Turnover means the ratio of the number of employees who leave the organization for various reasons or the number of those who are assigned to it during a certain period to the average total number of employees for the same period. Or is the rate of change of employment in the organization during a certain period of entry and exit (a year at most). The turnover rate can be extracted in a
The average number of employees is calculated by adding the number of employees at the beginning of the period + the number of employees at the end of the period divided by the number (2). An increase in this rate indicates a decrease in the morale of employees, their dissatisfaction with work and their lack of loyalty to the organization, is an indicator of the instability of the labor force, etc.of negative consequences that reflect on the increase in the costs of recruitment, selection, recruitment, training, fluctuation of production rates, high rates of injury and accidents during work, an increase in the percentage of missing, damaged and defective in productive units, etc. The decrease in this rate is one of the positive indicators that reflect the strength of management and its harmony with employees،
Its diverse policies are tailored to the hopes, ambitions and requirements of the workforce. The work turnover reflects the movement of human resources out of and into the organization, that is, the work turnover includes both cases of exit or separation, and it represents a loss to the organization or a loss in its workforce, and what it attracts to compensate for this loss of cases of entry and replacement selection, appointment, promotion and transfer) and includes
Loss or exit are all cases of voluntary Leaving Work, dismissal, death
Retirement and resignation, transfer to another organization, etc. The attention to the analysis and study of work turnover, and in particular the rate of exit from the organization reveals many pathological or negative cases that the senior management of the organization must pay attention to in order to change its current policy and philosophy towards human resources and everything that
This is because leaving work for one or more of the organization's employees leads to the organization bearing various costs and burdens, including: (Hashim: 1989: 81).
1-the cost of attracting, selecting and appointing a person or group of other people to replace job leavers.
2-the cost of training, including the cost of preparing training programs, the wages of trainers, supervisors, the training device itself, the trainee's wages during the training program, the possibility of disabling training devices due to misuse by the trainee, the cost of training resources and much more.
The trainee may be injured or an accident may occur to him. 4-decrease in production in the period between the exit of the old employee and the use of others. 5-the probability that the rates of lost, damaged, lost and defective will be more for new employees. 6-the organization may be forced to face the cases of leaving work to employ workers for an additional working meal, a procedure that costs the organization more wages than the wages of work at times
The usual. 7-the psychological impact that leaving work has on individuals working within informal work groups. When one of the group members leaves, it causes a psychological vacuum for the group members and has a negative psychological impact when they lose an old member, and when they receive a new member in the group, which leads to disruption of the group's conditions and working conditions for a short time.
The reasons for leaving work in the organization can be attributed to one or more reasons .(94 :1973: Wild) the following: 1-subjective or objective reasons that cannot be avoided and therefore it is necessary for the human resources department to face them with promotion, replacement or appointment from the labor market from outside
These causes include death, reaching the retirement referral age, injuries and accidents leading to total disability, incurable and chronic diseases, changing the area of residence, changing the specialty, marriage for females, enrolling in school for a long time and others.
2-non-objective reasons that can be avoided from:
- Low wages paid to employees in comparison with what other organizations give.
- Poor or inappropriate working conditions.
This is because leaving work for one or more of the organization's employees leads to the organization bearing various costs and burdens, including: (Hashim: 1989: 81).
1-the cost of attracting, selecting and appointing a person or group of other people to replace job leavers.
2-the cost of training, including the cost of preparing training programs, the wages of trainers, supervisors, the training device itself, the trainee's wages during the training program, the possibility of disabling training devices due to misuse by the trainee, the cost of training resources and much more.
The trainee may be injured or an accident may occur to him. 4-decrease in production in the period between the exit of the old employee and the use of others. 5-the probability that the rates of lost, damaged, lost and defective will be more for new employees. 6-the organization may be forced to face the cases of leaving work to employ workers for an additional working meal, a procedure that costs the organization more wages than the wages of work at times
The usual. 7-the psychological impact that leaving work has on individuals working within informal work groups. When one of the group members leaves, it causes a psychological vacuum for the group members and has a negative psychological impact when they lose an old member, and when they receive a new member in the group, which leads to disruption of the group's conditions and working conditions for a short time.
The reasons for leaving work in the organization can be attributed to one or more reasons .(94 :1973: Wild) the following: 1-subjective or objective reasons that cannot be avoided and therefore it is necessary for the human resources department to face them with promotion, replacement or appointment from the labor market from outside
These causes include death, reaching the retirement referral age, injuries and accidents leading to total disability, incurable and chronic diseases, changing the area of residence, changing the specialty, marriage for females, enrolling in school for a long time and others.
2-non-objective reasons that can be avoided from:
- Low wages paid to employees in comparison with what other organizations give.
- Poor or inappropriate working conditions.
- Lack of opportunities for advancement, promotion and development at work.
- Low services and incentives provided to employees in comparison with other organizations or lack thereof.
- The domination and tyranny of the top management with authority and lack of consideration for the conditions of employees. - Competition by other organizations.
3 organizational reasons, including:
- Reduction of the organization's activity.
- Moving her business to another place or location.
- Change the technology of production, marketing and management. - The seasonal nature of the organization's work.
- Poor relationship between management and employees and dissatisfaction of one with the other. To measure work turnover, there are some measures that can be used to diagnose cases and causes of work turnover if they are abnormal, and to identify their causes and treat them before they worsen, including the following: Al-Kaabi and al-Samarrai: 1990: 93). 1-job turnover rate = number of job leavers
(Leaving work )the average number of employees.(Separation R ate) this action is sometimes called the separation rate
2 work turnover rate
(Entry to work) the average number of employees, also called the accession rate, from the recruitment of new employees from the labor market. 3-to distinguish between work turnover for objective and non-objective reasons, there is another measure that excludes cases of work turnover due to death, retirement, accidents, illness, etc. and keep only the work turnover (leaving work) for non-objective and organizational reasons as follows: work turnover rate number of job leavers-the number of
Example / below we include data extracted from the records of an organization on the movement of workers during the past year.
The number of employees is 460, the number of employees who left the job during the year is (90), of which (24) were retired due to reaching the legal age, (2) Death, (4) total disability due to injuries and accidents, (1) chronic illness, and the number of new recruits reached (72) employees.
Required / / extract the work turnover by all the above methods. 1 work turnover (separation) -
The work turnover rate can be calculated in the same way at the level of Administrative, Service and other departments and productive units in the organization to find out which departments and units are characterized by high turnover compared to others to reach a more accurate diagnosis of the causes of work turnover and take the necessary remedial and corrective measures. According to the formula 5Stability Rate - there is another measure called the following stability rate: (Hashim 1989: 8). Stability rate = number of people with more than one year of service (now)
The total number of employees employed during
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