TURN OVER & JOB SATISFACTION

Turn Over & Job Satisfaction

Turn Over & Job Satisfaction

Introduction

Labour turnover is the crucial issue that the organizations face. Turnover is the rate at which the management retains the employees or the rate at which an employer losses or gains the employees. Another correlate of job satisfaction that is of considerable interest to both researchers and managers is employee turnover. Some turnover in organizations is inevitable and, in some cases, may even be desirable. However, very high levels of turnover can be costly to organizations since they must begin the process of recruiting, selecting, and socializing a new employee. High levels of turnover may also have an adverse impact on the public image of an organization, and hence increase the difficulty of recruiting (Griffeth, Hom & Gaertner, 2000, 463).

In this paper, I analyse the “Turnover” issue that exists in different organizations, it is correlated to the job satisfaction and the employee retention. I choose this issue from the context of Human Resource Management. In analysing the problem, I found different view points of scholar for improvement. The theme of this paper is to communicate the issue with the top management of an organization (Mitchell, Holtom, Lee, Sablynski & Erez, 2001, 1102)

Turnover has been viewed largely as a response to the negative effect. Here, more contemporary turnover research has expanded and investigated other non-affective predictors of turnover. The external labour market, as well as employees' job performance, is two non-affective variables that have been shown to have an important impact on employee turnover. Another important advance in this area is the use of findings from behavioural decision theory to model the turnover process. The concept of embeddedness, which has grown out of this research, appears to be a promising predictor of turnover.

Compared to absenteeism, employee affect has been shown to be a stronger predictor of turnover decisions. Therefore, I also focus in this section will be to examine employee turnover from a more macro perspective (e.g. the impact of turnover on organizations), explore non-affective predictors of turnover, and finally, explore a recent model that has applied behavioural decision theory to the study of turnover (Mitchell, Holtom, Lee, Sablynski & Erez, 2001, 1102)

Discussion

Develop the satisfaction among the employees, in order to motivate employees and maximum retention in an organization is a crucial challenge from that the organization is suffering. Retention depends on maximizing job satisfaction (so employees do not wish to move) and/or making it harder for employees to move. Organizations can manage job satisfaction by focusing attention on:

1.Pay and conditions

2.Non-financial reward. (E.g. promotion prospects)

3.Job variety (job enrichment)

4.Supervisory arrangements (empowerment)

5.The provision of resources to do a job effectively, and

6.An employee's training and development needs.

The above given factors may be the base of the turnover too. In my opinion, managers should keep the check on these basic factors. Impediments to movement also may be within an organization's control, e.g. employment contracts with penalty clauses in the event of premature resignation, non-transferable pension plans, and the development of organization-specific ...