Class N - Organizational Behavior Course Model OB Outcomes:...

Info iconThis preview shows pages 1–5. Sign up to view the full content.

View Full Document Right Arrow Icon
Organizational Behavior Course Model OB Outcomes: Attitudes and Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances Influenced by Managers Using Application of Individual Differences Perceptions Attributions Attitude change Values Personality Group Dynamics Reward Systems Job Design Leadership
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Motivations to Manage Turnover 1. Economic Trends Directly related to economic conditions Unemployment rate Feb. 2010: Nation 9.7% Iowa 6.7% Turnover high when unemployment is low Turnover low during poor economic times 2. Demographic Trends Retirement patterns Low number of workforce entrants Next generation may prefer to work fewer hours 3. Changing Employment Patterns Shorter job tenures Ages 18 to 32: 8.6 jobs Overall, employees changing jobs every 4 years
Background image of page 2
Motivations to Manage Turnover 4. Normal Turnover? Varies by month: 1.6% (Dec) to 2.7% (Aug) 13 - 20% / year now normal Some industries and low level service: 100 - 140% normal Fortune Magazine’s 100 Best Companies data and the nature of the jobs Varies by job within an organization 5. Need to Consider Customer Satisfaction Sears also linked T/O to customer satisfaction ▲Stores w/high customer sat: 54% turnover ▲Stores w/low customer satisfaction: 83% turnover 6. Need to Manage (but not eliminate) Turnover ▪ Who is quitting? ▪ What are the replacement costs? 7. Need to Reduce High Replacement Costs Direct Indirect
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Potential Savings Company 1 Number of Employees (US) Turnover Rate Estimated Turnover Cost per employee 2 Reducing Turnover 1% Savings / year Merck 39,489 9% $7592 $2,765,000 Cerner 2,953 14% $8000 $240,000 Charles Schwab 18,863 12% $8329 $1,512,000 MBNA America Bank 16,960 15% $4800 $1,000,000 Average US Company 10,000 15.6% $5000 $500,000 Notes: 1. Based on Public Data from Fortune Magazine’s 100 Best Companies to work for January 2001. 2.
Background image of page 4
Image of page 5
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 22

Class N - Organizational Behavior Course Model OB Outcomes:...

This preview shows document pages 1 - 5. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online