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Employee retention and managing employee turnover
Employee retention and managing employee turnover
Employee retention theory
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COMMUNICATION PLAN: VOLUNTARY TURNOVER
Bharat Balaji
Sullivan University
Introduction
Turnover is defined as an employee leaving an organization for any number of reasons. However, different types of turnover have different implications for organizations. Therefore, the article begins with the brief overview of a turnover typology. Turnover can be Voluntary or Involuntary. And if we further look into it Voluntary turnover can be further subdivided into Functional turnover or dysfunctional turnover.
A healthy organization will be one which has a low voluntary turnover. A higher turnover indicates a higher dissatisfaction within the organization. The importance of employee turnover control depends on many factors, including the
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As an employee stays with the company longer his/her yearly pay must be increased eventually. While you can hire an entry level applicant with lower wages if the employee chooses to vacate his position. Depending on how quickly an entry level applicant can pick up the work or how quickly they can be trained, this can save the company costs. Another positive to this is if the employee is a poor performer, voluntary turnover will be a service to the company as it can replace them with a better candidate. Another point to note is depending on the location of the company and the availability of applicants and the complexity of the job profile, if there is a surplus in labor supply, voluntary turnover will not affect the company in anyway except in the fact that the company will have to go through the process of hiring which can be construed as a nuisance or waste of time. But if it saves the company cost in the way of replacing a higher paid employee with a lower paid entry level employee, it is a …show more content…
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Allen, D. G. (2008). Retaining talent: A guide to analyzing and managing employee turnover. SHRM Foundation Effective Practice Guidelines Series, 1-43.
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Eberly, M. B., Holtom, B. C., Lee, T. W., & Mitchell, T. R. (2009). Control voluntary turnover by understanding its causes. Handbook of principles of organizational behavior, 123.
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[Author removed at request of original publisher]. (2016, March 22). Human Resource Management - The Costs of Turnover. Retrieved August 28, 2017, from
With the high rate of turnover, we would need to find a way to lower that and make sure the employees are feeling like they are valuable members of the business. I predict that I would find out that the employees don’t feel that they are treated well enough and getting rewarded for their liking. I think that they feel undervalued and disrespected and that causes the high turnover. I would recommend to the executives that they sit down and meet with their employees and figure out ways to better the relationship between management and the
This case study was about the president of Bubba Gump Shrimp Company, a restaurant chain specializing in seafood, whose practice structure and secret to success was to have and maintain minimal management turnover. In fact, his focus on turnover was so successful that he did not have a general manager leave for 3 years, and he has decreased management turnover from 36% to 16% in 2 years. The motivation of an organization’s employees significantly affects it success. Additionally, employee turnover, absenteeism, and tardiness weaken employee productivity.
Keeping a high turnover rate, companies will continue to lose money until they decide to deal with the issue. Through some adjustments and implementations of the programs to lower turnover rates, the company can see a significant change in their costs and what they might actually save.
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turnover intentions, and performance – Published in Journal of Behavioral Studies in Business Volume 5
... Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991
Employee satisfaction, employee turnover, and workplace environment are inseparably linked. Workplace environments heavily influence employee satisfaction, which directly affects employee turnover rates. When employees feel they are not being supported within their first months of hire, they will inevitably leave the company. Employees want to have the security that if they need assistance, someone will be there to guide them. Therefore, it is imperative for organizations to develop a thorough onboarding program and a long-term retention plan.
...selid, M.A. 1995. ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol 38, pp635-670.
Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.
Voluntary and involuntary turnover have an effect on organizations. Rapid changes in job descriptions, organizational structures, and inter-organizational competitiveness increase the importance of studying turnover and its relationship with organizational change. According to Leana and Van Buren (1999), "the loss of key network members can severely damage an organization 's social fabric and perhaps eradicate its social capital altogether." When businesses lose a high number of employees, problems can occur, costing the company time and money. Some of the costs incurred are associated with training, drug testing, physicals, and orientations to hire replacements that may take several months to learn the job and to achieve competency. There is a saying, “Good help is hard to find---and harder to keep”. This saying refers to good organizations trying to reduce turnover when the competition for retaining good employees is intense.
Because of this, many employees tend to leave when they have found a job with higher pay. This increases the training costs for their employees, as they tend to not stay for too long.
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
working environment, Growth and possibility of growth; work itself, are as antecedents of employee turnover and job satisfaction (Ronra & Chaisawat, 2010). Lee (1988) used Mobley model which could be used effectively in hotel industry and shows different levels of turnover process from initially thinking about quitting as a result of job dissatisfaction to the intention to quit and ultimate employee turnover (Mobley, 1982; Robinson & Beesley, 2010; Tracey & Hinkin, 2008). However, only handful of research has been found in which some statistical relationship between the organizational factors and job outcomes of this sector has been worked out. Overall, the extant literature highlights a strong paucity of research on the antecedents and consequents of high attrition rate in hotel industry in India. It is considered one of the fastest global rising industries, contributing to more than one third of the service business (ILO, 2010 cited in Bharwani, 2012) and a significant impact on the Indian economy, it is important to highlight the organizational factors of hotel industry and its impact on job outcomes of
Employee turnover in organization is one of the main issues that extensively affect the overall performance of a workplace (Tariq, Ramzan and Riaz, 2013). Various studies show that employee turnover negatively affect the overall efficiency at the organization (Tariq, Ramzan and Riaz, 2013). Xiancheng, (2013) mentioned the employee turnover is a method of personal issues who decided to stop associate with the company for better advantage. There are two types of turnover which are voluntary and involuntary turnover. Voluntary turnover can be defined as the termination of the official and the psychological contract between the employee and employer (Krausz, 2002; Macdonald, 1999; Mclean Parks et al, 1999; Rousseau, 1995) while involuntary turnover inescapably lead to direct negative results such as current job is insecurity, work difficulty, and status fluctuation (Gowan and Gatewood, 1997). However, other researchers such as Haven-Tang and Jones, (2012) concluded poor management, lack of salary, bad working environment and paucity of job opportunities could be the highest causes of turnover among organization. This statement was support by Kusluvan et al., (2010) where is they had stated that poor management, low payment of salary, work environment and lack of employees’ job opportunities on the organization will make employee want to quit from their job. Turnover intention situation will appear when labour had feeling that they want to quit from current job, so voluntary and involuntary turnover will become final stage for them as their decision (AlBattat and Mat Som, 2013) but it is different for researchers such as Mosadeghrad, Ferlie and Rosbenberg (2013) when they conclude that employee turno...
673), retention management must be based on three types of turnover, voluntary, discharged, and downsizing. Not all businesses are freighted by turnovers, for some it is the way of life and cost is built into the budget. However, for others any type of high turnover can be detrimental for company profit, employee wage and benefits offered. First, let’s take a look at voluntary and involuntary turnover that affects retention. Voluntary turnovers are caused by many different reasons. Turnover may result from topics such as job dissatisfaction, job mismatching, knowing that job opportunities are plentiful. Two reasons that I will discuss more are micromanagement and employee loyalty. Like stated before in the introduction, when employees are dissatisfied, possibly due to being placed in an area that doesn’t fit with their skill set, one is more likely to seek new employment. Another part of turnover is discharging and downsizing. Discharge is just that, members being discharged due to discipline and job performance. While downsizing turnover is a result of business being overstaffed (Heneman III, Judge, Kammeyer-Mueller, 2015, pg. 675). There are also other reasons for voluntarily employee turnover, such as generation differences when it relates to employment. The current generations are more likely to see a job as one piece in their life puzzle rather than as the first, indispensable anchor piece without