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Employee Turnover

In the organization, the way of planning and implementing the business plan and the preferences and priorities are defined as its Culture. The organization is offered with some skills in the future that have been utilized for the benefit of the organization in the past. These are known as the Skills. The expansion of the time, money, and energy, and its way and place are termed under the definition of the Values. The highest proficiency is observed in some of the characteristics that are used to present uniqueness in the person. These types of abilities are known as Strengths.

In work life, there are some things, by which a dimension of excitement and fun is provided, which are known as Interests. Thinking process is molded by the formal and informal learning opportunities, which are known as Education. The contribution that is done in the life by some sweet and bitter things of the past-life is known as the Experiences. Unusual things that have been done and seen during different traveling experiences are known as the Exposures. Sight, sound, smell, and other tools that support the work by virtue are known as the Natural resources.

Personal and professional growth is lacked in some

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way, these lacking gaps are known as the Developmental gaps. The ambitions that are created in the life and the things that are expected to be remembered by the people are known as the Goals. Flexible Timings The basis for a naturally occurring field experiment was the implementation of an experimental flexible-scheduling program. The effects of a flexible-scheduling program on absenteeism were tested by a six-year assessment. After the flexible-scheduling intervention in the experimental group, gross reductions in the absenteeism of the employees were indicated by the results.

However, evidence was not shown regarding such changes in the control group. Base-rate levels in the absenteeism were observed during the experiment, which were indicated in the results after the two years of the program. However, the intervention was unable to affect the rate of employee’s turnover. The problems, which are usually confronted during the application of flexible scheduling in large-scale organizations, were discussed in the concluding section. In organizational studies, a great deal of empirical attention was received by the turnover.

Some of the examples of this attention are the studies of Dalton and Todor in the year 1987, the works of McEvoy and Cascio in the year 1987. In the year 1989, Morita, Lee, and Mowday also contributed, and O’Reilly, Caldwell, and Barnett in the year 1989. In the year 1982 and 1987, Mobley and Cascio discussed unreasonably high levels of turnover respectively that were associated with the costs. In some cases, the turnover has been described as beneficial, for example, Krackhardt, Dalton, and Porter in the year 1981 subscribed with the beneficial notion in the organization.

However, largely detrimental perspective was seen in the other notion of the turnover. In this case, an organization’s ability was involved in a key issue, by which the rate of turnover was adjusted positively or negatively according to the situation. Subsequent levels of employee turnover have been strongly related with the employee-initiated transfer policies by different studies, for example, Dalton and Todor in the year 1987. Turnover can also be managed by the organizations with the help of another alternative of flexible scheduling.

Once again, reduced turnover has been associated with the flexible scheduling, which has been accounted with the help of largely anecdotal evidence. However, no empirical assessments were provided by the reviews of Dunham, Pierce, and Castaneda in the year 1987 regarding the alternative scheduling. Two prior studies were noted by the exhaustive compendium of Pierce et al in the year 1989. The flextime program was indicated to be unaffected by the turnover in both studies (Harvey and Luthans, 1979; Peterson, 1980).

Clear deficiency was also observed in the available research that was noted in the earlier reviewers (Golembiewski and Proehl, 1978; Ronen, 1981). Well-developed theoretical models were not made the base for most of the existing literature on flexible scheduling, as suggested by Pierce et al. in the year 1989. a number of related phenomena with the flexible scheduling have been identified in some research. In addition, the purported relationship between the employee turnover and flexible scheduling has been underscored by a number of literature reviews, such as, Golembiewski and Proehl in the year 1978, Ronen in 1981, and Pierce et al in 1989.

Less development has been observed in the differences, which have been indicated in rates of turnover and absenteeism by common reports. However, the approaches of employee scheduling plays a vital role in these differences. However, some rationale relation regarding the flexible scheduling and its existence in the subsequent behavior has been provided by a number of conceptual models in different studies, such as, Pierce et al. in the year 1989.

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