Summary
The total number of workers who retire and join, in relation to the total number of employees in an organization is known as staff turnover. Having control over the rotation of staff is essential for the fulfillment of the objectives of the company, in order to have such control it is essential to link the interests of the workers with the objectives of the company in order to produce mutual benefits that guarantee employee satisfaction and the company, without subordinating each other. One of the main drawbacks for companies is the cost of excessive turnover, either due to personnel selection procedures, training and the lack of efficiency that results from their work. The causes of turnover are divided into causes of forced turnover and causes of voluntary turnover.
Introduction
In the following essay, we will analyze the phenomenon of staff turnover and the impact that this may have within the company if it is not handled in a timely and adequate manner, as well as identifying that this phenomenon is the effect of a set of factors within the company. company and not as a cause, as many of us know.
We will start by defining the concept of staff turnover, and the importance of knowing how to control this effect. We will talk about the beginnings of the term "rotation" and when it began to manifest itself within organizations, as well as the consequences that it brings; We will analyze how employee satisfaction is related within the company, with their performance within it and with its stability.
In the same way, we will talk about the causes of staff turnover, to end the organizational commitment and conclusions about this phenomenon.
II.- Background
For every company it is of high interest that its personnel maintain stability as this will help to guarantee their efficiency, that is why we say the rotation phenomenon is not a cause but an effect of a set of factors that are both externally and internally in the organization that is directly related to the worker.
The phenomenon of turnover can be defined as “… the total number of workers who retire and join, in relation to the total number of employees of an organization. In other words, a constant renewal of people in a company due to registrations and cancellations in a certain period ”(Reyes, 2005, p. 163)
Having control over staff turnover is essential for the fulfillment of the company's objectives, because when a person leaves the organization they carry with them all the knowledge and experience acquired. In order to have such control, it is essential to link the interests of the workers with the objectives of the company in order to produce mutual benefits that guarantee the satisfaction of the employee and the company, without subordinating each other.
We identify the beginnings of the staff turnover problem after the Industrial Revolution began, where in profit-making organizations "the personnel selection process was done solely by the supervisor, based on subjective observations and data" (Arias, 2004), that is to say, mere intuition.
As a consequence of this arbitrary selection, an imbalance was created within organizations, specifically in human capital; thus giving rise to Staff Turnover, one of the biggest problems within organizations that is still latent today. That is why this phenomenon is directly related to the personnel selection process, in which it is intended to obtain the right people for the right position, since to a large extent staff rotation is linked to job satisfaction factors. of work. And it is precisely that satisfaction that will balance the stability that the worker wants to obtain from the company with respect to the one that it offers.
Presenting its beginnings in 1910, the phenomenon of personnel turnover was discovered in North America, along with the costs it represented, which could not be ignored; thus leaving companies in the need to face this phenomenon in order to control it, keeping the number of dismissals and resignations to a minimum.
III. Development
Job satisfaction is “the degree of pleasure the employee gets from his job. This satisfaction lies in individual differences, regarding expectations and the degree of fulfillment of these at work ”(Reyes, 2005, p. 171).
Differences in people's expectations therefore produce different reactions, that is, while for an employee their work may be the most pleasant, perhaps for another worker it is just a monotonous work.
Then a company must worry about establishing a comprehensive compensation system that meets all the needs of the worker. This remuneration system must be made up of both economic and non-economic aspects "From the traditional point of view, one of the most frequent aspects is the salary system, since there is a set of irreconcilable interests between workers and companies." (Rodriguez, 2001, p. 174)
Drawbacks
For companies, one of its main drawbacks is the costs it represents, either due to personnel selection procedures, training and the little efficiency that results from their work.
Among the disadvantages within a cost classification we can mention the interview time to the applicant, preparation of records, etc. Which entails a cost for the Human Resources department. The training costs for the time invested in the new collaborator to explain their functions, whether by a supervisor, trainer or another employee… ”In addition, the new collaborator's payment becomes higher than what he produces and to maintain production at his Adequate level until the new employee can perform their normal production also implies an investment of extra work time for other employees. And during the period in which the previous collaborator has separated until the date in which he has been replaced by another collaborator who is fully trained ”. (Reyes, 2005, p.164)
Although the company always wants to keep its employees who are necessary for the development of its activities, it must also face the possibility of their separation. This separation occurs for different reasons caused by different factors that cause staff turnover.
The causes of turnover are divided into causes of forced turnover and causes of voluntary turnover. Among the first we can point out:
- Due to death Due to retirement Due to permanent disability Due to illness
Among the causes of turnover that somehow depend on the worker we can point out:
Search for better wages
Inappropriate treatment by a boss
Lack of job growth
Unsatisfactory work for the employee.
Inadequate working conditions.
- Due to dismissal For poor selection and accommodation. When the selection of personnel has been made improperly, there will be reasons of dissatisfaction for him and for the company, which will lead to rotation.
It is believed that there are 3 motivational facets to organizational commitment
“Affective commitment is the degree to which an employee wishes to remain in the organization, cares about it and is willing to make an effort for it. The commitment for continuity is the degree to which the employee believes that they should remain in the organization due to the time, money and effort they have invested in it or the difficulty they will have in finding another job and finally the regulatory commitment consists of a degree to which the employee feels obligated to the organization, and as a result of this obligation, must remain in it ”. (Aamot, 2001, p. 366)
It is important that we emphasize that the relationship between job satisfaction and performance does not consist of people and jobs. … ”For employees who have a strong and consistent conviction about their level of job satisfaction (called affective-cognitive consistency), the relationship between it and performance is much stronger than for employees whose job satisfaction attitudes are not well developed ”. (Aamot, 2001, p. 366)
Thus, job satisfaction can be defined as "a general attitude of the individual to his work." (Garzon, 2005, p. 77) For many authors job satisfaction is a motive in itself; In other words, the worker maintains a positive attitude in the labor organization in order to obtain it. For others it is an expression of a need that may or may not be satisfied.
III.- Conclusion
Today, the challenge for organizations to be in a position to compete in local and external markets points to the consolidation of their material, technical and human elements, that is, that it depends on a good combination of these, in order to to be able to make all its processes more efficient, also recognizing that the human element is the most valuable thing the company has.
Within each organization there are individual and collective interests and it will be precisely the satisfaction of the former that will help to guarantee the correct execution of collective interests. And a very effective way to achieve this is the remuneration that is awarded to the worker according to their work performed, that is, that the participation they contribute to the achievement of the organizational objectives is proportional to what they receive, because as we mentioned, the Employees attend to work with certain needs, values and expectations. If there is any absence of these needs, values and expectations and the reality of the job, employees will feel dissatisfied and less motivated.
Bibliography
- Aamot, M. (2001). Industrial / Organizational Psychology. Wadsworth Arias, G. (2004). Mexico Garzon, M. (2005). Organizational development and planned change. Bogota: Universidad del Rosario Reyes, A. (2005). Staff Administration. Mexico: Limusa.Rodriguez, J. (2001). Modern Personnel Management. Mexico, DF: Cengage Learning.
