Improving Employee Turnover In The Workplace

High employee turnover, where workers frequently leave and must be replaced, leads to increased spending on recruitment and training and can indicate management problems. Employees often have good reasons for moving on but if too many are leaving an organisation, can be very disruptive.

In the globalized and changed competitive business world, it is important responsibility to deal with employee turnover for any organization. Effective and efficient management of employee turnover is an essential task to achieve the organizational overhead goals. Significant amount of research has been undertaken to understand the major causes of employee's turnover and retentions mechanisms that organizations should develop, especially in the field of healthcare.

When an employee leaves the company of his or her own volition, it is called voluntary turnover. In this essay, I will discuss why voluntary turnover is a problem for many organisations and how to retain employees.

High employee turnover has monetary costs. Though estimates vary, most experts agree that turnover costs, when all things are considered, equals at least 25% of a leaving employee’s annual wages (Silva & Toledo, 2009). For example, for an employee making $25,000 per year, the total turnover costs associated with replacing that employee would be at least $6,250. This includes cost of prescreening measures such as drug tests, background checks, application reviews, interviews, pre-employment training and other recruitment costs (Dolfin, 2006). It also includes implicit cost associated with on the job training and the productivity loss experienced by other employees that must help acclimate new employees to their environment

In this paper Team C has discussed the issue of poor employee retention concluding in a high employee turnover rate. This is an issue that can be common among some companies and that is a great example of

Nevertheless, these methods cannot predict employees’ turnover. Morrell et al. (2001) discuss about two key concepts: voluntary and involuntary turnover. Voluntary turnover relates to the employee’s decision to leave such as illness or personal reasons. While, involuntary turnover relates to company related problems such as the need to cut costs or to downsize. Even if organisations develop means to identify the characteristics that influence turnover, neither of these two types can be successfully foreseen during the recruitment process. As a result, employers need to secure long term employment since a labour turnover will have a high cost both in terms of recruitment and selection and in terms of training sessions meant to enhance the employees’ soft skills. (Beardwell and Claydon, 2010).

It is difficult to fully calculate the cost of turnover; however, industry experts often quote 25% of the average employee salary as a conservative estimate (Nobscot Corporation, 2016). The direct costs of employee turnover include advertising, recruiting, hiring and training costs. Although there is a significant financial impact to an organization the cost is based only on replacing an individual employee. Turnover can also have indirect costs, such as workplace productivity loss, workflow efficiency and the loss of organizational knowledge. When an employee leaves, they take with them valuable knowledge about the organization, the customers, the current projects and past history, sometimes taking this information to competitors (Nobscot Corporation, 2016). Not retaining the adequate numbers of employees could also lead to over-burdening employees, low employee morale, poor customer service, and more safety concerns (Jones & Gates,

Employee/team member turnover may be mostly a negative issue, yet it can become positive if only controlled by the organization correctly and appropriately. Turnover is often utilized as an indicator of the organization performance and it can easily be observed negatively towards the organization’s efficiency and

This report aims to evaluate reasons for high employee turnover rates and introduce effective counter measures to combat losses. I researched a number of peer journals, scholarly reports, and organizational reviews to complete my analysis. I was able to ascertain a few key elements that have proven to be desirable for employees on all levels and develop a clear understanding of elements that push employees away from an organization. This report uses the data I collected to suggest why employees leave and how to keep them.

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

Turnover intention is taking center stage in today’s business environment with organizations downsizing operations and highly-qualified and other employees seeking better opportunities where they are valued and appreciated. The competitive nature of today’s business operations brought about by globalization and technological advancement has forcing organizations to think twice before letting employees go or downsizing (Brewer & Brewer, 2010). Firms are introducing incentives to retain employees at any cost, such as knowledge sharing, continuous training, learning, and attainments, as well as introduction of software to outdo rivals (Kongpichayanond, 2009). Some organizations are engaging human resource strategies to monitor critical

There are numerous theories as to why turnover in our industry is so high, and there are many factors that attribute to the issue. In a research study conducted by Roderick D. Iverson of the University of Melbourne, Australia, (1997), Iverson presented a turnover model that he developed outlining variables that contribute to the turnover culture of an organization within the hospitality industry. In his study, Iverson (1997) accredited three different variables including pre-entry, structural, and environmental variables to be those that attribute to an employee’s intent to leave. Within the model structure, Iverson (1997) further broke down each variable and defined specifics that positively or negatively sway a person’s decision to stay at, or leave, an organization. Most noted are the negative forces that attribute to employee turnover.

Turnover intention refers to the perceived possibility of an employee to leave or quit an organization either voluntarily or involuntarily (Balogun & Olowodunoye, 2012; Bigliardi, Petroni, & Ivo Dormio, 2005). The issue of employee turnover has several negative direct and indirect negative effects on organizations as well as the morale of the remaining employees. Employers need to be very creative in tackling this issue by recognizing the several factors to comprehend the reason behind due to which employees might decide to quit or leave their jobs otherwise as this has still a serious problem for all the organizations across the world. (Monama, 2015).Generally, there are some studies to see the reasons on why employees might decide to leave their organizations (Abdulkareem, Chauhan, & Maitama, 2015). But still, this problem needs the attention of the researchers to understand this phenomenon of employee turnover intention.

Organizational downsizing is a ubiquitous factor that is sweeping through businesses all over the world. Organizations downsize for various reasons which are not always understood by the people that make up that organization. Not only does downsizing completely change the structure of the organization, it has many effects on the people within that organization. Employee morale, proficiency, motivation, commitment, and attitude can all be effected by downsizing. The way such a change is implemented in an organization is imperative to the way the employees handle such a change. Utilizing various scholarly articles I will go into detail how organizational downsizing effects those within the organization and strategies managers can use

During the past several years, researchers have committed extra ordinary efforts in finding the fact regarding the reasons why employees leave their job. The total 12 theories of employee turnover are as follows: