How to Avoid High Turnover Essay

Employee turnover is a ratio comparison of the number of employees a company must replace in a given clock time period to the average number of total employees. In the recent eld Operation department of Caulfield Racecourse experienced problems associated with high turnover, which is a permeating and serious issue resulting in high direct expenditure as well as intangible cost, low performance level and melodic line dissatisfaction.Operation department is looking after large numbers of employees particular managers and supervisors, administration and operation assistanceants, staff coordinators, caterers, set up teams, cleaners. The problem is not the lack of clientele applicants the company receives endless stream of applications. The problem is that the fictional character employees ar hard to keep. The talented employees do not stay for persistent before they get employed some(a)where else. As an Operation theater director Executive Assistant the author has been asked to examine and analyse factors that may partake on staff turnover.Applying a combination of quantitative and qualitative techniques (form of unified questionnaire) to determine the reasons why workers leave their pranks at Operation department, this research tries to describe the root ca drops of job dissatisfaction leading to turnover and provides managerial implications that may assist managers in dealing with labor-related risks. 1. 1 Objectives This report is identified to achieve the pastime objectives 1. To identify general factors that may cause high turnover inwardly Operation department. 2. To examine and analyse levels of staff job satisfaction. 3.To suggest some measures in order to improve overall job satisfaction, performance and lose weight high turnover. 1. 2 Methodology * Structured questionnaire (consist of multiple choices, ranking and descriptive questions). The survey method was selected to gather primary data by administering the structure questionnaire among the employee in Operation department of Caulfield racecourse. The questionnaire is chosen because of its simplicity and reli exponent. We can watch a straight answer, which is directly related to the questions asked. Interpretation of data low this can also be done correctly.An organisation perceived to be in economic difficulty will also raise the spook of impending layoffs. Workers believe that it is rational to seek other employment. 3. The organisational culture. Much has been create verbally about organisational culture. It is sufficient to note here that the reward system, the strength of leadership, the ability of the organisations to elicit a sense of commitment on the part of workers, and its maturation of a sense of sh ard goals, among other factors, will influence such(prenominal) indices of job satisfaction as turnover intentions and turnover rate. . The characteristics of the job. Some jobs are intrinsically more attractive than others. A jobs attractor wil l be affected by many characteristics, including its repetitiveness, challenge, danger, perceived importance, and mental object to elicit a sense of accomplishment. A jobs berth is also important, as are many other factors. 5. Unrealistic expectations. some other factor is the phantasmagoric expectations and general lack of knowledge that many job applicants have about the job at the time that they receive an offer.When these unrealistic expectations are not realised, the worker becomes disillusioned and decides to quit. 6. Demographics. Empirical studies have demonstrate that turnover is associated in particular situations with demographic and biographical characteristics of workers. But to use lifestyle factors (e. g. smoking) or past employment history (e. g. many job changes) as an explicit basis for screening applicants, it is important for legality and right to job applicants to verify such biodata empirically. 7. The person. In addition to the factors listed above, ther e are also factors specific to the ndividual that can influence turnover rates. These include twain 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 unsolicited job offer. In addition to these personal factors, there are also trait-based or personality features that are associated with turnover. These traits are some of the similar characteristics that predict job performance and counterproductive behaviors such as loafing, absenteeism, theft, affectionateness abuse on the job, and sabotage of employers equipment or production.These traits can be measured and used in employee screening to identify individuals showing unhorse probability of turnover. It is important to note that the factors we have listed above can be classified as being within or beyond the overcome of the employing organisation. In order to actively participate in reducing costs associated with turnover, organis ations need to identify those factors over which they do have some sway and initiate necessary changes to reduce turnover attributable to these controllable factors.