Retaining top talent is a universal concern that is increasingly global. However, the context, meaning, and mechanisms for changing jobs varies around the world. Global Talent Retention: Understanding Employee Turnover Around the World provides the first context-specific global perspective on retaining talent. Although extensive research informs understanding of why employees decide to leave or remain with organizations, the bulk of theory and research adopts a U.S.-centric perspective, problematic because most employees do not work for firms that are U.S.-owned or based. Global Talent Retention addresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars in differing cultural contexts in Africa, Asia, Europe, Latin America, and the Middle East. The chapters represent many of the largest and most dynamic economies in the world, including Bulgaria, China, Denmark, Germany, India, Mexico, South Africa, South Korea, Spain, Turkey, and the UK. Each chapter provides a description of the institutional, legal, and cultural context as it relates to employee mobility, a review of context-specific research leading to a description of how the mechanisms of prominent turnover theories may operate differently in particular contexts, and the implications for research and practice related to employee turnover and retention.

This exploration of what employee turnover is, why it happens, and what it means for companies and employees draws together contemporary and classic theories and research to present a well-rounded perspective on employee retention and turnover. The book uses models such as job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory, as well as highlights cultural differences affecting global differences in turnover. Employee Retention and Turnover contextualises the issue of turnover, its causes and its consequences, before discussing underrepresented antecedents of turnover, key aspects of retention and methods for regulating turnover, and future research directions. Ideal for both academics and advanced students of industrial/organizational psychology, Employee Retention and Turnover is essential for understanding the past, present, and future of turnover and related research.

This exploration of what employee turnover is, why it happens, and what it means for companies and employees draws together contemporary and classic theories and research to present a well-rounded perspective on employee retention and turnover. The book uses models such as job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory, as well as highlights cultural differences affecting global differences in turnover. Employee Retention and Turnover contextualises the issue of turnover, its causes and its consequences, before discussing underrepresented antecedents of turnover, key aspects of retention and methods for regulating turnover, and future research directions. Ideal for both academics and advanced students of industrial/organizational psychology, Employee Retention and Turnover is essential for understanding the past, present, and future of turnover and related research.

Calcium sensitizers are a new class of drug which increases the force of contraction of the heart by increasing the calcium sensitivity of contractile proteins. Their development represents the first major innovation in the treatment of heart failure for over 200 years. Unlike other drugs in this area, they do not increase the intracellular calcium concentration and do not have the side effects associated with that mechanism of action. These drugs offer an exciting alternative approach to the treatment of heart failure, and this volume provides an authoritative overview of the physiology, biochemistry, and clinical issues involved. It will be of interest to pharmacologists, research and clinical cardiologists, and physiologists.

Employee turnover can be expensive, disruptive, and damaging to organizational success. Despite the importance of successfully managing turnover, many retention management efforts are based on misleading or incomplete data, generic best practices that don't translate, or managerial gut instinct at odds with research evidence. This book culminates volumes of academic research on employee turnover into a practical guide to managing retention. Turnover fictions are dispelled and replaced by research-based facts. Keys to diagnosing and managing employee turnover are presented such that you can effectively manage employee retention today. These ideas will be invaluable to you and anyone who cares about the impact of turnover on the organization, including the CEO who is looking at the impact on the bottom line, managers who suffer when their best talent leaves, and human resource professionals whose career success may depend on effectively managing turnover.