. The first step to building a more diverse
workforce is hiring employees from different backgrounds. Companies should not mistake
tokenism for diversity, where they hire a single person from one group while all of their other
employees are from another group. This strategy is unhelpful and comes across as shallow, and
likely will lead to disgruntled employees.
Too Broad/Too Narrow
Workforce diversity has been depicted as a double-edged sword that leads to positive and
negative work-related outcomes. As a result, the critical issue in diversity research is concerned
with enhancing the benefits and reducing the detriments of heterogeneity within organizations on
work behaviors. By combining theories on diversity and inclusiveness, this article examines
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inclusive management at the federal subagency level as a moderator of the relationships between
demographic diversity (gender and race) and work behaviors (innovative and turnover behavior).
How This Will be Used
Combining the data collected and discussed allows one to dive further into how the
retention and staffing rates play a role in how well the company is diverse through its customers
and employees. Being diverse in the workplace is not detrimental to the overall success but
rather encourages different trains of thought through employees and management. The problem
arises when diversity becomes more important than the skills, knowledge, and ability of the hired
employee.
Description of the Authors
Kuk-Kyoung Moon received his Ph.D. in public administration and policy from the
University of Georgia. His research interests include leadership, diversity management,
organizational performance, and human resource management in the public sector.
Pahos, N., & Galanaki, E. (2019). Staffing practices and employee performance: The role of
age. Evidence-Based HRM: A Global Forum for Empirical Scholarship, 7(1), 93-112.
https://doi.org/10.1108/EBHRM-01-2018-0007
How it Fits
The data creates the perspective that asymmetry in hiring the right employees for the
position within the company is crucial but comes at a cost. The employee's overall satisfaction is
not the main issue for employers to worry about when retaining their departments; the other
factors are outside influences and the age of their staff. Staffing practices affect the employee's
age by moderating the relations between staffing and overall performance. As organizations are
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urged to invest in recruitment and selection practices, the implementation focuses on appealing
to a pool of candidates that can seamlessly replace the aging workforce.
Too Broad/Too Narrow
Purpose Staffing is a tool employers use to decrease information asymmetry when hiring
employees. However, how staffing effectiveness evolves according to employee demographic
characteristics has not been thoroughly elucidated. The main effects of staffing practices on
employee performance are age and the moderating effects of age on the relationship between
staffing practices and employee performance. The results show significant positive effects of
staffing and age on employee performance and a negative moderating effect of age on the
abovementioned relationship. Practical implications The organizations are urged to invest in
recruitment and selection practices and implement focused practices that appeal to an aging
workforce.
How This Will be Used
The paper complied data that looks at the different factors that play a role in the
employee retention rate. Retention and staffing issues are not as black and white as one may
assume but understanding the factors that could determine the level of retention a company
endures comes down to how they handle the influences that encourage the employee to leave and
stay with the company.
Description of the Authors
Nikolaos Paphos is a Lecturer in Innovation Management at the T.U. Delft. He holds a
Ph.D. from the Department of Marketing & Communication of the Athens University of
Economics and Business (AUEB). His research interests move around Innovation and Human
Resource Management, and his doctoral thesis focused on implementing High-Performance
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Work Systems for the successful management of an aging workforce. He has published in the
"Work, Aging and Retirement" and in the "Evidence-based HRM a global forum for empirical
scholarship" journals, and at this moment, he has papers under review in highly ranked academic
journals. In addition, he is the author of a chapter in the collective volume in honor of Professor
Nancy Papalexandris.
Plank, D., MS. (2019). Creative staffing models for recruitment and retention challenges. AORN
Journal, 109(5), 568-571. https://doi.org/10.1002/aorn.12670
How it Fits
The paper addresses the staffing challenge commonly faced by multiple employers with
employee and customer satisfaction challenges. Creating different methods of addressing the
issue to meet the needs and demands of the employees shows the organization listens to what
will retain the employees the longest. Although there is no perfect formula to answer the staffing
versus retention rate debate, the solutions could point to a positive solution for each employee
and employer.
Too Broad/Too Narrow
The leaders of the companies are tasked with addressing recruitment and retention
problems while also finding cost savings and quality improvement, and these challenges can
seem overwhelming. The most significant causes of dissatisfaction among different job
workforces are on-call obligations. It is disruptive to the work-life balance employees seek, and
its uncertainty and inconsistency are frustrating for everyone involved. Indicates the process is
working well and that retention, overall satisfaction, and customer results have all increased or
improved.
How This Will be Used
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Allowing the literature review to address the work-life balance the employee has to deal
with while pointing out the shortfalls of staffing and retention rates opens up the dialog into how
employers combat these ongoing issues. There are many theories to end the staffing and retention
rates by when the individual has the power to shift their career when they desire. This requires
the employer to work overtime to ensure the best employees are kept so the company can enjoy a
higher profit margin.
Description of the Authors
David Plank was the Executive Director of PACE for 11 years and has recently retired,
serving as a Senior Advisor to PACE. Before joining PACE in January 2007, David N. Plank was
a Professor at Michigan State University, where he founded and directed the Education Policy
Center. He was previously on the faculties at the University of Pittsburgh and at the University of
Texas at Dallas, where he taught courses and conducted research in education finance and policy.
He received his Ph.D. from the University of Chicago in 1983. Plank is the author or editor of six
books, including the AERA Handbook of Education Policy Research. He has published widely in
several fields, including the economics of education, history of education, and educational
policy.
Wierckx, P. J. (2020). The retention rate IDusion: Understanding the relationship between
retention rates and the strength of subscription-based businesses. The Journal of Applied
Business and Economics, 22(14), 104-114.
How it Fits
Retention and staffing fall into one another on how the company meets the demands of
the customer-centric metrics that they use to be successful in their specific market. There is a
relationship between how retention rates and the strength of a business work successfully
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together. This relationship builds on a business model mindset that allows the company to
expand its customer base and retention rates of its employees. As the company concentrates on
its overall customer experience, its employees will be more likely to benefit from a prosperous
career resulting in staying with the company for years to come.
Too Broad/Too Narrow
This paper discusses five crucial pitfalls when using customer-centric metrics and offers
suggestions for adjustment to these metrics to make them more useful for various stakeholders.
The research conducted introduces an innovative framework that uses multiple customer-centric
metrics to assess the strength of a subscription-based business model.
How This Will be Used
The data used in this research will allow the literature review to shift focus on the pitfalls
of the staffing and retention rates when implemented wrong. These methods are not always
successful if not applied to meet the mission and vision of the company. Nothing worst can occur
for a company than having a low retention rate and a mediocre customer base; both will result in
revenue loss.
Description of the Authors
Patrick Wierckx is a Former Head of Equities and currently working as a Senior Portfolio
Manager running a long-term equity portfolio. In writing a book on Long Term Business Models
and Demand Sided Moats. Life-Long Learning / Knowledge is the compound interest of
Curiosity.
Winters, N. (2019). The relationship between personality characteristics, tenure, and intent to
leave among emergency nurses. Journal of Emergency Nursing, 45(3), 265-272.
https://doi.org/10.1016/j.jen.2018.08.005
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How it Fits
To fix the problem of retention and staffing, the companies need to understand the why.
Once the why is figured out, the employer would be able to shift focus and create a plan to retain
as many employees as possible. There are cons to retaining too many people within the
workforce, including poor performance and lackluster interactions with customers; management
within the company has to have a good performance review on employees and employers to
ensure that no one is confused at the end of a period on where they stand.
Too Broad/Too Narrow
Employee turnover rates are high in the United States. Little is known about the role of
personality characteristics in the turnover decisions of employees over other employees who
choose to stay. Intent to leave is often measured to determine the likelihood of turnover versus
retention of employees. This study examines the relationship between personality characteristics,
employment tenure, and intent to leave among a specific employee base.
How This Will be Used
Allowing to showcase that employees have a work environment is stressful, and the pace
is extraordinarily fast. This crowded, fast-paced, stressful, constantly revolving environment
causes stress, burnout, emotional exhaustion, and job dissatisfaction Turnover decisions in the
literature are typically measured by investigating individuals' "intent to leave" or "intent to stay,"
12,13 with these intentions strongly predicting actual turnover primary research across job types
is imperative regarding the better understanding of turnover. Findings from this study provide
direction for future research concerning personality characteristics and the relationship with
other organizational factors and outcomes. Also, the characteristic personality data collected
from emergency nurses throughout the U.S. could enhance the prediction of the emergency nurse
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and might provide administrators with details of essential characteristics to foster that may have
a positive effect on retention.
Description of the Authors
Nancy Winters, Ph.D. achieved her Doctorate in Philosophy at Adelphi University as well
as her Masters's degree from Stony Brook University. She is currently the Assistant Professor of
Nursing at Farmingdale State College. She was also residing as the clinical instructor at Suffolk
County Community College.
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References
Arslan, M., & Roudaki, J. (2019). Examining the role of employee engagement in the
relationship between organizational cynicism and employee performance. International
Journal of Sociology and Social Policy, 39(1/2), 118-137. https://doi.org/10.1108/IJSSP-
06-2018-0087
Fader, P. S., Hardie, B. G. S., Liu, Y., Davin, J., & Steenburgh, T. (2018). "How to project
customer retention" revisited: The role of duration dependence. Journal of Interactive
Marketing, 43, 1-16. https://doi.org/10.1016/j.intmar.2018.01.002
Furman, E., Diamant, A., & Kristal, M. (2021). Customer acquisition and retention: A fluid
approach for staffing. Production and Operations Management, 30(11), 4236-4257.
https://doi.org/10.1111/poms.13520
Kester, K. M., Lindsay, M., & Granger, B. (2020). Development and evaluation of a prospective
staffing model to improve retention. Journal of Nursing Management, 28(2), 425-432.
https://doi.org/10.1111/jonm.12945
Moon, K. (2018). Examining the relationships between diversity and work behaviors in U.S.
federal agencies: Does inclusive management make a difference? Review of Public
Personnel Administration, 38(2), 218-247. https://doi.org/10.1177/0734371X16660157
Pahos, N., & Galanaki, E. (2019). Staffing practices and employee performance: The role of
age. Evidence-Based HRM: A Global Forum for Empirical Scholarship, 7(1), 93-112.
https://doi.org/10.1108/EBHRM-01-2018-0007
Plank, D., MS. (2019). Creative staffing models for recruitment and retention challenges. AORN
Journal, 109(5), 568-571. https://doi.org/10.1002/aorn.12670
Wierckx, P. J. (2020). The retention rate IDusion: Understanding the relationship between
17
BUSI643 ANNOTATED BIBLIOGRAPHY
retention rates and the strength of subscription-based businesses. The Journal of Applied
Business and Economics, 22(14), 104-114.
Winters, N. (2019). The relationship between personality characteristics, tenure, and intent to
leave among emergency nurses. Journal of Emergency Nursing, 45(3), 265-272.
https://doi.org/10.1016/j.jen.2018.08.005
