Guiding employees through the COVID‐19 pandemic: An exploration of the impact of transparent communication and change appraisals

Against the backdrop of the COVID‐19 pandemic and drawing on literature from change management, internal communication and cognitive appraisal theory, this study provided accounts of how transparent communication during organizational change affects employees' cognitive appraisals of the change, behavioural reactions to the change, and subsequently, turnover intentions. Our findings of 414 full‐time US employees revealed that transparent internal communication is positively related to employees' challenge appraisal of the change, which, in turn, is related to change compliance and championing. In addition, transparent communication is negatively associated with threat appraisal of the change, which in turn is connected to lower change compliance. Further, employees' turnover intention was negatively associated with their compliance and championing for the change. This study has made several contributions to internal communication scholarship, appraisal theory and change management literature. We also offer several suggestions to improve communication during organizational change periods. [ FROM AUTHOR] Copyright of Journal of Contingencies & Crisis Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

The great hospitality worker resignation

This study sought to identify and analyze hospitality industry employees' rationale for leaving the industry during the COVID-19 pandemic. This study further explored possible remedies hospitality industry organizations can adopt to rehire employees who decided to leave the industry. A qualitative survey was conducted online using Qualtrics to anonymously collect data from hospitality industry employees who had voluntarily left the industry during the COVID-19 pandemic–a sample that is difficult to recruit for research purposes. The thematic analysis revealed several explanations behind the great exodus from the hospitality industry. Unfortunately, not many incentives for employees' return to the industry were revealed. Practical implications and future research suggestions are discussed. © 2023 Taylor & Francis.

The CUPA-HR 2022 Higher Education Employee Retention Survey: Focus on Supervisors

Higher ed continues to face a retention crisis. Turnover in any role can impact an institution, but turnover in a supervisor role has more far-reaching implications. This report explores higher ed supervisors' likelihood of looking for new employment, their current challenges and working environments, and which job aspects specific to supervisors are associated with their retention. Results from the 2022 CUPA-HR Employee Retention Survey reveal nearly 2 in 5 (36%) supervisors indicated they are likely to look for other employment in the next 12 months. Most supervisors work additional hours beyond full-time, whereas most non-supervisors do not. Further, supervisors absorbed more responsibilities of vacated positions and experienced more increases in job expectations than did non-supervisors after the onset of COVID-19. Supervisors reported their top challenges as filling empty positions and maintaining staff morale. Finally, higher ed supervisors are less likely to look for other employment if they have more support and power to make decisions in their supervisory roles. Specific recommendations for retaining supervisors in higher ed are provided.

Flux in the Educator Labor Market: Acute Staff Shortages and Projected Superintendent Departures. Selected Findings from the Fourth American School District Panel Survey. Data Note: Insights from the American Educator Panels. Research Report. RR-A956-9

Media accounts have described kindergarten through 12th grade teaching staff shortages in 2021-2022 that were severe enough to temporarily close schools for in-person instruction in some areas. Although much has been written about the negative impacts of the coronavirus disease 2019 (COVID-19) pandemic on teachers, less is known about the extent to which the pandemic is taking a toll on other types of educators, including superintendents. To obtain a national picture of the various types of staffing challenges that districts are facing in the 2021-2022 school year, RAND researchers surveyed 359 district and charter network leaders in the American School District Panel (ASDP) between October 25, 2021, and December 10, 2021. The representative survey results confirm that media attention to the severe staffing crunch in schools this school year is well placed, and maybe all the more so if current and future variants of COVID19 infect even more school staff and students. Beyond the serious staffing concerns for this school year are concerns in future years about a fiscal cliff and a potential increase in superintendent turnover. [For the companion report "District Leaders' Concerns about Mental Health and Political Polarization in Schools: Selected Findings from the Fourth American School District Panel Survey. Data Note: Insights from the American Educator Panels. Research Report. RR-A956-8," see ED617354.]

Teacher Shortages during the Pandemic: How California Districts Are Responding

How are California districts handling deepening teacher shortages 18 months into the COVID-19 pandemic? Following up on a March 2021 study, "California Teachers and COVID-19: How the Pandemic Is Impacting the Teacher Workforce" (ED614374), this report describes the severe shortages many districts are experiencing and the strategies some are using to mitigate these shortages. Through a survey of a sample of California superintendents and human resources administrators conducted in August and September 2021, this study investigates the role COVID-19 has had on key aspects of teacher supply and demand, including teacher retirements, resignations, vacancies, and hiring strategies. Leaders from eight of the largest California districts participated in the study. In addition, the study included leaders from four small rural districts because research shows these types of districts often have additional challenges recruiting and retaining teachers. Together, these districts serve nearly 1 in 6 California students.

Restoring Teacher and Principal Well-Being Is an Essential Step for Rebuilding Schools: Findings from the State of the American Teacher and State of the American Principal Surveys. Research Report. RR-A1108-4

Principal and teacher well-being is a matter of immediate concern for principals and teachers themselves and for the students they teach. Stress on the job can negatively affect educators' physical health, and poor teacher wellness and mental health are linked with lower-quality student learning environments and with poorer academic and nonacademic student outcomes. Furthermore, previous research suggests that principals and teachers of color are more likely than their White peers to experience poor well-being and are more likely to leave their jobs. Understanding the relationships among teacher and principal well-being, perceived working conditions, and teachers' and principals' intentions to leave their current position is critical for pandemic recovery and for the long-term health of the principal and teacher workforce. In this report, researchers present selected findings from the 2022 State of the American Teacher (SoT) and State of the American Principal (SoP) surveys. These findings are related to teacher and principal well-being, working conditions, and intentions to leave their jobs. The authors focus specifically on the well-being and working conditions of educators of color. [For technical information about the surveys and analysis in this report, see "State of the American Teacher and State of the American Principal Surveys: 2022 Technical Documentation and Survey Results" (ED621137).]

State of the American Teacher and State of the American Principal Surveys: 2022 Technical Documentation and Survey Results. Research Report. RR-A1108-3

This technical report provides information about the sample, content, and administration of the 2022 State of the American Teacher (SoT) and State of the American Principal (SoP) surveys. The SoT survey was completed by 2,360 American Teacher Panel members, and the SoP survey was completed by 1,540 American School Leader Panel members. The American Life Panel (ALP) companion survey was administered to 500 ALP members in January and February 2022. The report also describes the teacher interview protocols and qualitative methods used for interviews with SoT respondents. The SoT and SoP surveys addressed teachers' and principals' well-being (e.g., job-related stress, depression, burnout), school climate (e.g., physical safety, teacher/principal voice, staff diversity, equity, and inclusion), teachers' and principals' working conditions this school year (e.g., instructional mode, hours worked, coronavirus disease 2019 [COVID-19] mitigation policies, beliefs about the teaching of race, racism, and bias), and teachers' and principals' careers as educators (e.g., preparation, retention, decisions to exit). Teachers were also asked about policies that they believed would be effective for recruiting, hiring, and retaining educators of color. Principals were also asked a series of questions related to their preparation to address political topics in their schools.

State of the Superintendent -- High Job Satisfaction and a Projected Normal Turnover Rate. Selected Findings from the Fifth American School District Panel Survey. Data Note: Insights from the American Educator Panels. Research Report. RR-A956-12

Numerous accounts suggest that public school superintendents are burned out and frustrated by the accumulated stress of steering schools through the coronavirus disease 2019 (COVID-19) pandemic and political polarization, and that they are increasingly at risk of mass attrition. However, despite high stress levels and similarly dire predictions for teachers and principals, there has been a noticeable lack of heightened turnover among teachers and principals thus far throughout the pandemic. These contradictory signals beg the questions: Are superintendents satisfied with their jobs right now, and will they leave at higher-than-normal rates? This analysis suggests that, as of spring 2022, superintendents have positive feelings about their jobs despite the many challenges schools have faced both before and throughout the pandemic, and they do not plan to depart the profession at heightened rates. This is the first of two reports with results from the spring 2022 survey of the American School District Panel (ASDP). [For the companion report, "Districts Continue to Struggle with Staffing, Political Polarization, and Unfinished Instruction: Selected Findings from the Fifth American School District Panel Survey," see ED621840.]

The CUPA-HR 2022 Higher Education Employee Retention Survey: Initial Results

The CUPA-HR Higher Education Employee Retention Survey was piloted in May 2022. The survey was created to better understand the segment of the higher ed workforce that is at risk for leaving their current jobs, why these employees are considering leaving, and what higher ed institutions can implement to increase retention and improve the higher ed workplace. The survey was targeted to all higher ed employees who are not faculty -- administrators, professionals, and non-exempt staff. There were 3,815 respondents from 949 institutions. Findings from the survey included: 1) more than half of higher ed employees are at least somewhat likely to look for other employment in the next year, mostly because they desire a pay increase, 2) higher ed institutions are not providing the remote work opportunities and flexibility that employees want, 3) employees are working longer hours and taking on more responsibilities since the COVID-19 pandemic started, 4) employees are dissatisfied with opportunities for career development and advancement, recognition for their work, and parental leave and dependent care policies. Recommendations for increasing retention include remedying these areas of dissatisfaction wherever possible.

Holistic human resource management as a tool for the intergenerational cooperation and sustainable business

As for human resources, the period before the COVID-19 pandemic can be characterized as relatively stable with a low unemployment rate, while stereotyping in the employment of different age groups subsided. With the arrival of COVID-19, organizations have begun to lay off employees 50+, the employee turnover has increased, the demands of employees and organizations have changed, and the scissors in the number of wages and salaries for both sexes and most positions are widening. Against the background of this recent research, the main objective of our study is to identify access of organizations to implementation of age management (precisely measures supporting employees' cooperation and knowledge transfer). Data were obtained using standardized (n = 183) and qualitative research (n = 5) implemented in the second half of 2020 in agricultural and forestry Czech organizations and were evaluated using multidimensional and descriptive statistics. The results have shown that leaders in Czech organizations, due to financial problems of organizations, employee illness, insufficiently skilled workforce, have begun to take unsystematic steps leading to the destabilization of teams, the demotivation of employees. They have stopped paying attention to sustainable human resource management (SHRM), which is necessary for sustainable business. The factors identified using a factor analysis include the group of organizations according to their behavior similarity when organizations primarily focus on HR marketing, the stabilization of the internal environment or performance management, and the acquisition of qualified employees. The results of this study are limited to the researched sample of Czech companies. [ FROM AUTHOR] Copyright of Agricultural Economics / Zemedelska Ekonomika is the property of Czech Academy of Agricultural Sciences (CAAS) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Moving on: how to give notice with grace and not burn your bridges: The pandemic has prompted many nurses to rethink their career plans. Here's how to execute a career move well

Do you want to resign? If so, you're not alone. According to tech giant Microsoft, 40% of the global workforce across all industries has thought about quitting this year. The pandemic, it seems, has encouraged many of us to consider a change of direction. [ FROM AUTHOR] Copyright of Nursing Management - UK is the property of RNCi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

The K-12 Pandemic Budget and Staffing Crises Have Not Panned Out - Yet: Selected Findings from the Third American School District Panel Survey. Data Note: Insights from the American Educator Panels. Research Report. RR-A956-3

This report presents school district leaders' views about staff turnover, hiring, and districts' financial outlooks at the end of the 2020-2021 school year. Based on the survey responses of 292 district leaders from the American School District Panel (ASDP), the authors found that teacher and principal turnover had not increased substantially beyond pre-pandemic rates in most districts. They also found that a majority of school districts have increased or are trying to increase their number of staff--especially for substitute teachers and mental health staff--for the 2021-2022 school year. District leaders also reported budget concerns. Four in ten district leaders anticipate a fiscal cliff around the time coronavirus disease 2019 (COVID-19) federal aid expires in September 2024, and over half of the districts that anticipate a funding increase from federal stimulus funds are concerned about their ability to spend the money, even though virtually all district leaders said that they have some level of discretion in how to spend those funds. Although districts' reported impacts have not led to much-feared budget and staffing crises for their school districts, these survey findings suggest systemic problems that could outlast the COVID-19 pandemic. [For a related report, "Technical Documentation for the Third American School District Panel Survey. Research Report. RR-A956-6," see ED615291.]