Employee Turnover

Prior research has focused on the elements and procedures that lead to employee turnover (Armstrong, 2007). A variety of variables may influence an employee's choice to quit, including discontent with their work or environment or a mismatch between their talents and the needs of the job (Mamun & Hasan, 2017).

Further, if there is practically no possibility for promotion since there is neither mentorship nor feedback, workers may feel even more discontent (Mobley, 1983). When there is a lack of confidence in the leadership of a company, employees' emotions of devaluation and unrecognition in the workplace are compounded (Milkovich and Bourdeau, 1993). Therefore, employees who do not share their knowledge and skills with other business members are a key element in the decline of the organization's performance (Armstrong, 2007).

It has also been shown that variables such as the desire to develop one's career, having a high earning potential, having conflicts with colleagues, being dissatisfied with human resources practices, and personal reasons contribute to the desire to move careers (Milkovich and Bourdeau, 1993). Moreover, the cost of staff turnover is a big worry for firms since it may negatively impact the organization's operations (Mobley, 1983).

Another reason for employee turnover that comes within the jurisdiction of management is circumstances that are directly connected to the employee's job (Alhamwan & Mat, 2015). Dissatisfaction with working conditions, confrontations with superiors (Armstrong, 2007), scheduling challenges, and compensation discrepancies are well-known reasons for employee turnover (Milkovich and Bourdeau, 1993).

The corporation's management may identify and address existing issues inside the company. Several internal and external variables also play a part in workers' choices on whether or not to stay in their employment (Alraj et al., 2016). Work-life balance, the labor market, and macroeconomic concerns are examples of external variables, while internal variables include perceived organizational support, pay satisfaction, administrative assistance, and organizational attractiveness (Mamun & Hasan, 2017).

Most employees leave their jobs due to unhappiness with their work, a lack of prospects for advancement, a desire for a change, or a confrontation with their superiors (Milkovich and Bourdeau, 1993). In addition, if a person has a negative assessment of their present place of work, they are more likely to be unhappy with their position, contemplate resigning, and weigh the pros and disadvantages of finding a new job (Alraj et al., 2016). This increases the likelihood that they will leave their work (Armstrong, 2007).

This argues that, in order to raise morale, increase productivity, and decrease employee turnover, it is vital for management to comprehend the specific needs of each individual and to meet those needs (Hakim et al, 2018). Therefore, there are a variety of strategies that can be utilized to retain employees, such as the implementation of efficient management systems, the provision of training, the promotion of workplace participation, the creation of a pleasant working environment, and the provision of financial incentives and other benefits (Hakim et al, 2018).

Consequently, this would result in greater levels of productivity for both people and organizations (Jaffari, et al., 2011). To attain sustainable levels of employee performance, the human resource management system should prioritize workers' competence, motivation, and access to opportunities (Jaffari, et al., 2011).


Reference

01. M. Armstrong,: Řízení lidských zdrojů. 10. vyd. Praha: Grada Publishing, a. s. 800 s. ISBN 978-80-247-1407-3 2007

02. A.  Al  Mamun  and  M.  N.  Hasan,  “Factors  affecting  employee turnover  and sound retention strategies in business organization: A conceptual view,” Probl. Perspect. Manag., vol. 15, no. 1, pp. 63–71, 2017, doi: 10.21511/ppm.15(1).2017.06.

03. W.  H.  Mobley,  “Employee  Turnover:  Causes,  Consequences,  and Control”, Price Ind. Labor Relations Rev., vol. 36, no. 3, pp. 506–507, 1983.

04. W. H. Mobley, “Intermediate linkages in the relationship between job satisfaction and employee turnover,” J. Appl. Psychol., vol. 46, no. 3, pp. 237–240, 1977, doi: 10.1037/0021-9010.62.2.237

05. G.T. Milkovich, J.W. a Bourdeau,  Řízení lidských zdrojů. Praha: Grada a. s., 936 s. ISBN 80-85623-29-3 1993

06. A. L. Hakim, Sudarmiatin, and Sutrisno, “The Effect of Work Stress on Turnover  Intention  with  Work  Satisfaction  and  Commitment  as Intervening  Variable  (Study  at  PT  Infomedia  Solusi  Humanika  in Malang),”  Eur.  J.  Bus.  Manag., vol.  10, no.  12,  pp.  85–94,  2018, [Online]. Available: www.iiste.org.

07. M.  Alhamwan  and  N.  Mat.,  “Antecedents  of  Turnover  Intention Behavior among Nurses: A Theoretical Review,” J. Manag. Sustain., vol. 5, no. 1, pp. 84–89, 2015, doi: 10.5539/jms.v5n1p84.

08. S. Alaarj, Z. Abidin-Mohamed, and U. S. B. A. Bustamam, “Mediating Role of Trust on the Effects of Knowledge Management Capabilities on Organizational Performance,” Procedia - Soc. Behav. Sci., vol. 235, no. October, pp. 729–738, 2016, doi: 10.1016/j.sbspro.2016.11.074.

09. A.  R.  Jaffari,  J. Aziz, Z.  Hussain, N.  Akhtar,  and K.  Ur-Rehman, “Prime and sub-prime factors of employee voluntary turnover in boom phase  of  industry:  Empirical  evidence  from  banking  sector  of Pakistan,” African J. Bus. Manag., vol. 5, no. 15, pp. 6408–6414, Aug. 2011, doi: 10.5897/AJBM10.1556.

Location: Colombo, Sri Lanka

Comments

  1. Deyan BastianszDecember 11, 2022 at 11:38 PM

    Great article, also according to Brum (2010), Owen (2006) training will increase employees’
    commitment, which can further counter the numerous direct and indirect costs associated with employees’ turnover.

    ReplyDelete
    Replies
    1. Yohan FernandoDecember 20, 2022 at 6:36 AM

      Agreed. Turnover affects businesses severely and is expensive, therefore companies are concerned (Thomas, 2003). Martin (2005) says employers must pay a large sum in direct and indirect costs when employees quit. Employee turnover costs a company a considerable chunk of its annual compensation (Linda, 2002). Martin (2005) believes that staff turnover is a serious concern for most firms, especially in organizations that value the firm's existence. Salary, benefits, attendance, and performance effect employee turnover (Dessler, 2009).

      Delete

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