employee turnover 104
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The purpose of a Human Resources audit isto assess the effectiveness of the HumanResources function to ensure regulatorycompliance.
To look for potentially serious problems
To find areas needing improvement
To document processes for use in merger,
reorganization or inspection To address compliance issues
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Routine check-up (uncover any conditionsyou may have and set up a treatment plan)
Determine how you can best align HRoperations with organizational goals
Ensure compliance with central and stateregulations
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Interview key staff Review relevant documentation Help you complete a comprehensive
questionnaire Compile data a prepare and customized
written report Make specific recommendations to improve
the efficiency and performance of your HR
function
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What do the written policies and proceduressay?
What do the HR managers say?
What do the line managers say?
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Hiring statistics (acceptance rate, hiringrate, hiring projections)
Turnover Compensation and benefits philosophy and
practice Exit interview summaries Employee complaints (discrimination,
harassment, safety, other)
Promotion and advancement practices andtrends Human Resources budget and expenditures
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The process of workers leaving and comingin business organisation give rise to thephenomenon of employee turnover.
Employee turnover is the rate ofdisplacement of the personnel employed inan organisation due to resignation,
retirement or retrenchment.
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Try to Prevent:
High-Value Employees
• High performance
• Valued intellectual
capital
• High promotion
potential
• High traininginvestment
• High experience
• Difficult to find
replacement
Do not Prevent:
Low-Value Employees
• Low performance
• Little intellectual
capital
• Low promotion
potential
• Low traininginvestment
• Low experience
• Easy to find
replacement
No attempt to Prevent:
Regardless of Value
• Retirement
• Dual career
• New career
• Health
• Child care or
pregnancy
• Elder care
• Return to school
• Leave country
• Take a break
Avoidable(could prevent) Unavoidable(could not prevent)
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• Permanent layoff
• Temporary layoff
• Site or plant closing,
relocation
• Redundancy due to
merger or acquisition
Downsizing
• Discipline
• Poor performance
Discharge
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Quit
Alternatives
Internal: New job possibilities
External: Job offers+
Desirability of LeavingLow job satisfaction
Shocks to employee
Personal (nonjob) reasons+
Ease of LeavingFavorable labor market conditions
General, transferable KSAOs
Low cost of leaving
+ Intention
to Quit
+
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Separation rate
Replacement rate
Flux rate
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Personal causes
Unavoidable causes
Avoidable causes
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Change of job for betterment
Premature retirement due to ill health and
old age Domestic problems and family
responsibility
Discontentment over the job and workingenvironment
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Seasonal nature of business
Shortage of raw material
Change in the plant location Disability, making a worker unfit for the
product
Disciplinary measures
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Dissatisfaction over job, remuneration,hours of work, working conditions
Strained relationship with management,supervisors or fellow colleagues
Lack of training facilities andpromotional avenues
Lack of recreational and medical facilities Low wages and allowances
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Exit interviews Job analysis and evaluation
Scientific system of recruitment, selection,
placement and promotion Enlightened attitude of management
Use of committee
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Extrinsic rewards◦ Rewards must be
meaningful and
unique
◦ Rewards must matchindividual
preferences
◦ Link rewards to
retention behaviors◦ Link rewards to
performance
Intrinsic rewards◦ ssign employees to
jobs that meet theirneeds for workcharacteristics
◦ Provide clearcommunication withemployees
◦ Design fair rewardallocation systems
◦ Ensure supervisorsprovide a positiveenvironment
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INDUSTRIAL RELATIONSCOMMONLY DENOTES THAT
‘employees – employers relations’
in both organized and unorganized sectors.
Basically, relations between:
Management
workers
trade unions
23by Dr.M.Latha Natarajan
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What unions exist and what jobs are covered?What collective agreements are in place, whendo they expire?
How many grievances are there per year?
Are there any outstanding grievances?
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Scope of I R
This assignment of people not onlyinfluences labour relations but also thesocial, economical, political, & moral links
of whole community.
It includes: i) Labour relations
ii) Employers-Employee relations
iii) Group relations
iv) Community or public relations
25by Dr.M.Latha Natarajan
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The main aspects of I R
1) Promotion & Development of healthy labour &Management.Responsible trade union, job security effective
workers participation in management, collectivebargaining, welfare work, etc.
2) Maintenance of industrial peacePrevention & settlement of industrialdisputes
3) Development of industrial democracy
establishment of shop councils &jointmanagement councils , recognition ofhuman rights, proper work environment.
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What unions exist and what jobs are covered?
What collective agreements are in place, when
do they expire?How many grievances are there per year?
Are there any outstanding grievances?
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