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This research examines teacher autonomy and its importance for retention in England. Retaining more teachers is crucial for the education system when there are not enough teachers coming into the profession to meet the growing need from rising pupil numbers. The proportion of working-age teachers leaving the profession has risen from 5.8 per cent in 2011 to 8.3 per cent in 2018. Unmanageable workload and low job satisfaction are significant factors determining teachers' decision to stay in the profession or leave. Teachers' autonomy over their professional development goal-setting is particularly low, and is the most associated with higher job satisfaction. Increasing teachers' autonomy, particularly over their professional development goals, therefore has great potential for improving teacher job satisfaction and retention.

Key findings show: (1) teachers are 16 percentage points less likely than similar professionals to report having 'a lot' of influence over how they do their job; (2) 38 per cent of teachers say that they have 'a little' or 'no' influence over their professional development goals; (3) teacher autonomy is lower among early career teachers and higher among senior leaders; (4) teacher autonomy is strongly associated with improved job satisfaction and a greater intention to stay in teaching; and (5) increasing teachers' reported influence over their professional development (PD) goals from 'some' to 'a lot' is associated with a nine-percentage-point increase in intention to stay in teaching.

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The present paper investigates which organizational factors determine job satisfaction and turnover of young adults in the Netherlands. Factors included are organizational quality, relations with the supervisor and the co-workers, and socialization tactics. These variables are expected to affect job clarity (absence of ambiguity, and absence of role conflict) and experienced fit between the current job and interests, previous work experiences and vocational training. These, in turn, should affect job satisfaction. Turnover, as measured retrospectively after one year, should be influenced by job satisfaction.

The sample consists of 234 young people of 19.7 years old, having worked in their first full-time job for about six months. Using LISREL-analysis, [the authors] investigate the effects of the organizational variables, fit and clarity on satisfaction. The results indicate that [the authors'] hypotheses are generally tenable. However, the effect between organizational quality and job clarity is negative, and not, as expected, positive. Furthermore, [the authors] present a discrete-time event history-analysis investigating the effects of all aforementioned variables on the actual turnover behavior. The results indicate that turnover of young adults can only to a very small degree be explained by organizational factors, job satisfaction, fit and job clarity.

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Although the adverse labor market effects of economic recessions have been well documented, a notable omission in the literature is how recessions impact workers' job match quality. This paper considers the short and longer-term losses in productivity associated with the job changing brought in train by the two most recent recessions. Changes in match quality are the mechanism, with dislocated workers being reemployed in jobs for which they are more mismatched. Using monthly data from the 1979 and 1997 cohorts of the National Longitudinal Survey of Youth and the Current Population Survey (CPS), we document direct changes in occupational match quality and the associated changes in wages. We first investigate how workers' match qualities change over the lifecycle and report that the total amount of mismatch averaged over all workers of the younger cohort actually decreased through time. For the older cohort, we then explore the role of age, education, gender, and occupational task groups. Economic recessions are shown to disproportionately harm the match quality of mid-aged workers versus that of young workers; to have more serious consequences for the match quality of men than women, especially highly educated men; and lead to occupational polarization, thereby amplifying the skill mismatch of mid-aged workers.

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In India the [business process outsourcing] BPO sector is one of the fastest growing sectors contributing [a] major share to [the] Gross Domestic Product. Factors such as economy of scale, cost advantage and superior competency have all lead to the growth of the BPO industry in India. The BPO boom in India can be credited to cheap labour cost and [a] huge talent pool of skilled, English speaking professionals. The report of [National Association of Software and Services Companies] NASSCOM has revealed that the geographic location and investor friendly tax structure in India [have made it a successful and popular sector]. This poses a great challenge for human resource professionals to retain the talented and skilled workforce and maintain consistency in performance. [Human resource managers have] been facing various problems in general, [including] retaining quality staff.

The present paper [delves] into identifying the various factors that lead to employee attrition and explaining the importance of sound organizational policies.

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This article assesses the effect of computer-based technologies on employment in Australia. We find that: (1) The total amount of work available in Australia has not decreased following the introduction of computer-based technologies; and (2) The pace of structural change and job turnover in the Australian labour market has not accelerated with the increasing application of computer-based technologies. Furthermore, a review of recent studies that claim computer-based technologies may be about to cause widespread job destruction establishes several major flaws with these predictions. We provide an historical perspective that reveals fear of the consequences of technology for the labour market has been a recurring phenomenon. Our suggested explanation for why techno-phobia has such a grip on popular imagination is a human bias to believe that 'we live in special times'.

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While the [Coronavirus Disease 2029] COVID-19 pandemic somewhat eased the teacher supply challenge in the short term in England, a resurgence in the wider labour market since pandemic restrictions began lifting in 2021 means the pressure on teacher supply witnessed before the pandemic has resumed. Improving teachers' pay and working conditions to make it an attractive and rewarding graduate career choice should be a policy priority once again. The aim of the National Foundation for Educational Research's (NFER) annual series of Teacher Labour Market reports, funded by the Nuffield Foundation, is to monitor the progress the school system in England is making towards meeting the teacher supply challenge by measuring the key indicators and trends of teacher supply and working conditions. This report assesses the state of teacher supply as the pandemic's immediate impacts recede, as well as outlining the impacts of the pandemic on teachers' working lives.

In this report, we present data from the Universities and Colleges Admissions Service (UCAS) on postgraduate initial teacher training (ITT) applications to assess the impact of the resurgent wider labour market on interest in entering teaching. We also explore the latest retention trends and present new insights from an NFER survey of school leaders, conducted in autumn 2021, on their experiences of recruitment and retention during the pandemic. Within this teacher supply context, we assess the Department for Education's (DfE) proposals on teacher pay for 2022 and 2023. We also present insights on teachers' workload and well-being throughout the pandemic, using data from the Labour Force Survey (LFS) and Annual Population Survey (APS). Crucially, using these household surveys means that we can compare the workload and well-being of teachers with similar individuals in other professions. Further details about the data sources used and definitions is in a separate methodology appendix.

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The U.S. Coast Guard aims to attract, recruit, and retain a workforce from all segments of American society. Currently, however, women leave the active-duty Coast Guard at higher rates than men. This report documents the results of a mixed-methods study designed to help identify the root causes of female attrition in the active-duty Coast Guard. The study conducted a statistical analysis of Coast Guard personnel data to examine gender differences in retention trends and whether certain career and personnel characteristics could help explain the gender gap in retention. The study also conducted 164 focus groups with 1,010 active-duty Coast Guard women to better understand potential barriers to female retention; 27 focus groups with 127 active-duty men were also conducted to help identify retention factors that resonate with both men and women and those factors that may be unique to women. Based on the study findings, the report provides recommendations to help mitigate identified barriers and improve female retention within the Coast Guard.

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Attracting and retaining [chief executive officers] CEOs and senior staff is a major issue for rural, remote and Indigenous councils (RRI councils). Even when they are able to attract these staff, there is uncertainty as to how to retain their skills in the midst of high staff turnover. This research examines options available to RRI councils to improve their prospects of attracting high quality CEOs and senior staff to their organisations and how to retain them. It responds to a national survey of RRI CEOs undertaken by the Australian Centre of Excellence for Local Government (ACELG) and the Queensland division of Local Government Managers Australia (LGMA) in 2012, which identified this as a major issue.

The research involved a review of previous research undertaken relating to the attraction and retention of staff in RRI areas in industries other than local government. It also examined previous research into the attraction and retention of CEOs and senior staff in local government (not just RRI councils). Detailed interviews were undertaken with 25 RRI CEOs and other local government stakeholders (e.g. LGMA, local government associations, local government departments, and some specialist local government recruitment agencies) in those states and territories with RRI councils.

The key issues identified by the research were that: not all RRI councils are the same, many facing different challenges depending on their location; attracting staff to remote regions is not just a local government issue but is a challenge for many industries; working in RRI communities can be a very rewarding experience; one of the most important elements of a salary package to attract CEOs and senior staff to RRI councils is good quality housing; the retention of CEOs is strongly linked to a successful mayor/CEO relationship and job satisfaction; and there is a lack of positive structured performance management of CEOs and senior staff.

The findings are contained within two volumes. The research report focuses on the research and detailed elements of attracting and retaining senior staff to RRI councils. The report is supplemented by a practical ‘how to guide’, which has been specifically prepared for mayors and councillors to provide them with tools to improve recruitment practices, increase retention rates and better manage performance planning for CEOs and senior staff at RRI councils.

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We design, pilot, and field a new survey of occupational skills in Peru, to investigate human capital differences between poor and rich countries. Though the average skill level is comparable, Peruvian jobs have markedly more uniform skill profiles than jobs in the US. However, matching frictions are no more severe than in the US, and recruiting technology is largely equivalent as well. A model with complementarities in production offers a plausible explanation. Uncertainty about labor availability, more pronounced in poor countries' turbulent labor markets, destabilizes production. This generates an endogenous labor demand preference for unspecialized workers.

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This report on how to improve recruitment and retention of youth in the construction industry in the Greater Toronto Area (GTA) shows there is a high level of job satisfaction among workers, but significant challenges still remain. The research was commissioned by the Residential Construction Council of Ontario (RESCON), with support from the Ontario government. Job Talks, a firm specializing in work-related research, conducted an online survey of 412 skilled trades workers. The primary objective of this study was to explore ideas for improving retention and recruitment of employees in the residential construction and related infrastructure trades in the GTA. The report aims to: inform those in the industry on what keeps skilled trades workers in their jobs for long periods of time; identify reasons why skilled trade workers leave; and make recommendations to both expand successful retention practices and eliminate or reduce issues which result in or increase industry turnover.

Key findings are that: (1) 73 per cent of workers were influenced by family or friends to enter the construction industry; (2) only 8 per cent of workers were positively influenced by a guidance counsellor; (3) 80 per cent of workers prepared for the job through the help of industry mentors; (4) 65% of workers would strongly recommend their job to a young person; (5) the most satisfied workers tend to be over age 36, are married, and are homeowners; (6) millennials (ages 25 to 35) are the least satisfied group and the most likely to leave the industry; (7) electricians feel less connected to others in the industry than all other categories; (8) designers and planners feel less accomplished in their work than all other categories; (9) 69 per cent of respondents believe that there is a shortage of workers in their field; (10) 96 per cent attribute shortages to stigma and negative parental influence; (11) 88 per cent believe that the trades are seen as too tough and hands-on for most people; and (12) 70 per cent of workers believe that people lack knowledge about the trades.

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