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8/18/2019 Benefits of Attrition
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BENEFITS OF ATTRITION
Attrition is not bad always if it happens in a controlled manner. Some attrition is always
desirable and necessary for organizational growth and development. The only concern is how
organizations differentiate “good attrition” from “bad attrition”. The term “healthy attrition” or “good attrition” signifies the importance of less productive employees voluntarily leaving the
organization. This means if the ones who have left fall in the category of low performers, the
attrition in considered being healthy.
Attrition rates are considered to be beneficial in some ways:
. !f all employees stay in the same organization for a very long time, most of them will be
at the top of their pay scale which will result in e"cessive manpower costs.
#. $hen certain employees leave, whose continuation of service would have negatively
impacted productivity and profitability of the company, the company is benefited.
%. &ew employees bring new ideas, approaches, abilities ' attitudes which can (eep the
organization from becoming stagnant.
). There are also some people in the organization who have a negative and demoralizing
influence on the wor( culture and team spirit. This, in the long*term, is detrimental to
organizational health.
+. esirable attrition also includes termination of employees with whom the organization
does not want to continue a relationship. !t benefits the organization in the following
ways:
• !t removes bottlenec( in the progress of the company
• !t creates space for the entry of new talents
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• !t assists in evolving high performance teams
-. There are people who are not able to balance their performance as per e"pectations, lac(
potential for future or need disciplinary action. urthermore, as the rewards are limited,
business pressures do not allow the management to over*reward the performers, but when
undesirable employees leave the company, the good employees can be given the share
that they deserve.
Some companies believe attrition in any form is bad for an organization for it means that a wrong
choice was made at the beginning while recruiting. /ven good attrition indicates loss as
recruitment is a time consuming and costly affair. The only positive point is that the realization
has initiated action that will lead to cutting loss.
RETENTION SUCCESS MANTRAS
1) Transparent Work Culture
!n today0s fast paced business environments where employees are constantly striving to achieve
business goals under time restrictions1 open minded and transparent wor( culture plays a vital
role in employee retention.
2ompanies invest very many hours and monies in training and educating employees. These
companies are severely affected when employees chec( out, especially in the middle of some big
company pro3ect or venture. Although employees most often prefer to stay with the same
company and use their time and e"perience for personal growth and development, they leave
mainly because of wor( related stress and dissatisfactions.
4ore and more companies have now realized the importance of a healthy wor( culture and have
a gamut of people management good practices for employees to have that ideal fresh wor(*life.
2losed doors wor( culture can serve as a deterrent to communication and trust within employees
which are potential causes for wor(*related apathy and frenzy.
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A transparent wor( environment can serve as one of the primary triggers to facilitate
accountability, trust, communication, responsibility, pride and so on. !t is believed that in a
transparent wor( culture employees rigorously communicate with their peers and e"change ideas
and thoughts before they are finally matured in to full*blown concepts. !t induces responsibility
among employees and accountability towards other peers, which gradually builds up trust and
pride. 4ore importantly, transparency in wor( environment discourages wor(*politics which
often hinders company goals as employees start to advance their personal ob3ectives at the
e"pense of development of the company as a single entity.
/mployees comprise the most vital assets of the company. !n a wor( place where employees are
not able to use their full potential and not heard and valued, they are li(ely to leave because of
stress and frustration. !n a transparent environment while employees get a sense of achievement
and belongingness from a healthy wor( environment, the company is benefited with a stronger,
reliable wor(*force harboring bright new ideas for its growth.
2) Qualit o! Work
The success of any organization depends on how it attracts recruits, motivates, and retains its
wor(force. 5rganizations need to be more fle"ible so that they develop their talented wor(forceand gain their commitment. Thus, organizations are re6uired to retain employees by addressing
their wor( life issues.
The elements that are relevant to an individual0s 6uality of wor( life include the tas(, the
physical wor( environment, social environment within the organization, administrative system
and relationship between life on and off the 3ob.
The basic ob3ectives of a 7$8 program are improved wor(ing conditions for the employee and
increase organizational effectiveness.
9roviding 6uality wor( life involves ta(ing care of the following aspects:
. O""upational #ealt# "are$ The safe wor( environment provides the basis for the person
to en3oy wor(ing. The wor( should not pose a health hazard for the person. The employer
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and employee, aware of their ris(s and rights, could achieve a lot in their mutually
beneficial dialogue.
#. Suita%le &orkin' ti(e$ 5rganizations are offering fle"ible wor( options to their
employees wherein employees en3oy fle"i*timings for dedicating their efforts at wor(.
%. Appropriate salar$ The appropriate as well as attractive salary has always been an
important factor in retaining employees. 9roviding employees salary at par with the other
counterparts of above that what competitors are paying motivates them to stic( with the
company for long.
7$8 consists of opportunities for active involvement in group wor(ing arrangements or
problem solving that are of mutual benefit to employees or employers, based on labor
management cooperation. 9eople also conceive of 7$8 as a set of methods, such as autonomous
wor( groups, 3ob enrichment, and high*involvement aimed at boosting the satisfaction and
productivity of wor(ers. !t re6uires employee commitment to the organization and an
environment in which this commitment can flourish.
9roviding 6uality at wor( not only reduces attrition but also helps in reduced absenteeism and
improved 3ob satisfaction. &ot only does 7$8 contribute to a companys ability to recruit 6uality
people, but also it enhances a companys competitiveness. 2ommon beliefs support the
contention that 7$8 will positively nurture amore fle"ible, loyal, and motivated wor(force,
which are essential in determining the companys competitiveness.
) Supportin' E(ploees
5rganizations these days want to protect their biggest and most valuable asset and they want to
do this in a way that best suits their organizational culture. ;etaining employees is a difficult
tas(. 9roviding support to the employees acts as a mantra for retraining them. /mployers can
also support their employees by creating an environment of trust and inculcating the
organizational values into employees.
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The management can support employees directly or indirectly. irectly, they provide support in
terms of personal crises, managing stress and personal development. 4anagement can support
employees, indirectly, in a number of ways as follows:
. Mana'e e(ploee turno*er: /mployee turnover affects the whole organization in terms
of productivity. 4anaging the turnover, hence, becomes an important tas(. A proactive
approach can be adopted to reduce attrition. Strategies should be framed in advance and
implemented when the times arrives. Turnover costs should also be ta(en into
consideration while framing these strategies.
#. Be"o(e e(ploer o! "#oi"e: $hat ma(es a company an employer of choice< !s the
benefit it offers or the compensation pac(ages it gives away to its employees< 5r is it
measured in terms of how they value their employees or in terms of customer
satisfaction< =ecoming an employer of choice involves following a road map which tells
where to go as a brand.
%. En'a'e t#e ne& re"ruits: The newly hired employees are said to be least engaged in the
organization. >eeping them engaged is an important tas(. The fresh talent should be
utilized to ma"imum before they start feeling bored in the organization.
). Opti(i+e e(ploee en'a'e(ent: An organization0s productivity is measured not in
terms of employee satisfaction but by employee engagement. /mployees are said to be
engaged when they show a positive attitude toward the organization and e"press a
commitment to remain with the organization. /mployee satisfaction also comes with high
engagement levels. So, organizations should aim to ma"imize the engagement among
employees.
+. Coa"#in' an, (entorin': /mployees whose wor( performance suffers due to poor
interpersonal relationships or because of lac( of interpersonal s(ills should be provided
proper coaching by their superiors. 9laned coaching sessions help an individual to wor(
through issues, ma"imize his potential and return to pea( performance.
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-) Fee,%a"k
eedbac( acts as a channel of communication between the employee and his manager. The
amount of information employees receive about how well or how poorly they have performed is
what we call feedbac(. !t is a dialog between a manager and an employee which acts as a way of
sharing information about the performance. !t suggests where the employee performance is
effective and where performance has to improve.
4anagers can provide either positive feedbac( or negative feedbac( to employees. This
feedbac( helps the employee assess his performance and identify the improvement areas.
9ositive feedbac( communicates managerial satisfaction. 9ositive recognition for good
performance boosts up morale of employees and results in performance improvement to a higher
productivity level. !t is believed that positive feedbac( is the only type of feedbac( that generates
performance above the minimum acceptable level.
&egative feedbac( obviously communicates manager0s dissatisfaction. ?owever, negative
feedbac( sometimes ma(e employee to put more efforts to improve his performance. =ut such
times are very rare. 4oreover this improvement is short term.
Some managers do not provide any (ind of feedbac( to their employees. ue to no
feedbac(, employees may assume that they are performing productively or they may feel that the
manager is satisfied with their performance. Studies reveal the performance tends be same or even decreases if no feedbac( is provided.
Thus, feedbac( is necessary because:
. !t builds trust and enhances communication between manager and employee.
#. !t gives managers and employees a way to identify and discuss s(ills and strengths.
%. 9ositive feedbac( leads to employee retention and motivation.
). !t helps in identifying performance areas that need improvement and specific ways to
improve them.
+. !t acts as an opportunity to enhance performance by identifying resources for s(ill
development.
-. !t is an opportunity for managers and employees to assess and identify career and
advancement opportunities.
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@. !t helps employees to understand the effectiveness of their performance and contributes to
their overall (nowledge about the wor(
4anagers have tendency to ignore good performances of their employees. 9roviding
no feedbac( may de*motivate employees and may lead to employee absenteeism. !nput from
manager0s side is necessary as it help employees to improve their performance and increase
productivity.
.) Co((uni"ation %et&een E(ploee an, E(ploer
2ommunication is the solution to almost everything in this world. Same applies to employee
retention also. Straight*from*the*shoulder communication is what the employees need from their
employers. /mployees loo( for organizations where communication and process are transparent.
&othing is hidden and shared with the employees. 2ommunication is also the way to win the
employees trust in the organization. /mployees trust the employers who are friendly and open to
them. This trust leads to employee loyalty and finally retention. /mployers also feel that the
immediate supervisors are the most authenticated and trusted source of information for them. So
the organizations should hire managers who are active communicators.
2ommunication mediums
. 5pen door policy: 5rganizations should support open door policies so that the employees
feel comfortable and are able to e"press their doubts and feeling to their employers.#. re6uent meetings and Social gatherings
%. /mails, &ewsletters, !ntranet and many more.
So there should be effective communication across the organization ' this communication
should be two*way. 2ommunication alone can lead to unimaginable heights of employee
retention.
EM/0OEES TURNOER
/mployee0s turnover has always been a sensitive issue for all organizations. 2alculating
employee turnover rate is not that simple as it seems to be. &o common formula can be used by
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all the organizations. A formula had to be devised (eeping in view the nature of the business and
different 3ob functions. 4oreover, calculating attrition rate is not only about devising a
mathematical formula. !t also has to ta(e into account the root of the problem by going bac( to
the hiring stage.
E(ploees Turno*er rate or Attrition rate (eans$
In ter(s o! nu(%ers$
Total number of resigns per month whether voluntary or forcedB divided by Total &umber of
employees at the beginning or the month plus total number of new 3oiners minus total number of
resignationsB multiplied by CC.
I! "al"ulatin' in (onetar ter(s3 it in"lu,es t#e !ollo&in'$
Costs 4ue to a /erson 0ea*in'
. 2alculate the cost of the personsB who fills in while the position is vacant. 2alculate the
cost of lost productivity at a minimum of +CD of the person0s compensation and benefits
cost for each wee( the position is vacant, even if there are people performing the wor(.
2alculate the lost productivity at CCD if the position is completely vacant for any period
of time.
#. 2alculate the cost of conducting the e"it interview to include the time of the person
conducting the interview, the time of the person leaving, the administrative costs of
stopping payroll, benefit deductions, benefit enrollments.
%. 2alculate the cost of the manager who has to understand what wor( remains, and how to
cover that wor( until a replacement is found.
). 2alculate the cost of training your company has invested in this employee who is leaving.
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+. 2alculate the impact of departmental productivity because the person is leaving. $ho
will pic( up the wor(, whose wor( will suffer, what departmental deadlines will not be
met or delivered late.
-. 2alculate the cost of lost (nowledge, s(ills and contacts that the person who is leaving is
ta(ing with them out of your door. Ese a formula +C' of the person0s annual salary for
one year of service, increasing each year of service by CD.
@. Subtract the cost of the person who is leaving for the amount of time the position is
vacant.
Re"ruit(ent "osts
. The cost of advertisements1 agency costs1 employee costs1 !nternet posting costs.
#. The cost of internal recruiter0s time to understand the position re6uirements, develop and
implement a sourcing strategy, review candidates bac(grounds, prepare for interviews,
conduct interviews, prepare candidate assessments, conduct reference chec(s, ma(e the
employment offer and notify unsuccessful candidates. This can range from a minimum of
%C hours to over CC hours per position.
%. 2alculate the cost of the various candidate pre*employment tests to help assess
candidates0 s(ills, abilities, aptitude, attitude, values and behaviors.
Trainin' "osts
. 2alculate the cost of orientation in terms of the new persons0 salary and the cost of the
person who conducts the orientation. Also include the cost of orientation materials.
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#. 2alculate the cost of departmental training as the actual development and delivery cost
plus the cost of the salary of the new employee. &ote that the cost will be significantly
higher for some positions such as sales representatives and call center agents who re6uire
)*- wee(s or more of classroom training.
%. 2alculate the cost of the personsB who conduct the training.
). 2alculate the cost of various training materials needed including company or product
manuals, computer or other technology e6uipment used in the delivery of training.
0ost pro,u"ti*it "ostsAs the new employee is learning the new 3ob, the company policies and practices, etc. they are
not fully productive. Ese the following guidelines to calculate the cost of this lost productivity:
. Epon completion of whatever training is provided, the employee is contributing at a #+D
productivity level for the first #*) wee(s. The cost therefore is @+D of the new
employees0 full salary during that time period.
#. uring wee(s +*#, the employee is contributing at a +CD productivity level. The cost is
therefore +CD of full salary during that time period.
%. uring wee(s %*#C, the employee is contributing at a @+D productivity level. The cost is
therefore #+D of full salary during that time period.
). 2alculate the cost of mista(es the new employee ma(es during this elongated
indoctrination period.
Ne& 5ire Costs
. 2alculate the cost of bring the new person on board including the cost to put the person
on the payroll, establish computer and security passwords and identification cards,
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telephone hoo(ups, cost of establishing email accounts, or leasing other e6uipment such
as cell phones, automobiles.
#. 2alculate the cost of a manager0s time spent developing trust and building confidence in
the new employee0s wor(.
0ost Sales Costs
. 2alculate the revenue per employee by dividing total company revenue by the average
number of employees in a given year. $hether an employee contributes directly or
indirectly to the generation of revenue, their purpose is to provide some defines set of
responsibilities that are necessary to the generation of revenue. 2alculate the lost revenue
by multiplying the number of wee(s the position is vacant by the average wee(ly revenue
per employee.
T#e "ost o! e(ploee6s turno*er or attrition is$
7Total sta!! 8 e(ploee6s turno*er rate9attrition rate :) 8 7annual salar 8
;E(ploee Retention6 and (ini(u( >E(ploee Turno*er6< The answer is obvious. !t should
be the aim of each employee to (eep his wor( force fully satisfied with no room for
disgruntlement.
;etention of employees has become a primary concern in many organizations foe several
reasons. As a practical matter, with lower turnover, every individual who is retained means one
less person to have to recruit, selects, and trains. Also, the continuity employees who (now their
3ob, co*wor(ers, organizational services and products and firm0s customers enhance
organizational and individual performance. 5ne survey of supervisor and wor(ers found that
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losing high performance made it more difficult for organizations to reach their business goals.
Additional continuity of employees provides better “/mployee image” for attracting and
retaining other individuals.
WAS TO RE4UCE EM/0OEE TURNOER
ollowing are some of the ideas to reduce employee turnover:
. ?ire the best candidate.
#. $elcome new employees. 2ustomize your induction program for new employees
according to the re6uirements. Same induction program can not be applied to all the
candidates. 4a(e them feel welcomed.
%. 9roduce 6uality managers who can really manage employees well.
). 9rovide employees with wor( schedules that are fle"ible enough to suit their needs.
+. on0t be too demanding. Hou re hiring human beings who have their own life and family
commitments. ;espect them.
-. 9rovide career counseling and development.
@. iscuss your future plans regarding the candidate with the candidate. 8et them (now that
the management is interested in retaining them and cares for them.
G. Ta(e proper feedbac( from employees regarding their grievances.
I. ;emember your former employees. They can be helpful to you in future. !t is also a part
of employee retention.
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FACTS ABOUT EM/0OEE TURNOER
!t is difficult to accept when organizations say they have zero attrition rates. 2ompanies may
have healthier turnover rates, however, there is no such thing as zero attrition. There are other such facts about turnover, about which most of us are not aware. Some of such facts have been
highlighted below:
. Turno*er al&as #appens$ 2ompanies who believe in zero attrition rates only fool
themselves. This happens because employees (eep on moving due to reasons li(e
marriage or further education. &othing can stop these employees from moving on. So,
rather than achieving zero attrition companies should focus on identifying whom they
want to (eep so that they have healthy attrition rate.
#. So(e Turno*er is 4esira%le$ Jero attrition is not desirable mainly because of two
reasons. irstly, if all employees continue to stay in the same organization, most of them
will be at the top of their pay scale which will result in e"cessive manpower costs.
Secondly, new employees bring new ideas, approaches, abilities ' attitudes which can
(eep the organization from becoming stagnant.
%. Turno*er in"lu,es "osts$ Turnover always includes some costs. 2onsider the costs of
replacing the (ey employee who falls in to the category of high performers. This includes
the costs of recruitment advertisement, referral bonuses, selection testing, training costs,
etc. 4oreover, turnover results in loss of time ' efforts, low productivity, loss of morale,
loss of (nowledge and so on.
). 5i'# salar ,oesn6t &ork$ 4ost managers assume that a high salary pac(age is enough
to (eep employees loyal to their organization. /mployees may face other problems li(e
low 3ob satisfaction, low engagement levels, no recognition, poor wor(ing conditions,
less support from superiors and so on. Salaries are not always the solution to attrition.
4anagers should try to identify the roots of the problem and then find a feasible solution.
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+. T#e (ana'er "an re,u"e attrition$ 4anagers should ta(e primary responsibility for
retaining their employees. 4uch of the employee0s perception of 3ob satisfaction stems
from the relationship they share with their immediate supervisor. 4anagers should try to
support their subordinates and give proper feedbac( on performance. ?; managers
should wor( in collaboration to ma(e the (ey employees last in their organization.
-. Re,u"in' Turno*er takes Co((it(ent$ ;educing turnover ta(es an investment in
coaching, developing, motivating, mentoring ' listening to people. There should be
universal acceptance of the goal of reducing turnover along with top management
commitment and dedication.
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OBJECTIVES OFTHE STUDY
OB?ECTIES OF T5E STU4
1@ To study the common reasons of employee voluntarily leaving from the organization.
2@ To suggest the strategies and steps for reducing turnover and improving retention.
@ To study efforts made by organization to retain employee.
-@ To study various career development programs offered by the organization.
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.@ To study the impact of induction ' training programs on retention of employees.
@ To determine the organizational climate.
REVIEW
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OF
LITREATURE
REIEW OF 0ITERATURE
4ost researchers =luedorn, IG#1 >alliath and =ec(,#CC1 >ramer et al., II+1 9eters et al.,
IG1 Sa(s,II-B have attempted to answer the 6uestion of what determines peoples intention to
6uit by investigating possible antecedents of employees0 intentions to 6uit. To date, there has
been little consistency in findings, which is partly due to the diversity of employed included bytheresearchers and the lac( of consistency in their findings. Therefore, there are several reasons
why people 6uit from one organisation to another or why people leave organisation. The
e"perience of 3ob related stress3ob stressB, the range factors that lead to 3ob related
stressstressorsB, lac( of commitment in the organisation1 and 3ob dissatisfaction ma(e
employees to 6uit irth et al.#CC)B. This clearly indicates that these are individual decisions
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which ma(e one to 6uit. They are other factors li(e personal agency refers to concepts such as a
sense of powerlessness, locus of control and personal control.
8ocus control refers to the e"tent to which people believe that the e"ternal factors such as chance
and powerful others are in control of the events which influence their lives irth et al. #CC)B.
4anu et al. #CC)B argue that employees 6uit from organization due economic reasons.Esing
economic model they showed that people 6uit from organization due to economic reasons and
these can be used to predict the labour turnover in the mar(et. Kood local labour mar(et
conditions improve organizational stability Schervish IG%B. 8arge organizations can provide
employees with better chances for advancement and higher wages and hence ensure
organizational attachment !dson and easter IICB. Trevor #CCB argues that local
unemployment rates interact with 3ob satisfaction to predict turnover in the mar(et. ;ole
stressors also lead to employees0 turnover. ;ole ambiguity refers to the difference between what
people e"pect of us on the 3ob and what we feel we should do. This causes uncertainty about
what our role should be. !t can be a result of misunderstanding what is e"pected, how to meet the
e"pectations, or the employee thin(ing the 3ob should be different >ahn et al. 4uchins(y, IIC.
!nsufficient information on how to perform the 3ob ade6uately, unclear e"pectations of peers and
supervisors, ambiguity of performance evaluation methods, e"tensive 3ob pressures, and lac( of
consensus on 3ob functions or duties may cause employees to feel less involved and less satisfied
with their 3obs and careers, less committed to their organizations, and eventually display a
propensity to leave the organisation Tor et al., II@B. !f roles of employees are not clearly
spelled out by managementL supervisors, this would accelerate the degree of employees 6uitting
their 3obs due to lac( of role clarity.
5rganisational instability has been shown to have a high degree of high turnover. !ndications are
that employees are more li(ely to stay when there is a predictable wor( environment and vice
versa Juber, #CCB. !n organizations where there was a high level of inefficiency there was also
a high level of staff turnover Ale"ander et al.,II)B. Therefore, in situations where
organizations are not stable employees tend to 6uit and loo( for stable organisations because
with stable organisations they
would be able to predict their career advancement.The imposition of a 6uantitative approach to
managing the employees led to disenchantment of staff and hence it leads to labour turnover.
Therefore management should not use 6uantitative approach in managing its employees.
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$hen high performers are insufficiently rewarded, they 6uit. !f 3obs provide ade6uate financial
incentives the more li(ely employees remain with organisation and vice versa. There are also
other factors which ma(e employees to 6uit from organisations and these are poor hiring
practices, managerial style, lac( of recognition, lac( of competitive compensation system in the
organisation and to"ic wor(place environment Abassi et al. #CCCB.
/mployee engagement, the organization0s capacity to engage, retain, and optimize the value of
its employees hinges on how well 3obs are designed, how employees time is used, and the
commitment and support that is shown to employees by the management would motivate
employees to stay in organization0s..>nowledge accessibility, the e"tent of the organisation0s
“collaborativeness” and its capacity for ma(ing (nowledge and ideas widely available to
employees, would ma(e employees to stay in the organisation. Sharing of information should be
made at all levels of management. This accessibility of information would lead to strong
performance from the employees and creating strong corporate culture 4eaghan et al. #CC#B.
Therefore1 information accessibility would ma(e employees feel C+# Afr. M. =us. 4anage.that
they are appreciated for their effort and chances of leaving the organisation are minimal.
$or(force optimization, the organisation0s success in optimizing the performance of the
employees by establishing essential processes for getting wor( done, providing good wor(ing
conditions, establishing accountability and ma(ing good hiring choices would retain employees
in their organisation. The importance of gaining better
understanding of the factors related to recruitment, motivation and retention of employees is
further underscored by rising personnel costs and high rates of employee turnover =adawy,
IGG1 =asta and Mohnson, IGI1 Karden,IGI1 9arden, IG1 Sherman, IG-B. $ith increased
competitiveness on globalizations, managers in many organizations are e"periencing greater
pressure from top management to improve recruitment, selection, training, and retention of good
employees and in the long run would encourage employees to stay in organisations. Mob
involvement describes an individual0s ego involvement with wor( and indicates the e"tent to
which an individual identifies psychologically with hisLher 3ob >anungo,IG#B. !nvolvement in
terms of internalizing values about the goodness or the importance of wor( made employees not
to 6uit their 3obs and these involvements are related to tas( characteristics. $or(ers who have a
greater variety of tas(s tend stay in the 3ob. Tas( characteristics have been found to be potential
determinants of turnover among employees 2ouger, IGG1 2ouger and >awasa(i, IGC1 Karden,
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IGI1 Koldstein and ;oc(art, IG)B. These include the five core 3ob characteristics identified by
?ac(man and 5ldham I@+, IGCB: s(ill variety, which refers to the opportunity to utilize a
variety of valued s(ills and talents on the 3ob1 tas( identity, or the e"tent to which a 3ob re6uires
completion of a whole and identifiable piece of wor( * that is, doing a 3ob from beginning to end,
with visible results1 tas( significance, which reflects the e"tent to which the 3ob has a substantial
impact on the lives or wor( of other people, whether within or outside the organisation1 3ob
autonomy, or the e"tent to which the 3ob provides freedom, independence, and discretion in
scheduling wor( and determining procedures that the 3ob provides1 and 3ob feedbac(, which
refers to the e"tent to which the 3ob provides information about the effectiveness of one0s
performance Tor et al., II@B. !nvolvement would influence 3ob satisfaction and increase
organizational commitment of the employees. /mployees who are more involved in their 3obs
are more satisfied with their 3obs and more committed to their organization =lau and =oal,
IGI1 =roo(e and 9rice, IGI1 =roo(e et al., IGG1 >anungo, IG#B. Mob involvement has also
been found to be negatively related to turnover intentions =lat and =oal, IGIB. Mob satisfaction,
career satisfaction, and organisational commitment reflect a positive attitude towards the
organization, thus having a direct influence on employee turnover intentions. Mob satisfaction, 3ob
involvement and organisational commitment are considered to be related but distinguishable
attitudes =roo(e and 9rice, IGIB. Satisfaction represents an affective response to specific
aspects of the 3ob or career
and denotes the pleasurable or positive emotional state resulting from an appraisal of one0s 3ob or
career 8oc(e, I@-1 9orter et al., I@)1 $illiams and ?azer, IG-B.5rganisational commitment
is an affective response to the whole organisation and the degree of attachment or loyalty
employees feel towards the organisation. Mob involvement represents the e"tent to which
employees are absorbed in or preoccupied with their 3obs and the e"tent to which an individual
identifies with hisLher 3ob =roo(e et al., IGGB.The degree of commitment and loyalty can be
achieved if management they enrich the
3obs, empower and compensate employees properly./mpowerment of employees could help to
enhance the continuity of employees in organisations. /mpowered employees where managers
supervise more people than in a traditional hierarchy and delegate more decisions to their
subordinates 4alone, II@B. 4anagers act li(e coaches and help employees solve problems.
/mployees, he concludes, have increased responsibility. Superiors empowering subordinates by
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delegating responsibilities to them leads to subordinates who are more satisfied with their leaders
and consider them to be fair and in turn to perform up to the superior0s e"pectations >eller and
ansereau, II+B. All these ma(es employees to be committed to the organization and chances
of 6uitting are minimal.
RESEARCHMETHODOLOGY
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