EFFECT OF LABOUR TURNOVER ON ORGANIZATIONAL PERFORMANCE
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EFFECT OF LABOUR TURNOVER ON ORGANIZATIONAL PERFORMANCE
CHAPITRE ONE
INTRODUCTION
1.1 Background of The Study
Human effort is essential in all economic activity. All commodities have uses or value because of human knowledge that has been transmitted into action. That includes who cultivates and whether he employs a hoe or a tractor. The same person saws, weeds, processes, stores, and sells. Man also collects iron ore and turns it into steel.
It holds that the person who invents, designs, builds, and operates machines is the same person who generates, transmits, and seeks information, and so on. As a result, every human activity on this planet bears the imprint of man.
Thus, without human effort, which is regarded essential for manufacturing, many managerial efforts would be futile. This effort is also known as labour.
The most crucial resource in any organisation is labour. This is why labour is defined as human effort, both mental and physical, properly employed in the production of commodities and services to meet human needs in exchange for a monetary recompense known as wages and salaries.
In this meaning, labour includes all labour, both skilled and unskilled, that works to produce things and services in order to make a livelihood through wages and salaries.
1.2. Statement of the Problem
The issue of labour turnover receives a decent amount of attention in an organisation because labour is the lifeline of any organisation. The rate at which employees leave organisations is frightening; the sorts and quantity of workers who are dismissed or resign from their various jobs demonstrate how effective and efficient management is in its operation,
which also determines the organization’s level of stability, growth, and development. Although there are some organisations where worker mobility is regarded appropriate.
1.3. Objectives of The Study
The goal of this project is to educate everyone who is interested in the significance of the study on the following objectives:
To investigate the effects of workforce turnover on Kaduna State Water Board performance.
To list the concerns with worker turnover and how to reduce it at the Kaduna State Water Board.
Using the Kaduna State Water Board as a case study, investigate the key drivers of worker turnover in an organisation.
1.4. Significance of the Research
The study would help the Kaduna State Water Board identify the challenges and reasons of worker turnover. This study is expected to provide a solution; the research work will aid students and other scholars. Other organisations with similar issues can benefit from the findings as well.
1.5. Research Questions
What impact does labour turnover have on the performance of the Kaduna State Water Board?
What are the issues with staff turnover at Kaduna State Water Board, and how can it be reduced?
What are the main reasons for employee turnover at Kaduna State Water Board?
1.6. Scope of The Study
The scope of this research includes all concepts, causes, issues, impacts, and methods to be done to address the problem of labour turnover, which should be minimised. This research will focus on the effects of labour turnover on organisational performance in Nigeria.
Limitations of the Research
This research is not being conducted in order to make a recommendation to any organisation. He characterised turnover costs as direct and indirect.
Direct Price
This is the cost associated with the costs of replacing employees and training the newly hired, such as the cost of communicating the vacant position, the cost of administering the recruitment function, the cost of screening the applicant, interviewing the candidates, administering selection tools tests, meeting hr candidate, concluding background investigation,
the cost of preparing new employee training materials, conducting training sessions, providing on-the-job training, and the cost of preparing new employee training materials, conducting training sessions, giving on-the-job training, and the
Indirect Price
Turnover also has an indirect cost, especially if the employees departing were well-liked by the organization’s customers; customer loyalty may suffer as a result. Again, when new people learn their jobs, the product and service quality may decrease.
Michael Armstrong, human resources practice page 381 mentioned the following as cost of worker turnover, departing cost, direct cost of replacement opportunity cost of time wasted, direct cost of introducing replacement, loss of input.
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