Employee Turnover and Its Impact on Performance
Employees are regarded a critical resource for any organization. For this reason, the relevance of effective employee turnover management cannot be overstated. In this text, I concern myself with employee turnover. In so doing, I will amongst other things discuss the effects of a high employee turnover, i.e. how a high employee turnover affects employee performance particularly at the National Archives and Records Administration - NARA. Further, I will also highlight the various causes of employee turnover and the measures the management should embrace to rein in the same.
Employee Turnover: An Overview
Employee turnover according to Armstrong (2010) is essentially the rate at which employees leave the company. According to Saratoga Institute (as cited in Deane and Sanjeev, 2004), "turnover is calculated as the number of employee terminations in a given period -- voluntary, involuntary or both -- divided by the average number of active employees during the same period." Voluntary turnover according to Goldstein and Hersen (2000) is when the employee initiates the separation. On the other hand, involuntary turnover comes about when the separation is initiated by the company (Goldstein and Hersen, 2000).
Effects of a High Turnover on Employee Performance
It is important to note from the onset that in addition to being financially costly, a high employee turnover also does hurt efficiency. To begin with, a significantly high employee turnover rate could effectively lower the morale of employees and hence their performance. Indeed, Gitman and McDaniel (2008) identify turnover and absenteeism as two of the main morale and performance killers that employees need to be on the lookout for. As the authors further point out, the morale of other employees is significantly affected as they watch their workmates leave. This is particularly the case given that over time, employees tend to build a close emotional connection with those they closely relate with at the workplace. Thus in reference to NARA, a high turnover of supervisors could lower the morale and hence performance of employees. This could particularly happen in those instances where employees have close working relations with the leaving...
Employee Turnover Rates Letter of Transittal The availability of human assets is best expressed by the turnover. The issue on turnover has extensively become one of the renowned research areas in the field of human resource management. There are two different types of research interest, namely turnover intention and voluntary turnover. Though a significant number of studies on turnover have shown that turnover intention is highly correlated to voluntary turnover with
In this context, a question is being posed relative to the measures which could be taken in order to increase employees' on the job satisfaction and reduce the high turnover rates. The following strategies could be implemented in both Hong Kong vehicle companies, as well as within all companies facing the challenges of high employee turnover rates. Yet, what should be remembered is that the following suggestions are merely theoretical
drivers endure a multitude of work-related health issues due to the nature of their work. They drive consistently long hours. They must be weary of potential accidents, and do not receive high pay. This can lead to a higher than normal employee turnover rates, which lends to a lower quality of service for customers. Researchers have aimed at identifying what specific work-related health problems plague bus drivers. Research shows bus
Table 2 Fit measures for models 1 and 2 Model X[sup2] X[sup2]/df GFI AGFI IFI SRMR X[sup2] = Chi-Squared is rarely used by itself as a measure of model fit, since it is heavily influenced by the number of cases in the sample (Byrne, 1998). X[sup2]/df = Chi-Squared divided by degrees of freedom and a small resulting value interpreted as a good fit, while a large value is generally seen as indicative of a bad or poor data-model fit.
Finally, this author suggests that the nature of the relationship and the type of psychological contract that emerges between workers and management is highly subjective and will naturally involve individual perceptions that may not be completely discernible without further investigation. In this regard, Kikul adds that employee perceptions of contract breach "represents a cognitive assessment of contract fulfillment that is based on an individual perception of what each party
This paper is my own work that I created specifically for this course and this section. All research or material I used in preparing this paper has been properly acknowledged within the assignment in accordance with academic standards for complete and accurate citation of sources.COVER MEMOTO: Mr. Anderson Green, Director of Human ResourcesFROM: (Name), Manager of TrainingDATE: October 26, 2023SUBJECT: An Effective Onboarding Program for New HiresRetaining top talent is
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