A “seminar Report” on “ Hr Initiative

8/14/2019 A seminar Report on Hr Initiative

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A

SEMINAR REPORT

ON hr initiative taken to meet employee turnover

Submitted in partial fulfillment for the

MASTER OF BUSINESS ADMINISTRATION2nd SEMESTER (2008-2010)

G.D. MEMORIAL COLLEGE OF MANAGEMENT & TECHNOLOGY

Submitted to:- Submitted by:-

Prof. Ashwini Agrawal Poonam Kumari

M.B.A.(2nd

Semester)

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Acknowledgement

I express my sincere thanks to my project guide, Prof. Ashwini

Agrawal Designation Director, Dept. of Management, for guiding

me right from the inception till the successful completion of the

project. I sincerely acknowledge him for extending their valuable

guidance, support for literature, critical reviews of project and the

report and above all the moral support he/she/they had provided

to me with all stages of this project.

I would also like to thanks the supporting staff Sheetal Soni, Ritu

Khokar and Divya Khatri Department, for their help and

cooperation throughout our project.

.

(Signature of Student)

Poonam Kumari

1. INTRODUCTION

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Personnel turnover in organizations is a normal and expected phenomenon,

something that all organizations experience at some level and something that is

seldom problematic. Consider, however, if a manager has five employees and one

of them quits during the year, he or she has to replace and retrain. Indeed, turnover

turns toxic when it affects financial results. In addition to all the usual costs of

replacing departed employees--recruiting fees, etc.--companies inevitably incur

indirect expenses such as lost productivity, capacity and even customers.

Obviously an issue for growing organizations, turnover is also a common problem

for those that are downsizing as they fight the exodus of their best people. With the

recognition of turnover as a financial issue increasing, companies are searching for

strategies to confront the problem in ways that generate a good return on

investment. Successfully managing turnover is a matter of understanding its costs,causes and cures. A poor diagnosis of an organization's true turnover costs and

causes can lead to misguided cures that do little. Traditional solutions may be

applied carte blanche without targeting specific causes or segments. Or even

worse, turnover may become an accepted fact of life, an expensive, ongoing talent

drain that saps the company of its momentum and viability. Turnover becomes a

problem when a talent gap hits those roles that are critical to the organization's

ability to execute its business strategy and chronic vacancies begin to erode

revenue. For example, turnover in key roles for developing innovations and

bringing them to market would have a great impact on the top-line results of

innovation-based companies, which would forgo revenue as a result of a lack of

new products. Managing the problem requires understanding how the company's

turnover varies by population segment and which segments have the greatest

impact on its ability to deliver its core business services and products and drive its

long-term strategic success. Segmentation involves identifying the population and

turnover rate.

2. Objective of Report

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This research is important in the sense that it can assist HR managers to imply the

efforts or strategies that can increase the motivation and trust of employees on

organization management. As far as basic HR practices are concerned they have

key role but also proper communication channel between employees and

organization, empowerment and helping employees is vital. Managers areimportant role players in maintaining the better environment, which can increase

trust on management so that they will give positive and maximum feedback and to

realize their employees that each is playing specific & important role to the

organization.

3. Individual and Situational Factors

Researchers have found that individual as well as situational factors play animportant role in describing turnover intentions. Not only individuals butorganizations also have their own individual and situational factor that empower ordampens their role in participating turnover intentions. From organization point ofview, individual factor might be the implicit risk present in the business model orenvironment when entrepreneurs take initiatives to start a new business. Here,situational factors also play an important role. In todays competitive and tightmarket , to what extent an employer provide variety among its jobs that he offersand to what extent does his position differentiates him from others. Research done

by agarwal posted that effect of situational risk on turnover intentions is moderatedby individual preference for risk. Returns associated with a particular employmentsituation are likely to be evaluated in the context of the risks that the employerembodies. The DOT COM revolution has changed the way organizations think

before and young entrepreneurial ventures emerged in the latter half of 1990s.Thus organizational enabled business innovation offers an opportunity for rewardthese rewards are not without risk. Situational Risk is positively related to turnoverintentions. Two identical individuals, in terms of salary, work criteria andincentives, the one in the situation of higher risk is likely to have the higherturnover intentions. When individuals see their preferences aligned with situation,

their attachment and commitment increases with the organization. Whereas facingunsatisfactory outcome from job, one might develop intentions to leaveorganization. Evaluation of employment opportunities doesnt ends here. A seconddimension, that also consider is the range of technologies and experiences that are

potentially available with a given employer. High quality of work, variety amongwork, interesting work are few norms that individuals usually foresee and thateventually moderate intentions to stay. Surveys of Best places of work highlight

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the nature of the work as an important driver of i.e. attitudes and work behaviors.Thus they posted that Effect of variety offered by the employer (or the situation) ismoderated by individual preferences for variety. Organizations that provide suchincentives, face low turnover rates as compared to organizations that have somerigidity in this regard.

4. Decision Paths

Researchers have extensively studied the decision paths that professionals takeunder different circumstances. However, diversification in results has made thisissue controversial. What are the factors that an individual considers while

planning to switch employee. Factors such as job satisfaction, organizationalcommitment, attitude etc were pull into concentration while analyzing decision

path that affect turnover and considerable outcomes were viewed. Job satisfactionand organizational commitment each contribute independently to the prediction ofintention of turnover. It clearly reflects that there are some factors that are

prominent to the Industry and professionals consider something else while being ina job as well as while searching a new job. The ever glimpse and charm of that hasattracted intellectuals towards itself, not only enjoys their worthy services but alsofacing their controversial attitudes, diversified demands and off course theirmystified decisions. While discussing the same issue of Decision Path mystery Leeet al (1999) proposed a alternative view that adds new attitudinal measures such asa shock, a jarring event such as an unsolicited job offer or significant change in

family circumstances, and availability of alternatives to extend the set of variablesconsidered as potential turnover influences. In a series of studies, they have testedand refined their theory examining varied groups of respondents including nursesand accountants. They have further tested differences in characteristics of thosefollowing the various paths. Researchers have found that job satisfaction, highersalaries, managerial problems are not always the reason of leaving job. In thisanalysis turnover is influenced by a variety of variables like shock (an unexpected

job offer, major life events etc).

A shock is a jarring event such as an unexpected job offer, a drastic change in

family life, or any such event has an aggressive effect on mind. Such events mighthave or might not have engaged scripts. Engaged scripts are pre existing plan ofactions that one has brought in his mind with the passage of time like how to react,what to do if any particular event occurred. This can also develop from previousexperiences, social learning, behavior of people around like colleagues, friends etc.Image violation occurs when ones goals, objectives are not synchronizing with thecurrent job or what he is doing. An employee not getting intellectual, financial or

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moral benefits from his employee can feel his image being violated. This is internpressurize personnel to look for alternatives that might also be intention of jobswitch. There can be several decision paths when an individual decides to leave anorganization. Lee and Mitchell (1994) described it as follows. Consider path 1where individuals intention towards turnover starts with a shock. Employee leaves

without considering his attachment to the current organization or withoutconsidering job alternatives; job satisfaction is not relevant. This is termed asscript-driven decision. There was some pre engaged script created in his mind thatinsists him to immediately leave the job without considering alternatives. Here jobsatisfaction is not relevant because his attachment to the organization wasnt thatdeep and his attitude has become so much agitated with time that insists him toswitch without considering anything. Path 2 also starts with a shock but employeereconsiders his attachment with the organization because image violation hasoccurred, and the employee leaves without searching for alternatives. This is

termed as push decision. In path 3, that also starts with a shock, an employeeexperiences image violations that in turn prompt the evaluation of both the current

job and alternatives. This is termed as a pull decision . It is not necessary that thereshould always be a shock that impact individuals to see alternatives but there may

be some other reasons as well. Suppose we have path 4a and 4b. In such pathwhere turnover intentions start without a shock is called gradual withdrawal.Usually this has been noticed because of lower job satisfaction among individuals.In path 4a lower job satisfaction becomes so prominent that an individual leavesorganization without considering alternatives where as in employees search andevaluate different alternatives.

4.1 Decision Path Speed

While studying the nature of this study and the speed through which individualsleave organization depends upon three factors. One is off course shock; other twoare amount of mental forethought and the availability of information. Since path 1and 2 faces fewer mental deliberations, therefore take less time to decide ascompared to path 3, where individual need to consider alternatives. However,mental forethoughts are more in path 4a and 4b as compared to other paths,decision making here take more time. Secondly, availability of information alsoaffects decision speed. In path 3 and 4b, information about the alternatives, optionsand jobs predict that it will take more time than path 1, 2 and 4a.

5. Turnover: As Culture

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Culture is defined as the values commonly held among a group of people.Organizational culture is the set of values, norms, and beliefs shared by membersof an organization. Being a part of same culture, co-workers get inspired from eachother that also moderate intention when we talk about turnover. Turnover hascome to be so accepted that an Manager recently confided that his subordinateslook at my career and think Im a loser because Ive pretty much stayed in one

place. Said more clearly, a high turnover culture reflects the acceptance of turnoveras part of work group norms. That is an employee under this environment likely

believes that turnover is necessary and perhaps even expected. Whileunderstanding turnover culture, much can be understood by literature and researchdone on Organizational Culture. Different groups, siblings, casts and friends existin an organization. Some are highly attached and some are loosely coupledaccording to their work norms and ethical attitudes. In both the cases every

individual take inspiration from others constantly. Researchers have identified twokey dimensions of organizational culture construct: direction and intensityDirection refers to the kind of culture being developed in the organization. It could

be the implicit thoughts among individuals or norms developed organization wide.Intensity is the strength of these norms or thoughts. Organizations can lead to asignificant outcome for their future plans by controlling the ratio of these twofactors. Equalizing these switches and creating a good balance is a pretty good artthan science. As we have mentioned earlier, turnover culture has deep resemblancewith organizational culture as gossips, customs, information flows, hierarchy andstructure are few prominent features that relate both. Therefore, these artifacts

ultimately moderate assumptions and beliefs that in turn effect turnover intentions.If colleagues make positive comments about their work, environment andmanagement, then there is a higher degree of chance that favorable aspects of the

job and commitment to work and organization increases. On the other hand if co-workers have some negative views about work, then there is a higher chance thatthese effect individual negatively i.e.; his own perceptions and views becomenegative. Researchers have noted that more similar colleagues or siblings that havealmost same position or work assignments will come to a similar decision morequickly. Their attitude towards staying or leaving will be more or less similar. It isnot necessary that turnover all happen among individuals. It can exist at industry,

organizational, and workgroup levels. At industry level, it depicts that turnover,low or high, is present in a particular industry. That industry faces shortage ofspecified skill set people and is common across companies belonging to thatindustry. These companies however can create a firm strategy to cope with this

problem. Turnover at organizational level at organizational level refers to thebeliefs and custom developed within an organization with a passage of time. Co-workers share their views and perceptions that in turn reflect in their actions. That

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is why turnover most of the times differ from organization to organization.Companies make similar strategies to retain employees and perform differentoperations accordingly. Turnover at workgroup level refers to a department or unitwithin an organization that more or less contain similar beliefs. Since the nature ofwork and functional operations are similar with a workgroup, therefore their

demands and problems are similar. We argue that turnover culture can also exist atoccupational level. Occupation for example refers to a particular industry that can

be shared among many individuals working in different organizations. Such kindof occupational group where communication ways are easily available andaccessible creates a strong network where information flows rapidly andaccurately. Therefore any labor market containing an occupational group cancontribute to high turnover. Occupational group could be the best fit. For examplethere is a strong demand of professionals in the market their shortage as well caninspire them to work for more pennies and therefore job switch will become atrend. As we move further we need to insight an important question. Are all IT

professionals similar according to demand and turnover ratio? The marketability ofparticular job skills highly contributes to turnover culture within an occupationalgroup. In one way or other, management practices also contribute to turnover.Since organizations face shortage of skilled employees, they offer handsome

packages and incentives in order to attract professionals towards them. Paying topdollars to require personnel provide message to others that there are higher wagesavailable in the market and that they are working for small pennies. Such actionscreate hype in the market that fuels higher turnover. Professionals judgethemselves by looking for head hunter calls. If professionals at all level are not

getting head hunter calls than they conclude that there is some problem with theirskills and abilities. There are several strategies followed by organizations to copewith this situation. Most of the time, mid career professionals are at a highestdemand or we can say mid career professionals hold a larger part of job

percentage. Organization usually move aside mid career workers and bring freshgraduates to work. Fresh graduates tend to work on lower salaries as compared toexperienced workers. Their intention to learn and enthusiasm can lead organizationto a significant outcome and success. Fresh graduates are usually single and caneven work happily under sufficient work load. They had no issues in late sittings astheir primary focus is to learn. Family responsibilities are near to none. Such an

Human Resource strategy was acknowledged recently by hiring a manager inSilicon Valley firm: You work the young ones for five years and then replacethem exhaustion report significantly stronger intentions to leave their jobs.Exhausted professionals have described work environments in whichmanagement places unrealistic and arbitrary goals on us, then refuses to hireanyone to help. If work overload and exhaustion are common within theworkgroup, professionals are likely to have observed others experiencing the

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problem and successfully resolving it by leaving their jobs. Work overload andexhaustion can therefore contribute to a high turnover culture in workgroups. Aswe have discussed that culture plays an important role and that people attract

people in a sense that they get inspired from each othereasily. Over glorification ofthis act or as termed by Moore, Romance of turnover can become a usual thing at

occupational level. Departing employees are treated as heroes, because they havefound a way out of the organization. Most of the time only positive aspects of thenew job are discussed among co workers and those aspects negative of the currentemployer. Actual consequences and fair judgment is very keep in to considerationthus assuming that turnover is the only solution to their problems. Implications ofthe above mentioned problems are always depicted as a serious issue and nonecould a single positive aspect out of it. Over 30 years ago, political and socialeconomist Albert O. Hirschman, in his classic treatise on exit and voice, noted thatwhen exit is an easy alternative, the use of voice to right problems in anorganization tends to atrophy. By executing such a path, organization losesvaluable comments and suggestion, departing employee has in his mind. Howoften we have seen or heard that exit interviews are conducted while an employeeleaves. This is because why one should use voice and might become part of anycontroversy, instead exit safely.

6. Turnover and Internal Market StrategiesMuch of the research has been conducted to study the individual level evaluation

of turnover. Till now research focus was on individual perceptions, what anindividual thinks about his career, his future plans, his problems and his turnoverintentions. However, lesser work is done to analyze this issue from a labor market

perspective. Doing so we can better analyze the problem as a whole, and internallabor market strategies could be evolved that will surely help analyzing turnover

problem as a whole and designing a firm strategy. A labor market perspectiveconceptualized a problem as a whole and induce attention towards major and mostoccurring problems rather than prominent but few occurrences of a problem. Thiscan help organizations to develop strategies market wide and let them fuse at asingle consensus, thus building a more flexible and robust strategy. By having a

clearer picture of the overall market, they can easily control the most disputingfactors and can easily float their ideas and plans that would eventually becomerequirement of the market.

7. Behavioral and Organizational Factors

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Today organizations are facing critical situation as far as turnover is concerned andkeeping workers satisfied, is one of the most challenging tasks for them. Evenslowing down the pace of high turnover is getting difficult. Not only retention is a

problem, the availability of highly skilled employees is very short andorganizations need to face this challenging situation with increase in intensity day

by day. At the same time workers enjoys a high demand market where they can puthigh demands in front of organizations and also ask them to create a good workingenvironment for them. The managerial problem is to know what are the criticalorganizational and job features that affect the desire to stay in or leave a company.One of the most critical issues facing managers of high tech companies is keepingtheir technical employees satisfied and trying to prevent a rapid staff turnover. Theshortage of good quality technical people in high tech companies creates a highdemand for their skills. This makes it easy for them to change employers and more

important for companies to provide working conditions which are attractiveenough to keep their technical staff. While relating individual behavior withorganizational factors two main areas are covered; the first is the reasons whytechnical employees would leave their present company; the second looks atfactors influencing the length of time they expect to stay in their present company.workers might compromise at anything except salary because they tend to believethat the expertise and knowledge they hold, is hard to difficult and execute.Therefore, demanding a higher salary comes first beside everything else. Since thecharm and life line of profession is keeping yourself updated technology wise,

professionals demand more experience and more interesting work after high

salaries. They always try to gain more and more experience in order to gain moreexpertise and require more challenging and interesting work profession is all aboutcreativity and imagination. Professionals, who take it as a career, always lookforward for more creative and interesting stuff. This generates an implicit demandto having good quality and challenging work. As we can see the factors mentionedabove tends to move from more personal to environmental or less personaldemands. Professionals always look forward for more and more improvement totheir life style and environment that surrounds. Better location lies in the middle ofall and the first point of the second group. The final eight factors were given suchrelatively low rankings they could be considered to be merely idiosyncratic. The

priority given to salary is unusually high for individuals with a technical or professional orientation; it is more common where individuals take a moredetached approach to their job (e.g., process workers). The next 5 highest-rankedfactors indicate the importance of interesting and challenging work. The

predicament with organizations is that their employees expect an interesting andquality work job and also demand higher salaries explicitly. Maintaining such anenvironment and fulfilling employees demand is a big challenge for

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employers."More flexible working arrangements," and "more control over ownwork," for example, tends to be less important but do not appear as reasons forleaving job rather it has a small implication on leaving intentions.

7.1 Small and Large Companies

According to this study, a issue has been discussed is that it is getting moredifficult day by day to satisfy and retain independent type of people as structure,rules and regulations as the company grows in size. Researchers are trying toanswer the question whether every small and large size of companies havedifferent employees and does size of the company matters on identifying the natureof employees. As a study done to compare small size companies with medium and

large companies several conclusions were drawn.

1. A major difference found between small companies and middle or largecompanies is that employees in smaller companies have a higher intention toleave because they rather want to start their own company or tends to join amore successful company.

2. In smaller companies, technical staff tends to focus on start new business, ascompared to looking for a larger company. Both factors are there but differ inintensity.

3. Employees in medium and large companies differ from those in smallercompanies in way that they focus more on promotion as compared to employeesin smaller organizations. This is because of two reasons. Employees in largercompanies tend to ladder faster and rate in promotion is higher. Secondly,employees in smaller companies assume that there career growth andadvancement is dependent upon the growth of company, but in larger companiesit happens alternatively. Employee there doesnt advance themselvesaccordingly as companies grows but still enjoys different incentives as companyadvances .

8. Relationship between Nature of Work Selection andOrganizational Commitment

The study explores the nature of work context within the asserts that nature ofwork as contextually specified contributes to professionals commitment to the

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organization. Nature of work in the expressed as core job characteristics, the levelof group cohesion, and the level of role stress. Managers and organizations canuse this information to guide project assignment job decisions and improve job andwork design to increase organizational commitment and ultimately to increaseretention. This research has shown that job performance is related to the

professionals commitment to the organization with higher levels of commitmentrelated to better retention of professionals. Management literature has indicatedthat nature of work is an antecedent to employee work-related attitudes. Theconnection between nature of work and organizational commitment is particularly

promising as corrective action may be within the capabilities of the manager ororganization. In situations where the nature of work negatively influencesorganizational commitment, management may have the ability to enact jobredesign remedies (e.g. job enrichment, job rotation). Through better jobassignment or work design, employees may have higher commitment, leading to ahigher job performance. Such remedies may be particularly viable in an contextwhere project work is prevalent. Study done by Tim Klaus introduces a model ofthe relationship between the nature of work and organizational commitment in thecontext. The proposed model recognizes past job characteristics literature and thenuances of the context by explicating nature of work to include role stress, groupcohesion and job characteristics.

8.1 Core Job Characteristics

One job enrichment model that has garnered much interest and support is the Job

Characteristics Model. This model postulates there are five core dimensions thataffect the psychological state of employees, leading to certain personal and workoutcomes. The Job Characteristics Model has been studied using organizations ofall sizes and cultures. However, few if any studies have used this model to studythe relationship between workers and organizational commitment. This context isinviting since historically the industry is one plagued with high turnover. The JobCharacteristics Model operationalises the motivating potential of a job as asummative measure based upon the weighting of various core job characteristics.Although this model originally was developed to explain three psychologicalstates, it has widely been used to determine work outcomes.

8.2 Group Cohesion

Group cohesion addresses how well the participant has bonded with a work groupor others in the department. Given the proliferation of projects requiring teamwork

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in IS, the workers perception of group cohesion was selected as a likely variablethat may influence the commitment of workers to the organization. It is implicit inthe work group cohesion literature to note that employees that have close friends atwork rated higher on work group cohesion and were more inclined to stay at thecompany than leave. This study also noted that employees with close friends at

work will more likely stay with the organization. Granovetter further explains thisconcept, nothing that within companies there are social networks. One conclusionwas that employees that have strong ties with other employees are less likely toleave the organization.

8.3 Role StressRole stress is selected as a Nature of Work factor as employees generally movefrom one project to another, engaging in many types of activities, projectassignments, and requirements. Therefore, role ambiguity and role conflict aremore likely to occur for these workers, affecting commitment to the organization.Some research views role stress from a transactional perspective. This perspectiveasserts that role stress is an individualized process that increases or decreases dueto stimuli and then affects responses (e.g. commitment). Role stress is a complexconstruct when viewed from the individual transaction level rather than a moreobjective environmental approach. Research indicates the dimensions of thiscomplex construct include role ambiguity and role conflict. This study

acknowledges both role stress dimensions.

8.4 Organizational CommitmentOrganizational commitment is a common construct used in management,marketing, psychology, and other disciplines as an antecedent of job involvement,

job satisfaction, turnover, and absenteeism. Like role stress, commitment is a multidimensional construct. Prevalent dimensions of this construct explored in researchinclude continuance commitment, normative commitment, and general feelings oforganizational loyalty and pride. The continuance commitment perspective viewscommitment from the position of loss; employees remain with an organization

because they will lose existing benefits if they leave. Normative commitmentrefers to the commitment to an organization based upon a feeling of obligation.This study will look at both continuance and normative commitment to theorganization as well as the loyalty and pride participants have towards theiremployers.

9. Is Turnover Always Disruptive

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So far we have discussed that turnover has always been found disruptive fororganizations. Employers tend to introduce new ideas, strategies, offers andfacilities to employees in order to keep them attracted. However, there are peoplewho consider turnover as a strategic facilitator and suggests that turnover is helpfuland functional. The paper discusses different perspective and argues that turnover

is a possible strategic facilitator for organizational development.

All those who pass through this door bring joy to this office, some by coming inand some by going out

A model which is called Strategic Turnover Management Process (STMP) usingtheory of planned behavior, theory of Psychological contracts and conclusiondrawn from prior research on turnover.

STMP has three stages consisting of:

i. Continually assessing the staying or leaving intentions of the employees

ii. Deciding whether to retain him, and

iii. Re-recruiting in case the decision is to retain.

Human resource literature has always stressed to design a HR system persistentlythat fit with the goals, strategies and future road maps of the organizations and also

offers a good person organization fit. Therefore there should exist a balancedsystem that understands organization needs and at the same time also provide a balanced equity of the employees of that organization. For example, if anorganization has some vacant positions available than internal candidates should be

placed in those places. This would help organizations gain benefit from employeeswith cross-competency skills and knowledge. Employees being there for a longer

period of time can also be risky for organizations. Many important knowledge andnews that should be known to management timely, are acknowledged when anemployee leaves out. There might be in justice happening to sub ordinates by theirsenior, but since he has been there for a long time no one is about to know. This

might create bad feelings among sub ordinates and instead of being capableenough to do their job, they leave the organization. Turnover in the company canalso open paths for career development, which is necessary when people seek tofulfill their career goals or accommodate career anchors. It may also open the wayfor previous employees to come back with experience from other companies as

part of their career paths. If a company faces low turnover, this might be good foran external views about that organizations in terms of HR policies, but might be

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disruptive for continuous growth and stability. Organizations need bright andcreative ideas every time. In fact this happens that organizations needs someemployees to leave organizations for strategic reasons. They might fire, transfer orlaid off employees but its better suggested that a firm strategy should bedeveloped .

STMP Step 1: Assessing employees staying intentions

The theoretical premise for assessing an employees intention to stay or leave isthe theory of planned behavior or TPB . According to TPB, human behavior isguided by three kinds of considerations: Beliefs about the likely outcomes of the

behavior, beliefs about the normative expectations of others, and beliefs about thepresence of factors that may facilitate or impede the behavior. A combination ofthese leads to the formation of a behavioral intention, which is assumed to be the

immediate antecedent of behavior. TPB has previously been used in career choiceinvestigations and employment status choice intentions investigations and hasfound strong support. TPB has also been used to predict women's intentions to

pursue a career versus intentions to become a homemaker and the career intentionsof army officers. Adapting to the context of turnover, the behavior in question iseither staying or leaving. One can argue whether they are the two ends of the same

bipolar construct, or whether staying and leaving constructs are distinct and may bepresent in the same individual. To empirically derive the intentions, we sought theadvice of Ajzen response was Ask about both staying and leaving intentions andwhen deriving the higher order construct, recode and combine those into one

construct. This implied a bipolar construct.

STMP Step 2: The Intervention decision

While dealing with turnover organizations feels themselves very confusedsometimes. The decision whether turnover is obstructing organization goals and itsoverall strength or its a good time to entertain turnover at its notion is a crucialdecision to take. STMP offers a simple solution of recognizing each individualseparately. The identification of company needs and comparison with individual

skills and strength can easily notify whether the individual is replaceable or not.Acceptable turnover would be a case where organization can easily replace theemployee and acquiring a new person with same capabilities or skills. Howeverthis might not always be the case. The competencies of the departing employeemay have been outdated i.e.; no more required by the company. As an effect of thismarket decline, the company may have changed their corporate business strategies,focusing on other areas of competencies and service offerings. Even though the

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employees role may not need to be filled, a replace-ability analysis should beconducted in order to uncover aspects of the employee, the corporate businessstrategies or the market place not initially anticipated. The replace-ability of anemployee then depends on the fit or match between three dimensions: companydimension, employee dimension and market dimension. The company dimensions

are the requirements which the company should fulfill to run its businesssuccessfully. Particulars like domain expertise, technology adaption, infrastructuresetup etc could be the prime focus. Company culture, trends, values and norms arefew particulars that plays an important role in structuring and maintaining requiredenvironment. Demands could be also its business strategies, such as areas ofgrowth and service/knowledge focus of the consulting company as well as theculture of the company, and the ethics and standard the company wants to beidentified with. Such values and norms may be honesty, courage, freedom, teamspirit, and confidence among others. The employee dimension refers to theabilities, skills, knowledge and to what extent the person organization fit tends tomake him more worthy. His competencies and requirement of his skills within the

job market is a complex comparison. Competencies tend to be described assubstantive content because they could be ones own competency or the onerequired by the market. The market dimension refers to the availability of skillsand competencies in the market. Organizations effort and willingness always affectthe efficacy of market dimension. Usually business requirements of organizationscreate market demands that in turn attract individuals to decide their careeraccordingly. Since, the shortage of skill and competencies are always a challengefor organizations, the use of fringe benefits, trainings, incentives and other offers

by companies accelerate market demands. The market dimension may also affectthe company dimension, since company goals and strategy change with the marketdynamics. The availability of projects will affect the company dimension, the

business strategies and needs for competency within the company. Evaluating thereplace-ability implies analysis of compatibility and fit between these dimensions.

STMP Step 3: Intervention by Re-recruitment

The theoretical premise of this step is psychological contract which is defined as

Individual beliefs, shaped by the organization, regarding terms of an exchangeagreement between individuals and their organizations. The effects of changing

psychological contracts in employment have been subject to several studies.Psychological contract refers to the moral and mental agreement between theemployee and the employer. In organizational settings, contracts can be social[shared by the larger society, e.g., in this context employees in the industry] andorganizational. Ideally, a psychological contract should consist of the detailed

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expectations of employee and employer. But typical contracts are not complete dueto bounded rationality, and the ever changing environment of an organizationmaking all conditions impossible to specify up front. This results in gaps in thecontract, which is filled in by both employee and employer, and is done insomewhat unpredictable ways. Therefore, contracts become self-organizing and

change over time.

11. Conclusion

As per our discussion, survey and analysis there is no doubt putting this paper inone statement that is Turnover is inevitable. Organizations will continue to facesuch situation, at least for some time and has to find some workout under the samesituation. However, since we cant stop water flowing down the steam, we can

control its frequency and direction. Organizations need to build an environmentwhere they can maximize retention of employees by continuous improvement andfirm strategies. Employer should have something on plate to attract employees atevery point in time. Understanding their financial needs, their worth in the market,their lust to learn and keep themselves updated, competitors high offers,controlling their mind sets and even justifying and satisfying their unreasonablecomments are simultaneous challenges that need to be faced continuously. By

providing effective training slowly and step wise could be a better option to keepthem attracted. However, there should always be a good backup plan if anyemployee leaves. This could be achieved by keeping all the team members up to

date so that there is always a backup or alternative available when somebodyleaves.

Preventing Employee Turnover

The ability to keep quality employees is critical to being a successful

manager, particularly in today's competitive hiring environment. One of thekeys to retention is making sure your staff remains challenged while

recognizing signals that someone may be dissatisfied with his or her job.

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If you can detect the early warning flags, you will have a good chance of

preventing your most valued employees from considering job opportunities

elsewhere. That said, here are some signs every manager should look for.

A pattern of dissatisfaction many signs that employees are unhappy are easy

to detect but can go unnoticed by busy managers.

When evaluating whether someone may be at risk for leaving a job, look for

situations such as:

* Someone known for offering new ideas for ways to improve processes and

increase productivity stops providing suggestions.

* An individual who brightened up the office almost daily with his or her positive

approach to work no longer displays the same enthusiasm.

* A staff member begins making negative comments to coworkers about the firm

or his or her job responsibilities.

Unusual behavior some employees may be adept at disguising their dissatisfaction

but cannot hide the fact that they are less engaged in their work. The reason is that

mentally they have already begun to sever their connection to the company and,therefore, no longer have the desire to give 100% to their jobs.

To help you determine whether a slip in performance is due to a temporary slump

or a growing lack of interest in the position, try to recall the employee's behavior in

the preceding weeks. While your analysis will not definitively reveal an

individual's intent, it could provide more insight into the situation.

For example, assume an employee is usually an active contributor to group projects

but has been electing to spend more time working alone. In this instance, he maybe taking a relatively low-key approach to distance himself from the job and the

rest of the group.

Consider how long the person has been spending at lunch in recent weeks. If it's

longer than normal, it could mean she is going on interviews in the early afternoon.

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It may also signal boredom or unhappiness, two precursors to the start of a job

search.

Also pay attention if an employee is using certain resources at work that could help

facilitate a hunt for a new position. Do you notice the individual using the printeror copier more often than usual? What about the Internet? It could mean he or she

is making copies of resumes and sending them via fax to prospective employers or

looking online at other job possibilities.

Employee turnover in the USA averages between 25%--30% per year. This means

that the average worker in the USA will work for over eight different employers

during a thirty year career. Middle management turnover is even higher. A recent

survey of 500 middle managers conducted by Accenture found that about 40

percent are currently looking for a new job. Another 10 percent of respondents

plan to look when the economy improves. That's half of the middle managers

surveyed. Why are so many people looking to change jobs? Here are the top

reasons sited by Accenture: better pay or benefits, better conditions or prospects,

lack of advancement opportunities at their current employer, better training or

career development opportunities, or they just dislike their current jobs or their

bosses. Other reasons for changing jobs are adverse changes in their current

employers' business; the job is a bad fit for the employees capabilities; or the

employee associates their job with some personal adversity and leaves the

company to "start fresh."

Employers turn over almost as much as employees do. I have been working for

about 30 years and have worked for seven different employers: two great ones, two

bad ones, and three companies that I founded and ran myself. Of those seven

companies, only two still exist as stand-alone firms, and those two I created. Both

of the great firms I worked for and one of the bad choice firms were acquired by

other firms, and one of the firms I founded merged with a bigger firm. Mergers and

acquisitions, and corporate re-organizations and relocations contribute to employee

turnover, but it is not voluntary turnover; it is called a lay-off. Another reason that

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is not specifically cited in these surveys is the impact of productivity enhancement

programs on an employee's perception of his/her job security. There are lots of

masons why people change jobs, but, other than offering the best and most

comprehensive benefit plans, highest pay, on-going career development programs,

free lunch, enlightened and inspired leadership, and unlimited career opportunities,

while, at the same time, being flexible, accommodating and a valued mentor, is

there anything an employer can do to eliminate employee turnover?

Before tackling this question, let me break down the turnover issue into two parts:

the turnover of "fast-track" employees and turnover of people who work in order to

live, the "normal-track" employees. Fast-track performers are very competitive and

career oriented. They will stay with an employer for only as long as they are

challenged by the work, learn and acquire skills that will help them achieve career

progression goals, and progress at a faster rate than their peer-group. When any

one of these motivators starts to lag behind expectations, these fast-track

employees will move to a new opportunity. The majority of middle managers are

fast-track type people. This may be the main reason that middle manager turnover

rates are higher than the average rates. Normal-track performers, generally, are

more interested in work/life balance. They want good compensation, a flexible

workplace and good benefits, and interesting work. If those items are available atanother company, and the commute is shorter, or they offer a company gym or a

nicer facility, or a friend works there, it is almost certain they will change

job.Top of Form

Employee Turnover Cost Calculator

Here's an interesting tool to check out. It's an interactive Employee

Turnover Cost Calculator. You can use this interactive Employee

Turnover Cost Calculator to estimate your costs due to undesirable

employee turnover. By entering just six values you will be able to estimate:

Total Separation Costs

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http://chally.com/turnover_cost_calculator.htmhttp://chally.com/turnover_cost_calculator.htmhttp://chally.com/turnover_cost_calculator.htmhttp://chally.com/turnover_cost_calculator.htmhttp://chally.com/turnover_cost_calculator.htm


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Total Replacement Costs

Total Training Costs

Total Turnover Cost per Year

There is also a larger version of this calculator. It does the same

calculations but also shows the background costs and documentation, plus

you can enter values for up to five additional kinds of replacement cost.

I went through several scenarios and found it quite useful. However, I've

also noticed that these numbers may actually be too conservative. For

example, it's been estimated that the cost of employee turnover is three

times their salary. For example, factor in what it costs your company every

time a salesperson misses out on a selling opportunity. And we cant forgetthe additional costs such as: customer complaints, the lead itself, lost

prospects, managements time, your time, (what else could you have

accomplished if you werent working on this?), employee morale, your

competitive edge, recruiting, training, materials, administrative costs,

benefits and of course, the cost of replacing this salesperson!

The final cost to your company can total hundreds of thousands of dollars

in lost revenue as well as your fixed costs, depending upon how long youkeep an underperformer such as an underperforming salesperson aboard

who youre better off without.

Not sure how accurately this reflects these very costly but hidden expenses.

What do you see that works? Is this a valuable tool for you, as a manager or

business owner? Let me know if you see any other variables that need to be

considered as well.

Antecedents to temporary employee's turnover intention.

In an exploratory study using temporary workers, a model based on social

exchange and social identity theories was developed and tested. Results

revealed that, for both the temporary employee attitudes toward the client

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organization and the temporary employee attitudes toward the temporary

agency,

there was a positive association between job satisfaction and organization

commitment and negative associations between job satisfaction andturnover intention and organizational commitment and turnover intention.

Concerning the "crossover effects", results showed that job satisfaction with

the client organization had a weak positive association with organizational

commitment for the temporary agency and organizational commitment for

the temporary agency had a weak negative association with turnover

intention for the client organization. Managerial implications of these

results are discussed.

**********

can quickly respond to changing environments, management has

increasingly sought to maintain a flexible labor force by often utilizing a

temporary workforce to achieve this flexibility. During the 1990's, the

number of temporary workers employed by organizations in the United

States increased by 11% (Estavo & Latch, 1999). After experiencing several

years of lower demand during the recent recessionary period of the early

2000's, organizations in the United States are now beginning to increasetheir use of temporary workers again (Berchem, 2005). Not only is the use

of temporary workers in the traditional areas of temporary employment

(e.g. construction, personnel supply services, etc.) beginning to rebound,

there is also a trend that indicates that there is an increase in the new

economy industries employing highly skilled knowledge workers as

temporary workers (Neumark & Reed, 2002).

While issues related to how to manage temporary workers have often beendiscussed in the practical (management) literature, few empirical

investigations have studied how temporary workers' attitudes influence

other work related attitudes and their actual work behavior. When studies

investigating temporary workers have been performed, for the most part,

the studies have focused on the difference in employees' attitudes between

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full-time permanent workers and contingent workers within an

organization (de Gilder, 2003, Thorsteinson, 2003).

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Documents

A “seminar Report” on “ Hr Initiative