2.5 that pays only 50 cents an

2.5
Causes and Influencing Factors for Turnover

Turnover arises from the sadness from job
place for individual employee. But just being unhappy is not only cause people
leave job for another company. If the aptitude, knowledge and skills they have are in command,
they may be hired by higher quantity of salary, better benefits or better job
growth. It
is important to know the difference between human resources who leave the job for
the reason that being unhappy or other reasons. There are number of factor that
contributes to employee turnover. We explore some of these factors in more
detail below:

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i. The economy-
One of the majority common reasons known for leaving the job is the
availability of advanced paying jobs. Some minimum wage workers reported for
leaving one job to another that pays only 50 cents an hour more. Obviously, in
a better economy the availability of alternative jobs plays a role in turnover,
but this tends to be showy in exit interviews.

ii. The characteristics
of the job- A number of jobs are essentially more eye catching. A
job’s attractiveness will be affected by many characteristics, including its
repetitiveness, challenges, danger, perceived importance and capacity to draw
out a sense of achievement.

iii. Demographics -Experimental
studies have demonstrated that turnover is associated in particular situations
with demographic and biographical characteristics of workers.

iv. The person-
There is some factors specific to the individual that can influence turnover
rates. These include both personal and trait-based factors. Personal factors
include things such as changes in family situation, a desire to learn a new
skill or trade or an unwanted job offer. In addition to these personal factors,
there are also trait-based or behavior features that are associated with
turnover.

V. Employee’s skills and
the job- Those workers who are
hired and placed that is too difficult and whose skills are not been utilized may
be disheartened and leave or quit the job. Employee enjoys doing work where they
feel happy and where their skills are being recognized rather than the salary only.
  

 vi. Substandard
equipment, tools or facilities – If the working place is not in good condition
or not in standard, which is lack of important facilities such as proper
lighting, restrooms, canteen, furniture, health and safety, employees will nt
be willing to work for incontinence for long time.

vii. Lack of
opportunity for advancement or growth – The job for the employees must be opportunity to grow higher and have
advancement for the growth; this should be explained before hiring so as
not to mislead the Employees. The job should be described precisely, without raising false hopes
for growth and advancement in the position.

viii. Feelings of not
being appreciated ? since
employees generally want to do a good job, they also want to be appreciated and
recognized for their works. Even the most employee needs to be told what he or
she is doing right once in a while.

ix. Inadequate or lackluster
supervision and training ? Employees
need guidance and direction. New employees may need extra help in learning an
unfamiliar job. Similarly, the absence of a training program may cause workers
to fall behind in their level of performance and feel that their abilities are
lacking.

x. Unequal or substandard wage structures ? Inequity in pay structures or low
pay is great causes of dissatisfaction and can drive some employees to quit.
Again, a new worker may wonder why the person next to him is receiving a higher
wage for what is perceived to be the same work.

xi. The job did not meet expectations. It has become all too
common for a job to significantly vary from the initial description and what
was promised during the interviewing stage. When this happens it can lead to
mistrust. The employee starts to think, “What else are they not being truthful
about?” When trust is missing, there can be no real employee ownership.

xii.
Managerial factors.
Employee turnover is caused by the instability in the management of an
organization. Employees are more inclined to stay and work when the
organization is stable and friendly working environment (Bergmann and
Scarpello, 2001). The obligation of a quantitative approach to managing the
employees has led to disillusionment of employee and so it directs to turnover.
Because of this, managers should not apply the quantitative approach in
supervising their employees (Dress and Shaw, 2001). Approving a cost oriented
approach to employee costs increases employee turnover (Liu, Liu and Li, 2006).
If managers take steps to cut the employee turnover, it is essential to avoid
all these approaches (Dobbs, 2001). Organizations could eventually reduce in
size turnover unless organization has performed as well balanced communication
system between managers and workers (Griffeth and Hom, 2001).

xiii.
Fringe benefit. A fringe benefit is
a meandering incentive contracted to an employee or a group of employees as a
part of executive membership, which has an effect on performance and employee
retention (Alexander et al., 1994). It can be argued that benefit scheduling is
a critical section of human resource planning process on account of huge
expenditures and financial resources approved for the future (Weiss and
Cropanzano, 1996). At the managerial level, a fringe benefit is critical to
attract, retain and motivate the employees who may continue to work for
organizational success. One reason for this is that fringe benefits play an
important role to persuade individual’s interest to work with an organization.
In fact, numerous organizations provide fringe benefits, incentives and
recognize employee’s performance, directing a device of motivation (Lee and
Mitchell, 1994).