Even employees who know that their jobs are safe will worry about the company's future. This explains why companies often see a spike in voluntary turnover after a companywide layoff. When people feel their jobs or employer is no longer secure, they often look for new opportunities to regain their sense of
A. Functional Vs Dysfunctional Turnover: Functional turnover can be defined as “A turnover in which poor performers leave”. Functional turnover occurs when people leaving the firm are underperformers. This is common in large consulting, accounting and law firms that employ an "up or out" philosophy. Employees in such a company must develop and improve to move up in the ranks. Those who are unable to progress are let go.
Attrition means when there is loss of employees in an organization due to various reasons like retirement, resignation etc. Generally when there is major issue of loss of employee then it creates problematic situation for the company. As the cost and time spent in hiring new employees is relatively high and also the experience that previous employees had is also a losing factor for an organization. Now a day’s situation of high attrition rate is due to career goals, family issues, lack of independence etc. The priorities of individuals have changed considerably.
The workplace is the employee stock source, while the attention is more focused on bureaucratic aspects than on clinical parameters. The worker is in a constant state of tension which, if not be able to manage it properly, may lead to frustration and resignation. ‘Defense trailing’ phase: This is the stage where it made changes in attitude and behavior of the worker, who gradually disinvestment emotional work and expresses cynicism and apathy for others. These changes help reduce the physical and psychological consequences that occur, hoping to enable the worker to survive professionally. (Cherniss, 1980, as cited in Theophilus, 2009) 5) The Model of Pines
Organizational Stress and Leadership Organizations experience change constantly whether they planned for it or not. According to Tavakoli (2010), stress and resistance are not inevitable reactions to organizational change. Rather, what makes organizational change stressful or susceptible to the resistance of employees is the way people are treated during the implementation of the change. There are some situations where the change is forced, for example when a market shifts due to political agendas and the organization’s services or products are no longer desirable. This type of organizational change can cause companies to downsize and/or lay-off employees to cut costs (Lussier & Achua, 2015) which causes leadership and employees tremendous stress.
Chesley (2005) found that technology use can cause decrease in quality of life, increase work boundaries, and cause negative spill over and distress. The areas that will be examined for possible negative effects are stress, life satisfaction and job satisfaction. Job Stress With the work world rapidly changing, employees are becoming more concern with their work life balance (Shivananda & Ashok, 2012). A study done by Shivananda, and Ashok (2012) found that there was a negative relationship between work life balance and stress level. This would mean that those who have a low level of work life balance would experience high levels of stress and vice versa.
Leniency may let management fail to identify the shortcoming that should be amended and finally company will find it is hard to recognize and terminate the employee that is performing below the standards. While strictness is an antonym of leniency that means manager is over underestimated a job performance of an employee. The situation becomes the worst when both lenient and strict superiors occur in the same company and no action is to be taken to balance the inequities. The lenient managers keep on give high rating to, increase the pay of and also promote those who actually perform an unsatisfactory outcome while a well-performed employee receives a bad appraisal and reward that lower than what he or she actually should take. The company will enter havoc (Mondy.
Since role ambiguity is a major component of job discrepancy, lower job commitment may be a consequence of job discrepancy. Intention to turnover is the desire a person has to leave a company. This desire increases when the emotional commitment level of an employee decreases. Lee (2008) finds intent to turnover to be
Whilst stress becomes extreme, employees develop several of stress symptoms that can lower their performance and health and even intimidate their ability to deal with up with the situation. Work stress has become a familiar term in today’s parlance. In every organization, the major cause of shortfall in productivity is because of stress at workplace. Human resources need assured kind of motivation and work stress mitigating ways to overcome their stress. This research is focused to look at the major factors causing work stress and explain how it have an effect on job performance of the
High labour turnover is harmful to the company’s productivity if high performers are leaving and the labour population includes high percentage of beginners. The first and foremost duty of an employer is to retain the employees in the organisation by increasing their level of motivation and morale which will increase the satisfaction level. Even though there no standard to measure employee turnover as a whole, a wide range of factors have been found useful to analyse the reasons for the shift from one organisation to another. Labour turnover can have both desirable and undesirable effect. The undesirable effect