Essay Example on Causes and Influencing Factors for Turnover

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Turnover arises from the sadness from job place for individual employee But just being unhappy is not only cause people leave job for another company If the aptitude knowledge and skills they have are in command they may be hired by higher quantity of salary better benefits or better job growth It is important to know the difference between human resources who leave the job for the reason that being unhappy or other reasons There are number of factor that contributes to employee turnover We explore some of these factors in more detail below i The economy One of the majority common reasons known for leaving the job is the availability of advanced paying jobs Some minimum wage workers reported for leaving one job to another that pays only 50 cents an hour more

Obviously in a better economy the availability of alternative jobs plays a role in turnover but this tends to be showy in exit interviews ii The characteristics of the job A number of jobs are essentially more eye catching A job s attractiveness will be affected by many characteristics including its repetitiveness challenges danger perceived importance and capacity to draw out a sense of achievement iii Demographics Experimental studies have demonstrated that turnover is associated in particular situations with demographic and biographical characteristics of workers iv The person There is some factors specific to the individual that can influence turnover rates These include both personal and trait based factors Personal factors include things such as changes in family situation a desire to learn a new skill or trade or an unwanted job offer In addition to these personal factors there are also trait based or behavior features that are associated with turnover V Employee s skills and the job Those workers who are hired and placed that is too difficult and whose skills are not been utilized may be disheartened and leave or quit the job Employee enjoys doing work where they feel happy and where their skills are being recognized rather than the salary only vi Substandard equipment tools or facilities If the working place is not in good condition or not in standard which is lack of important facilities such as proper lighting restrooms canteen furniture health and safety employees will not be willing to work for incontinence for long time vii 



Lack of opportunity for advancement or growth The job for the employees must be opportunity to grow higher and have advancement for the growth this should be explained before hiring so as not to mislead the Employees The job should be described precisely without raising false hopes for growth and advancement in the position viii Feelings of not being appreciated since employees generally want to do a good job they also want to be appreciated and recognized for their works Even the most employee needs to be told what he or she is doing right once in a while ix Inadequate or lackluster supervision and training Employees need guidance and direction New employees may need extra help in learning an unfamiliar job Similarly the absence of a training program may cause workers to fall behind in their level of performance and feel that their abilities are lacking x Unequal or substandard wage structures Inequity in pay structures or low pay is great causes of dissatisfaction and can drive some employees to quit Again a new worker may wonder why the person next to him is receiving a higher wage for what is perceived to be the same work xi 



The job did not meet expectations It has become all too common for a job to significantly vary from the initial description and what was promised during the interviewing stage When this happens it can lead to mistrust The employee starts to think What else are they not being truthful about When trust is missing there can be no real employee ownership xii Managerial factors Employee turnover is caused by the instability in the management of an organization Employees are more inclined to stay and work when the organization is stable and friendly working environment Bergmann and Scarpello 2001 The obligation of a quantitative approach to managing the employees has led to disillusionment of employee and so it directs to turnover Because of this managers should not apply the quantitative approach in supervising their employees Dress and Shaw 2001 Approving a cost oriented approach to employee costs increases employee turnover Liu Liu and Li 2006 If managers take steps to cut the employee turnover it is essential to avoid all these approaches Dobbs 2001 Organizations could eventually reduce in size turnover unless organization has performed as well balanced communication system between managers and workers Griffeth and Hom 2001 xiii Fringe benefit A fringe benefit is a meandering incentive contracted to an employee or a group of employees as a part of executive membership which has an effect on performance and employee retention Alexander et al 1994 It can be argued that benefit scheduling is a critical section of human resource planning process on account of huge expenditures and financial resources approved for the future Weiss and Cropanzano 1996 At the managerial level a fringe benefit is critical to attract retain and motivate the employees who may continue to work for organizational success One reason for this is that fringe benefits play an important role to persuade individual s interest to work with an organization In fact numerous organizations provide fringe benefits incentives and recognize employee s performance directing a device of motivation Lee and Mitchell 1994


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