The focus of the study presented herein is an assessment of the relative efficacy of recent Cone Penetration Test (CPT) and small strain shear wave velocity (Vs) based variants of the simplified procedure. Towards this end Receiver Operating Characteristic (ROC) analyses were performed on the CPT- and Vs-based procedures using the field case history databases from which the respective procedures were developed. The ROC analyses show that Factors of Safety (FS) against liquefaction computed using the most recent Vs-based simplified procedure is better able to separate the “liquefaction” from the “no liquefaction” case histories in the Vs liquefaction database than the CPT-based procedure is able to separate the “liquefaction” from the “no liquefaction” case histories in the CPT liquefaction database. However, this finding somewhat contradicts the assessed predictive capabilities of the CPT- and Vs-based procedures as quantified using select, high quality liquefaction case histories from the 20102011 Canterbury, New Zealand, Earthquake Sequence (CES), wherein the CPT-based procedure was found to yield more accurate predictions. The dichotomy of these findings may result from the fact that different liquefaction field case history databases were used in the respective ROC analyses for Vs and CPT, while the same case histories were used to evaluate both the CPT- and Vs-based procedures.
Voluntary turnover has been the subject of scholarly inquiry for more than 100 years and much is understood about the drivers of turnover, and the decision-making processes involved. To date most models of voluntary turnover have assumed a rational and sequential decision process, initiated primarily by dissatisfaction with the job and the perceived availability of alternatives. Operating within a strong predictive research agenda, countless studies have sought to validate, extend and refine these traditional models through the addition of distal antecedents, mediators, moderators, and proximal antecedents of turnover. The net result of this research is a large body of empirical support for a somewhat modest relationship between job dissatisfaction, perceived alternatives, turnover intentions, job search behaviour and actual turnover. Far less scholarly attention has been directed at understanding shock-induced turnover that is not necessarily derived from dissatisfaction. Moreover, almost no consideration has been given to understanding how a significant and commonly experienced extra-organisational shock, such as natural disaster, might impact turnover decision making. Additionally, the dynamic and cumulative impacts of multiple shocks on turnover decision making have to date not been examined by turnover researchers. In addressing these gaps this thesis presents a leaver-centric theory of employee turnover decision making that is grounded in the post-disaster context. Data for the study were collected from in-depth interviews with 31 leavers in four large organisations in Christchurch, New Zealand; an area that experienced a major natural disaster in the form of the Canterbury earthquake sequence. This context provided a unique setting in which to study turnover as the primary shock was followed by a series of smaller shocks, resulting in a period of sustained disruption to the pre-shock status quo. Grounded theory methods are used to develop a typology of leaving which describes four distinct patterns of turnover decision making that follow a significant extra-organisational shock. The proposed typology not only addresses the heterogeneous and complex nature of turnover decision making, but also provides a more nuanced explanation of the turnover process explicating how the choice of decision path followed is influenced by four contextual factors which emerged from the data: (1) pre-shock motivational state; (2) decision difficulty; (3) experienced shock magnitude; and (4) the availability of resources. The research findings address several shortcomings in the extant literature on employee turnover, and offer practical recommendations for managers seeking to retain employees in a post-disaster setting.
