Organization Turnover & Absenteeism

The sum total of an individual's met expectations over a job." (Porter & Steers, 1973, p.169).

In other words, if we are to understand (and presumably control) organizational turnover and absenteeism, we need to realize those reasons that affect an employee's work expectations. In this regard, Porter and Steers land that the existing search suggests that four specific categories of causes are most salient in terms of affecting employees' career expectations:

(1) general organization causes for example pay or promotion;

(2) work particular causes including the nature of supervision or relations with co-workers;

(3) task content causes such as the nature on the career requirements;

(4) individual factors such as one's age or task tenure.

The authors state that future research needs to far more fully examine these categories of causes for their influence on expectations and that such examinations will bring about a fuller understanding of how these expectations combine to make career satisfaction and its inverse relationship to absenteeism and turnover.

ARTICLE: Lyons, T.F. (1972). Turnover and absenteeism: A review of relationships and shared correlates. Personnel Psychology, 25, 271-281.

Lyons presents a review from the literature on organizational absenteeism and turnover in an work to answer 3 look for questions. These are: (1) What, if any, stands out as the relationship.

 

The description of absenteeism and turnover costs provided by Jeswald has a delineation of ongoing increases in fringe benefits, overtime prices as a result of the absence of essential employees, the under-utilization of facilities, and loss of productivity. Jeswald also notes that arriving at concrete measures and estimated values from the loss associated with these areas is difficult, some areas getting a lot more hard than others.

Although the understand doesn't address any specific research questions, it really is noted that, according to the developed model, the key underlying question which the authors sought to answer is: Is there an interaction in between work involvement and organizational commitment in terms of making employee absenteeism and turnover? The constructed design answers this question from the affirmative.

Although this understand was not significantly focused on theory, the main conceptual framework (core theory) centered on withdrawal behavior, and regardless of whether absenteeism, if increasing in frequency, indicates an elevated chance of turnover. The existing search supported this view; however, the failure to discover many shared correlates implies that despite this relationship, causes contributive to absenteeism aren't necessarily contributive to turnover--and vice versa. In other words, the relationships involved in absenteeism and turnover and much more complex that could possibly be notion by simply noting that there is systematic variance in between the two factors.

Jeswald recommends that any big business that is certainly attempting to assess its prices of absenteeism and turnover, use the descriptive analysis he provided in terms of calculating each outlay and savings associated with these variables. However, it is tough to assess regardless of whether his provided description is, in fact, interesting for this purpose; this as a result of the relatively smaller supportive look for he provided for his claims.

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