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.
Example: it is the responsibility of the senior management to trigger a procedure for employees to work with which is full of boundless anticipations where they will not sense any undesirable influence of change. The Challenge of Managing Change’ Personnel Journal, 1990, pp. 40-9 Riches describes the emotional stages of change as when organizations undergo changes such as restructuring, merging, downsizing, implementation of new technology etc. many employees experience a sense of loss in means of losing their job. Riches, A.
In certain mergers there will be an excess of employees, requiring multiple layoffs. The HR managers should ascertain how many excess positions there are and how they will communicate the layoff information to employees and managers alike. Legal issues should also be dealt with. HR Managers must ensure that any downsizing activity is done fairly and with the appropriate sensitivity to the welfare of impacted individuals. Many Organization have faced or will face the decision to downsizing their work force.
Chapter – IV Recruitment and Selection This chapter explains the HR function of recruitment and selection at two levels of policy integration and implementation and its impact on organizational performance at Genpact. First, the meaning and relevance of recruitment and selection strategic integration is introduced. Secondly, the major elements of recruitment and selection integration and implementation on organizational performance are discussed. Third, the research findings are described and at the end, discussion on results is outlined Over decades it is evident that some global sourcing organizations face a talent crunch. Genpact management claims to have anticipated the situation well in advance and re-engineered its hiring and retention strategy accordingly.
Q1. Long run cost structure of a firm is influenced by many factors, some of which are beyond the control of a manager of firm. Discuss why the long run average cost curve is U-shaped by bringing about the importance of scale economies and diseconomies. (10 Marks) Ans: Long Run Average Cost: • long run average cost refers to per unit cost incurred by a firm in the production of desired level of output when all the inputs are variable. The LRAC of a firm cab be obtained from its individual short term average cost curves.
of employees who left in the year / average employees in the year) x 100 Critical Attrition Rate is arises when a key employees or person at higher level in the company has left. Low Attrition rate is when an employee with low performance has left. Generally the main factors for an employee leaving the company are motivation and his/her attitude. Both these are an important in making and inclining towards a decision that he or she is going to
2010). Turnover begins with turnover intention, defined as a thought or desire to leave (Abelson, 1987). Turnover can be classified into different types, according to the willingness to leave, the impact of the leaving, and whether the turnover is controllable or not (Mathis et al. 2010). Turnover can be voluntary or involuntary; voluntary turnover happens when one worker leaves by his choice and may be due to dissatisfaction, supervision, pay, geographical factors, or better career opportunities in other company, or personal and family issues; while the involuntary turnover occurs when the worker is terminated for his poor performance, excessive absenteeism, or rule violations.
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
2.0 Literature Review 1.0 Introduction At present, motivation and job satisfaction is thought to play a major role in determining the success or failure of an entity, which operates in an ever changing business environment. Hence, given the importance, various individuals had devised a number of theories and thoughts, on the subject matter which is evaluated in the paper. The motive of this literature review, thus, is to compare and contrast different theories and thinking on both motivation and job satisfaction. Further, the literature review evaluates thinking and theories on labour turnover as well, with the aim of identifying the nature of relationship between motivation, job satisfaction and labour turnover . 2.0 Motivation and Job Satisfaction
Chapter 2-Literature Review 2.1 Employee Turnover Employee turnover, as defined by Hom and Griffeth (1984), is ‘willful terminations of individuals from Organizations '. Loquercio et al. (2006) stated that turnover of employees is the extent of employees leaving in a given era yet preceding the expected end of their agreement. As per Singh et al. (1994), Employee turnover is the rate of progress in the working staff amid a characterized period.