Effects of labour turnover on organisational performance

Thesis Overview

<p> </p><p><b>INTRODUCTION</b></p><p><b>1.1 &nbsp; Background of the Study</b></p><p><b></b></p><b><p>In<br>all economic activities human effort is the key. It is the human knowledge<br>transferred into activity that give utilizes or value to all commodities. And<br>that means who cultivates and whether he uses a hoe or tractor. It is the same<br>who saws, weeds, processes, store and sells. It is also man who extracts iron<br>ore, processes it into steel.</p><p>It<br>postulates that who invents, designs, makes and operates machines is man who<br>creates, transmits and seeks knowledge etc. thus, every human endeavour here<br>one earth has man’s finger print. Thus without human effort which is considered<br>vital for production so many managerial effort would been proved abortive. This<br>effort also is usually called labour.</p><p>Labour<br>is the most important resources in organization. This is why labour is define<br>as human effort both mental and physical assertion legitimately applied in<br>production of goods and services so as to satisfy human needs for a reward<br>known as wages and salaries.</p><p>In<br>this sense, labour include all labour, semi skilled labour and unskilled which<br>all gear towards the production of goods and services to earn a living through<br>their wages and salaries.</p><p><b>Statement<br>of the Problem</b></p><p><b></b></p><b><p>The<br>problem of labour turnover attract a reasonable percentage of attention in an<br>organization because labour represent the life wire of any organization. The<br>rate at which employee have organization is alarming, the types and number of<br>works who are terminated or resigning their various jobs show how effective and<br>efficient is the management in its operation which also determined the level of<br>stability, growth and development of the organization. Although, in some<br>organizations, there, is extent to which mobility of workers is considered<br>acceptable.</p><p><b>Objectives<br>of the Study</b></p><p><b></b></p><b><p>Purposively,<br>this project is to be educate whoever is concerned in its significance of the<br>study on the following objectives:</p><p>i) &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>To examine the effects of labour<br>turnover on the operation of Kaduna State Water Board.</p><p>ii) &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>To enumerate the problems of labour<br>turnover and how it can be minimized in Kaduna State Water Board.</p><p>iii) &nbsp; &nbsp; &nbsp; &nbsp; <br>To examine the major causes of labour<br>turnover in Kaduna State Water Board.</p><p><b>Significance<br>of the Study</b></p><p><b></b></p><b><p>The<br>study would be of significance to the Kaduna State Water Board in identifying<br>the problems and causes of labour turnover. This study is expected to provide<br>solution the research work is of benefit to the body of knowledge students and<br>other researchers. Other organizations that have similar problems can also<br>benefit from the research work.</p><p><b>Research<br>Questions</b></p><p><b></b></p><b><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>What are the effects of labour turnover<br>on the operations of Kaduna State Water Board?</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>What are the problems of labour<br>turnover and how can it be minimized in Kaduna State Water Board?</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>What are the major causes of labour<br>turnover in Kaduna State Water Board?</p><p><b>Scope<br>of the Study</b></p><p><b></b></p><b><p>The<br>extent of this research covers all concept, the causes, problems, effects and<br>the measures to be taken to tackle the problem of labour turnover that deserves<br>to be minimized. This study will be restricted to the effects of labour<br>turnover on organizational performance in Nigeria.</p><p><b>Limitation<br>of the Study</b></p><p><b></b></p><b><p>This<br>research is not lastly due to some proposition for any organization. He classified<br>cost of turnover into direct and indirect cost.</p><p><b><i>Direct<br>Cost</i></b></p><p><b><i></i></b></p><i><p>This<br>is the cost that associated with the costs of replacing the employees and<br>training the newly hired such as costs of communicating the vacant position<br>cost of administering the recruitment function, cost of screening the applicant<br>interviewing the candidates, administering selection tools tests, meeting hr<br>candidate, concluding background investigation, cost of preparing new employee<br>training materials, conducting training session, giving on the job training and<br>the costs of separating former employee from the firm such as administering<br>paper work/meeting, conducting exit interview paying several pay/packaged,<br>vacation time etc.</p><p><b><i>Indirect<br>Cost</i></b></p><p><b><i></i></b></p><i><p>Turnover<br>also brings with indirect cost especially when the employees who are leaving<br>were liked by the organizations client, customer loyally may be affected.<br>Again, as the new employees learn their jobs, the quality of the product and<br>service may suffer.</p><p>Michael<br>Armstrong, human resources practice page 381 enumerated the following as cost<br>of labour turnover, leaving cost, direct cost of replacement opportunity cost<br>of time spent, direct cost of introducing replacement, loss of input.</p></i></i></b></b></b></b></b></b></b> <br><p></p>