Reducing Turnover In The Services Sector

The security services industry has some of the highest level of turnover in any business, but it can be contained. By doing so, youll be able to pay higher wages, recruit top-quality personnel, and further boost the stability of your workforce. Service to clients will improve, and supervising will get easier. In this guide to reducing turnover, the author draws on lessons from the security industry to help senior executives, frontline supervisors and managers, and others boost their leadership abilities to improve employee retention. While the book focuses on the security industry for demonstration purposes, members of any services sector company can apply its lessons to make significant dents in money-losing turnover. The major theme running throughout the book is responsibility fueled by choice: Nobody is a victim of anybody or anything, and if we want to be the best leaders we can be, then we need to make that choiceand follow it up with hard work. Stop the revenue drain. Help first-line leaderswho play the pivotal role in reducing turnoversystematically improve their leadership skills by following the New Leadership model. Develop a retention culture in your company. All this and more in Reducing Turnover in the Services Sector.

The rise to prominence of the service sector - heralded over half a century ago as the great hope for the twenty-first century - has come to fruition. In many cases, employment in the service sector now outnumbers that in manufacturing sectors, and it is accepted that in all developed countries, the service sector is the only one in which employment will grow in future. The reasons for this is the subject of much controversy and debate, the outcomes of which are not merely of academic interest but of decisive importance for economic policy and the quality of working and living conditions in future. In order to examine these various arguments, research teams from eight European countries worked together for three years on a comparative study of the evolution of service sector employment in EU member states. They also investigated working and employment conditions in five very different service industries (banking, retailing, hospitals, IT services and care of the elderly) in a number of countries, and the results of their research are presented in this informative new collection, of interest to students academics and researchers involved in all aspects of industrial economics.

This book addresses the contemporary debate about the 'third way' in European social democracy, by analysing the exemplar case of social democracy - 'the Swedish model' - this book challenges the recent 'third way' perspective. The author argues strongly against the widely held belief that the nature of contemporary capitalist restructuring and globalisation has rendered traditional social democracy obsolete.

The introductory chapter consists of four sections. In Sect. 1. 1 we reveal the c- rent situation in hospitals that is faced by the management. We address the general issue of personnel scheduling in the service industry in Sect. 1. 2. Then we motivate our research by considering physicians as the scheduling object. In particular, we show the complex nature of physician scheduling in a hospital environment. The focus of the research is presented in Sect. 1. 3. Finally, we conclude the chapter by illustrating the outline of the thesis. 1. 1 General Economic Situation in Hospitals The mounting pressure in the health care industry to reduce costs is forcing hos- tals and related facilities to take a closer look at their staf?ng policies (see [111]). A primary dif?culty in reducing personnel costs, the major component of the budget, is the variability in demand and the need to assign staff to ?xed shifts. Furthermore, government run facilities, especially those in the European Union, are seeing their budgets cut in terms of real dollars despite an aging and more acutely ill patient population (e. g. , see [96]). It has been reported that up to a third of the hospitals in Germanyplan a reductionin staff (see [91]). The schedulingprocess is furtherc- plicated by the generally recognized importance of taking individual preferences intoaccount. Moreattractiveschedulespromotejobsatisfaction,increaseproduct- ity,and reduceturnover(cf. [2]). However,withoutimprovedschedulingprocedures that better match supplyto demand,the level of care that theynow providewill soon become unsustainable. 1.

Revenue reforms can contribute to more inclusive, green, and sustainable growth in China. Relative to OECD economies, fiscal policy in China is less redistributive. Options for promoting more inclusive growth include improving the progressivity of labor taxes (individual income tax and social security contributions), introducing a recurrent property tax, and finishing the transition to a comprehensive value-added tax. Higher environmental taxes, meanwhile, would promote more environment-friendly economy. These reforms could also significantly boost revenue, potentially by as much as 61⁄2 percent of GDP. Such increases in revenue could help reduce the deficit, finance priority social and infrastructure spending, and offset cuts in other taxes. We illustrate how these revenue reforms could be part of a comprehensive fiscal package that achieves the needed consolidation in the (augmented) deficit and foster higher quality growth.