Benefits of Attrition

8/18/2019 Benefits of Attrition

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BENEFITS OF ATTRITION

Attrition is not bad always if it happens in a controlled manner. Some attrition is always

desirable and necessary for organizational growth and development. The only concern is how

organizations differentiate “good attrition” from “bad attrition”. The term “healthy attrition” or “good attrition” signifies the importance of less productive employees voluntarily leaving the

organization. This means if the ones who have left fall in the category of low performers, the

attrition in considered being healthy.

Attrition rates are considered to be beneficial in some ways:

. !f all employees stay in the same organization for a very long time, most of them will be

at the top of their pay scale which will result in e"cessive manpower costs.

#. $hen certain employees leave, whose continuation of service would have negatively

impacted productivity and profitability of the company, the company is benefited.

%. &ew employees bring new ideas, approaches, abilities ' attitudes which can (eep the

organization from becoming stagnant.

). There are also some people in the organization who have a negative and demoralizing

influence on the wor( culture and team spirit. This, in the long*term, is detrimental to

organizational health.

+. esirable attrition also includes termination of employees with whom the organization

does not want to continue a relationship. !t benefits the organization in the following

ways:

• !t removes bottlenec( in the progress of the company

• !t creates space for the entry of new talents


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• !t assists in evolving high performance teams

-. There are people who are not able to balance their performance as per e"pectations, lac(

potential for future or need disciplinary action. urthermore, as the rewards are limited,

business pressures do not allow the management to over*reward the performers, but when

undesirable employees leave the company, the good employees can be given the share

that they deserve.

Some companies believe attrition in any form is bad for an organization for it means that a wrong

choice was made at the beginning while recruiting. /ven good attrition indicates loss as

recruitment is a time consuming and costly affair. The only positive point is that the realization

has initiated action that will lead to cutting loss.

RETENTION SUCCESS MANTRAS

1) Transparent Work Culture

!n today0s fast paced business environments where employees are constantly striving to achieve

business goals under time restrictions1 open minded and transparent wor( culture plays a vital

role in employee retention.

2ompanies invest very many hours and monies in training and educating employees. These

companies are severely affected when employees chec( out, especially in the middle of some big

company pro3ect or venture. Although employees most often prefer to stay with the same

company and use their time and e"perience for personal growth and development, they leave

mainly because of wor( related stress and dissatisfactions.

4ore and more companies have now realized the importance of a healthy wor( culture and have

a gamut of people management good practices for employees to have that ideal fresh wor(*life.

2losed doors wor( culture can serve as a deterrent to communication and trust within employees

which are potential causes for wor(*related apathy and frenzy.


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A transparent wor( environment can serve as one of the primary triggers to facilitate

accountability, trust, communication, responsibility, pride and so on. !t is believed that in a

transparent wor( culture employees rigorously communicate with their peers and e"change ideas

and thoughts before they are finally matured in to full*blown concepts. !t induces responsibility

among employees and accountability towards other peers, which gradually builds up trust and

pride. 4ore importantly, transparency in wor( environment discourages wor(*politics which

often hinders company goals as employees start to advance their personal ob3ectives at the

e"pense of development of the company as a single entity.

/mployees comprise the most vital assets of the company. !n a wor( place where employees are

not able to use their full potential and not heard and valued, they are li(ely to leave because of

stress and frustration. !n a transparent environment while employees get a sense of achievement

and belongingness from a healthy wor( environment, the company is benefited with a stronger,

reliable wor(*force harboring bright new ideas for its growth.

2) Qualit o! Work

The success of any organization depends on how it attracts recruits, motivates, and retains its

wor(force. 5rganizations need to be more fle"ible so that they develop their talented wor(forceand gain their commitment. Thus, organizations are re6uired to retain employees by addressing

their wor( life issues.

The elements that are relevant to an individual0s 6uality of wor( life include the tas(, the

physical wor( environment, social environment within the organization, administrative system

and relationship between life on and off the 3ob.

The basic ob3ectives of a 7$8 program are improved wor(ing conditions for the employee and

increase organizational effectiveness.

9roviding 6uality wor( life involves ta(ing care of the following aspects:

. O""upational #ealt# "are$ The safe wor( environment provides the basis for the person

to en3oy wor(ing. The wor( should not pose a health hazard for the person. The employer


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and employee, aware of their ris(s and rights, could achieve a lot in their mutually

beneficial dialogue.

#. Suita%le &orkin' ti(e$ 5rganizations are offering fle"ible wor( options to their

employees wherein employees en3oy fle"i*timings for dedicating their efforts at wor(.

%. Appropriate salar$ The appropriate as well as attractive salary has always been an

important factor in retaining employees. 9roviding employees salary at par with the other

counterparts of above that what competitors are paying motivates them to stic( with the

company for long.

7$8 consists of opportunities for active involvement in group wor(ing arrangements or

problem solving that are of mutual benefit to employees or employers, based on labor

management cooperation. 9eople also conceive of 7$8 as a set of methods, such as autonomous

wor( groups, 3ob enrichment, and high*involvement aimed at boosting the satisfaction and

productivity of wor(ers. !t re6uires employee commitment to the organization and an

environment in which this commitment can flourish.

9roviding 6uality at wor( not only reduces attrition but also helps in reduced absenteeism and

improved 3ob satisfaction. &ot only does 7$8 contribute to a companys ability to recruit 6uality

people, but also it enhances a companys competitiveness. 2ommon beliefs support the

contention that 7$8 will positively nurture amore fle"ible, loyal, and motivated wor(force,

which are essential in determining the companys competitiveness.

) Supportin' E(ploees

5rganizations these days want to protect their biggest and most valuable asset and they want to

do this in a way that best suits their organizational culture. ;etaining employees is a difficult

tas(. 9roviding support to the employees acts as a mantra for retraining them. /mployers can

also support their employees by creating an environment of trust and inculcating the

organizational values into employees.


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The management can support employees directly or indirectly. irectly, they provide support in

terms of personal crises, managing stress and personal development. 4anagement can support

employees, indirectly, in a number of ways as follows:

. Mana'e e(ploee turno*er: /mployee turnover affects the whole organization in terms

of productivity. 4anaging the turnover, hence, becomes an important tas(. A proactive

approach can be adopted to reduce attrition. Strategies should be framed in advance and

implemented when the times arrives. Turnover costs should also be ta(en into

consideration while framing these strategies.

#. Be"o(e e(ploer o! "#oi"e: $hat ma(es a company an employer of choice< !s the

benefit it offers or the compensation pac(ages it gives away to its employees< 5r is it

measured in terms of how they value their employees or in terms of customer

satisfaction< =ecoming an employer of choice involves following a road map which tells

where to go as a brand.

%. En'a'e t#e ne& re"ruits: The newly hired employees are said to be least engaged in the

organization. >eeping them engaged is an important tas(. The fresh talent should be

utilized to ma"imum before they start feeling bored in the organization.

). Opti(i+e e(ploee en'a'e(ent: An organization0s productivity is measured not in

terms of employee satisfaction but by employee engagement. /mployees are said to be

engaged when they show a positive attitude toward the organization and e"press a

commitment to remain with the organization. /mployee satisfaction also comes with high

engagement levels. So, organizations should aim to ma"imize the engagement among

employees.

+. Coa"#in' an, (entorin': /mployees whose wor( performance suffers due to poor

interpersonal relationships or because of lac( of interpersonal s(ills should be provided

proper coaching by their superiors. 9laned coaching sessions help an individual to wor(

through issues, ma"imize his potential and return to pea( performance.


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-) Fee,%a"k

eedbac( acts as a channel of communication between the employee and his manager. The

amount of information employees receive about how well or how poorly they have performed is

what we call feedbac(. !t is a dialog between a manager and an employee which acts as a way of

sharing information about the performance. !t suggests where the employee performance is

effective and where performance has to improve.

4anagers can provide either positive feedbac( or negative feedbac( to employees. This

feedbac( helps the employee assess his performance and identify the improvement areas.

9ositive feedbac( communicates managerial satisfaction. 9ositive recognition for good

performance boosts up morale of employees and results in performance improvement to a higher

productivity level. !t is believed that positive feedbac( is the only type of feedbac( that generates

performance above the minimum acceptable level.

&egative feedbac( obviously communicates manager0s dissatisfaction. ?owever, negative

feedbac( sometimes ma(e employee to put more efforts to improve his performance. =ut such

times are very rare. 4oreover this improvement is short term.

Some managers do not provide any (ind of feedbac( to their employees. ue to no

feedbac(, employees may assume that they are performing productively or they may feel that the

manager is satisfied with their performance. Studies reveal the performance tends be same or even decreases if no feedbac( is provided.

Thus, feedbac( is necessary because:

. !t builds trust and enhances communication between manager and employee.

#. !t gives managers and employees a way to identify and discuss s(ills and strengths.

%. 9ositive feedbac( leads to employee retention and motivation.

). !t helps in identifying performance areas that need improvement and specific ways to

improve them.

+. !t acts as an opportunity to enhance performance by identifying resources for s(ill

development.

-. !t is an opportunity for managers and employees to assess and identify career and

advancement opportunities.


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@. !t helps employees to understand the effectiveness of their performance and contributes to

their overall (nowledge about the wor(

4anagers have tendency to ignore good performances of their employees. 9roviding

no feedbac( may de*motivate employees and may lead to employee absenteeism. !nput from

manager0s side is necessary as it help employees to improve their performance and increase

productivity.

.) Co((uni"ation %et&een E(ploee an, E(ploer

2ommunication is the solution to almost everything in this world. Same applies to employee

retention also. Straight*from*the*shoulder communication is what the employees need from their

employers. /mployees loo( for organizations where communication and process are transparent.

&othing is hidden and shared with the employees. 2ommunication is also the way to win the

employees trust in the organization. /mployees trust the employers who are friendly and open to

them. This trust leads to employee loyalty and finally retention. /mployers also feel that the

immediate supervisors are the most authenticated and trusted source of information for them. So

the organizations should hire managers who are active communicators.

2ommunication mediums

. 5pen door policy: 5rganizations should support open door policies so that the employees

feel comfortable and are able to e"press their doubts and feeling to their employers.#. re6uent meetings and Social gatherings

%. /mails, &ewsletters, !ntranet and many more.

So there should be effective communication across the organization ' this communication

should be two*way. 2ommunication alone can lead to unimaginable heights of employee

retention.

EM/0OEES TURNOER

/mployee0s turnover has always been a sensitive issue for all organizations. 2alculating

employee turnover rate is not that simple as it seems to be. &o common formula can be used by


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all the organizations. A formula had to be devised (eeping in view the nature of the business and

different 3ob functions. 4oreover, calculating attrition rate is not only about devising a

mathematical formula. !t also has to ta(e into account the root of the problem by going bac( to

the hiring stage.

E(ploees Turno*er rate or Attrition rate (eans$

In ter(s o! nu(%ers$

Total number of resigns per month whether voluntary or forcedB divided by Total &umber of

employees at the beginning or the month plus total number of new 3oiners minus total number of

resignationsB multiplied by CC.

I! "al"ulatin' in (onetar ter(s3 it in"lu,es t#e !ollo&in'$

Costs 4ue to a /erson 0ea*in'

. 2alculate the cost of the personsB who fills in while the position is vacant. 2alculate the

cost of lost productivity at a minimum of +CD of the person0s compensation and benefits

cost for each wee( the position is vacant, even if there are people performing the wor(.

2alculate the lost productivity at CCD if the position is completely vacant for any period

of time.

#. 2alculate the cost of conducting the e"it interview to include the time of the person

conducting the interview, the time of the person leaving, the administrative costs of

stopping payroll, benefit deductions, benefit enrollments.

%. 2alculate the cost of the manager who has to understand what wor( remains, and how to

cover that wor( until a replacement is found.

). 2alculate the cost of training your company has invested in this employee who is leaving.


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+. 2alculate the impact of departmental productivity because the person is leaving. $ho

will pic( up the wor(, whose wor( will suffer, what departmental deadlines will not be

met or delivered late.

-. 2alculate the cost of lost (nowledge, s(ills and contacts that the person who is leaving is

ta(ing with them out of your door. Ese a formula +C' of the person0s annual salary for

one year of service, increasing each year of service by CD.

@. Subtract the cost of the person who is leaving for the amount of time the position is

vacant.

Re"ruit(ent "osts

. The cost of advertisements1 agency costs1 employee costs1 !nternet posting costs.

#. The cost of internal recruiter0s time to understand the position re6uirements, develop and

implement a sourcing strategy, review candidates bac(grounds, prepare for interviews,

conduct interviews, prepare candidate assessments, conduct reference chec(s, ma(e the

employment offer and notify unsuccessful candidates. This can range from a minimum of

%C hours to over CC hours per position.

%. 2alculate the cost of the various candidate pre*employment tests to help assess

candidates0 s(ills, abilities, aptitude, attitude, values and behaviors.

Trainin' "osts

. 2alculate the cost of orientation in terms of the new persons0 salary and the cost of the

person who conducts the orientation. Also include the cost of orientation materials.


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#. 2alculate the cost of departmental training as the actual development and delivery cost

plus the cost of the salary of the new employee. &ote that the cost will be significantly

higher for some positions such as sales representatives and call center agents who re6uire

)*- wee(s or more of classroom training.

%. 2alculate the cost of the personsB who conduct the training.

). 2alculate the cost of various training materials needed including company or product

manuals, computer or other technology e6uipment used in the delivery of training.

0ost pro,u"ti*it "ostsAs the new employee is learning the new 3ob, the company policies and practices, etc. they are

not fully productive. Ese the following guidelines to calculate the cost of this lost productivity:

. Epon completion of whatever training is provided, the employee is contributing at a #+D

productivity level for the first #*) wee(s. The cost therefore is @+D of the new

employees0 full salary during that time period.

#. uring wee(s +*#, the employee is contributing at a +CD productivity level. The cost is

therefore +CD of full salary during that time period.

%. uring wee(s %*#C, the employee is contributing at a @+D productivity level. The cost is

therefore #+D of full salary during that time period.

). 2alculate the cost of mista(es the new employee ma(es during this elongated

indoctrination period.

Ne& 5ire Costs

. 2alculate the cost of bring the new person on board including the cost to put the person

on the payroll, establish computer and security passwords and identification cards,


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telephone hoo(ups, cost of establishing email accounts, or leasing other e6uipment such

as cell phones, automobiles.

#. 2alculate the cost of a manager0s time spent developing trust and building confidence in

the new employee0s wor(.

0ost Sales Costs

. 2alculate the revenue per employee by dividing total company revenue by the average

number of employees in a given year. $hether an employee contributes directly or

indirectly to the generation of revenue, their purpose is to provide some defines set of

responsibilities that are necessary to the generation of revenue. 2alculate the lost revenue

by multiplying the number of wee(s the position is vacant by the average wee(ly revenue

per employee.

T#e "ost o! e(ploee6s turno*er or attrition is$

7Total sta!! 8 e(ploee6s turno*er rate9attrition rate :) 8 7annual salar 8

;E(ploee Retention6 and (ini(u( >E(ploee Turno*er6< The answer is obvious. !t should

be the aim of each employee to (eep his wor( force fully satisfied with no room for

disgruntlement.

;etention of employees has become a primary concern in many organizations foe several

reasons. As a practical matter, with lower turnover, every individual who is retained means one

less person to have to recruit, selects, and trains. Also, the continuity employees who (now their

3ob, co*wor(ers, organizational services and products and firm0s customers enhance

organizational and individual performance. 5ne survey of supervisor and wor(ers found that


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losing high performance made it more difficult for organizations to reach their business goals.

Additional continuity of employees provides better “/mployee image” for attracting and

retaining other individuals.

WAS TO RE4UCE EM/0OEE TURNOER

ollowing are some of the ideas to reduce employee turnover:

. ?ire the best candidate.

#. $elcome new employees. 2ustomize your induction program for new employees

according to the re6uirements. Same induction program can not be applied to all the

candidates. 4a(e them feel welcomed.

%. 9roduce 6uality managers who can really manage employees well.

). 9rovide employees with wor( schedules that are fle"ible enough to suit their needs.

+. on0t be too demanding. Hou re hiring human beings who have their own life and family

commitments. ;espect them.

-. 9rovide career counseling and development.

@. iscuss your future plans regarding the candidate with the candidate. 8et them (now that

the management is interested in retaining them and cares for them.

G. Ta(e proper feedbac( from employees regarding their grievances.

I. ;emember your former employees. They can be helpful to you in future. !t is also a part

of employee retention.


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FACTS ABOUT EM/0OEE TURNOER

!t is difficult to accept when organizations say they have zero attrition rates. 2ompanies may

have healthier turnover rates, however, there is no such thing as zero attrition. There are other such facts about turnover, about which most of us are not aware. Some of such facts have been

highlighted below:

. Turno*er al&as #appens$ 2ompanies who believe in zero attrition rates only fool

themselves. This happens because employees (eep on moving due to reasons li(e

marriage or further education. &othing can stop these employees from moving on. So,

rather than achieving zero attrition companies should focus on identifying whom they

want to (eep so that they have healthy attrition rate.

#. So(e Turno*er is 4esira%le$ Jero attrition is not desirable mainly because of two

reasons. irstly, if all employees continue to stay in the same organization, most of them

will be at the top of their pay scale which will result in e"cessive manpower costs.

Secondly, new employees bring new ideas, approaches, abilities ' attitudes which can

(eep the organization from becoming stagnant.

%. Turno*er in"lu,es "osts$ Turnover always includes some costs. 2onsider the costs of

replacing the (ey employee who falls in to the category of high performers. This includes

the costs of recruitment advertisement, referral bonuses, selection testing, training costs,

etc. 4oreover, turnover results in loss of time ' efforts, low productivity, loss of morale,

loss of (nowledge and so on.

). 5i'# salar ,oesn6t &ork$ 4ost managers assume that a high salary pac(age is enough

to (eep employees loyal to their organization. /mployees may face other problems li(e

low 3ob satisfaction, low engagement levels, no recognition, poor wor(ing conditions,

less support from superiors and so on. Salaries are not always the solution to attrition.

4anagers should try to identify the roots of the problem and then find a feasible solution.


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+. T#e (ana'er "an re,u"e attrition$ 4anagers should ta(e primary responsibility for

retaining their employees. 4uch of the employee0s perception of 3ob satisfaction stems

from the relationship they share with their immediate supervisor. 4anagers should try to

support their subordinates and give proper feedbac( on performance. ?; managers

should wor( in collaboration to ma(e the (ey employees last in their organization.

-. Re,u"in' Turno*er takes Co((it(ent$ ;educing turnover ta(es an investment in

coaching, developing, motivating, mentoring ' listening to people. There should be

universal acceptance of the goal of reducing turnover along with top management

commitment and dedication.


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OBJECTIVES OFTHE STUDY

OB?ECTIES OF T5E STU4

1@ To study the common reasons of employee voluntarily leaving from the organization.

2@ To suggest the strategies and steps for reducing turnover and improving retention.

@ To study efforts made by organization to retain employee.

-@ To study various career development programs offered by the organization.


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.@ To study the impact of induction ' training programs on retention of employees.

@ To determine the organizational climate.

REVIEW


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OF

LITREATURE

REIEW OF 0ITERATURE

4ost researchers =luedorn, IG#1 >alliath and =ec(,#CC1 >ramer et al., II+1 9eters et al.,

IG1 Sa(s,II-B have attempted to answer the 6uestion of what determines peoples intention to

6uit by investigating possible antecedents of employees0 intentions to 6uit. To date, there has

been little consistency in findings, which is partly due to the diversity of employed included bytheresearchers and the lac( of consistency in their findings. Therefore, there are several reasons

why people 6uit from one organisation to another or why people leave organisation. The

e"perience of 3ob related stress3ob stressB, the range factors that lead to 3ob related

stressstressorsB, lac( of commitment in the organisation1 and 3ob dissatisfaction ma(e

employees to 6uit irth et al.#CC)B. This clearly indicates that these are individual decisions


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which ma(e one to 6uit. They are other factors li(e personal agency refers to concepts such as a

sense of powerlessness, locus of control and personal control.

8ocus control refers to the e"tent to which people believe that the e"ternal factors such as chance

and powerful others are in control of the events which influence their lives irth et al. #CC)B.

4anu et al. #CC)B argue that employees 6uit from organization due economic reasons.Esing

economic model they showed that people 6uit from organization due to economic reasons and

these can be used to predict the labour turnover in the mar(et. Kood local labour mar(et

conditions improve organizational stability Schervish IG%B. 8arge organizations can provide

employees with better chances for advancement and higher wages and hence ensure

organizational attachment !dson and easter IICB. Trevor #CCB argues that local

unemployment rates interact with 3ob satisfaction to predict turnover in the mar(et. ;ole

stressors also lead to employees0 turnover. ;ole ambiguity refers to the difference between what

people e"pect of us on the 3ob and what we feel we should do. This causes uncertainty about

what our role should be. !t can be a result of misunderstanding what is e"pected, how to meet the

e"pectations, or the employee thin(ing the 3ob should be different >ahn et al. 4uchins(y, IIC.

!nsufficient information on how to perform the 3ob ade6uately, unclear e"pectations of peers and

supervisors, ambiguity of performance evaluation methods, e"tensive 3ob pressures, and lac( of

consensus on 3ob functions or duties may cause employees to feel less involved and less satisfied

with their 3obs and careers, less committed to their organizations, and eventually display a

propensity to leave the organisation Tor et al., II@B. !f roles of employees are not clearly

spelled out by managementL supervisors, this would accelerate the degree of employees 6uitting

their 3obs due to lac( of role clarity.

5rganisational instability has been shown to have a high degree of high turnover. !ndications are

that employees are more li(ely to stay when there is a predictable wor( environment and vice

versa Juber, #CCB. !n organizations where there was a high level of inefficiency there was also

a high level of staff turnover Ale"ander et al.,II)B. Therefore, in situations where

organizations are not stable employees tend to 6uit and loo( for stable organisations because

with stable organisations they

would be able to predict their career advancement.The imposition of a 6uantitative approach to

managing the employees led to disenchantment of staff and hence it leads to labour turnover.

Therefore management should not use 6uantitative approach in managing its employees.


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$hen high performers are insufficiently rewarded, they 6uit. !f 3obs provide ade6uate financial

incentives the more li(ely employees remain with organisation and vice versa. There are also

other factors which ma(e employees to 6uit from organisations and these are poor hiring

practices, managerial style, lac( of recognition, lac( of competitive compensation system in the

organisation and to"ic wor(place environment Abassi et al. #CCCB.

/mployee engagement, the organization0s capacity to engage, retain, and optimize the value of

its employees hinges on how well 3obs are designed, how employees time is used, and the

commitment and support that is shown to employees by the management would motivate

employees to stay in organization0s..>nowledge accessibility, the e"tent of the organisation0s

“collaborativeness” and its capacity for ma(ing (nowledge and ideas widely available to

employees, would ma(e employees to stay in the organisation. Sharing of information should be

made at all levels of management. This accessibility of information would lead to strong

performance from the employees and creating strong corporate culture 4eaghan et al. #CC#B.

Therefore1 information accessibility would ma(e employees feel C+# Afr. M. =us. 4anage.that

they are appreciated for their effort and chances of leaving the organisation are minimal.

$or(force optimization, the organisation0s success in optimizing the performance of the

employees by establishing essential processes for getting wor( done, providing good wor(ing

conditions, establishing accountability and ma(ing good hiring choices would retain employees

in their organisation. The importance of gaining better

understanding of the factors related to recruitment, motivation and retention of employees is

further underscored by rising personnel costs and high rates of employee turnover =adawy,

IGG1 =asta and Mohnson, IGI1 Karden,IGI1 9arden, IG1 Sherman, IG-B. $ith increased

competitiveness on globalizations, managers in many organizations are e"periencing greater

pressure from top management to improve recruitment, selection, training, and retention of good

employees and in the long run would encourage employees to stay in organisations. Mob

involvement describes an individual0s ego involvement with wor( and indicates the e"tent to

which an individual identifies psychologically with hisLher 3ob >anungo,IG#B. !nvolvement in

terms of internalizing values about the goodness or the importance of wor( made employees not

to 6uit their 3obs and these involvements are related to tas( characteristics. $or(ers who have a

greater variety of tas(s tend stay in the 3ob. Tas( characteristics have been found to be potential

determinants of turnover among employees 2ouger, IGG1 2ouger and >awasa(i, IGC1 Karden,


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IGI1 Koldstein and ;oc(art, IG)B. These include the five core 3ob characteristics identified by

?ac(man and 5ldham I@+, IGCB: s(ill variety, which refers to the opportunity to utilize a

variety of valued s(ills and talents on the 3ob1 tas( identity, or the e"tent to which a 3ob re6uires

completion of a whole and identifiable piece of wor( * that is, doing a 3ob from beginning to end,

with visible results1 tas( significance, which reflects the e"tent to which the 3ob has a substantial

impact on the lives or wor( of other people, whether within or outside the organisation1 3ob

autonomy, or the e"tent to which the 3ob provides freedom, independence, and discretion in

scheduling wor( and determining procedures that the 3ob provides1 and 3ob feedbac(, which

refers to the e"tent to which the 3ob provides information about the effectiveness of one0s

performance Tor et al., II@B. !nvolvement would influence 3ob satisfaction and increase

organizational commitment of the employees. /mployees who are more involved in their 3obs

are more satisfied with their 3obs and more committed to their organization =lau and =oal,

IGI1 =roo(e and 9rice, IGI1 =roo(e et al., IGG1 >anungo, IG#B. Mob involvement has also

been found to be negatively related to turnover intentions =lat and =oal, IGIB. Mob satisfaction,

career satisfaction, and organisational commitment reflect a positive attitude towards the

organization, thus having a direct influence on employee turnover intentions. Mob satisfaction, 3ob

involvement and organisational commitment are considered to be related but distinguishable

attitudes =roo(e and 9rice, IGIB. Satisfaction represents an affective response to specific

aspects of the 3ob or career

and denotes the pleasurable or positive emotional state resulting from an appraisal of one0s 3ob or

career 8oc(e, I@-1 9orter et al., I@)1 $illiams and ?azer, IG-B.5rganisational commitment

is an affective response to the whole organisation and the degree of attachment or loyalty

employees feel towards the organisation. Mob involvement represents the e"tent to which

employees are absorbed in or preoccupied with their 3obs and the e"tent to which an individual

identifies with hisLher 3ob =roo(e et al., IGGB.The degree of commitment and loyalty can be

achieved if management they enrich the

3obs, empower and compensate employees properly./mpowerment of employees could help to

enhance the continuity of employees in organisations. /mpowered employees where managers

supervise more people than in a traditional hierarchy and delegate more decisions to their

subordinates 4alone, II@B. 4anagers act li(e coaches and help employees solve problems.

/mployees, he concludes, have increased responsibility. Superiors empowering subordinates by


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delegating responsibilities to them leads to subordinates who are more satisfied with their leaders

and consider them to be fair and in turn to perform up to the superior0s e"pectations >eller and

ansereau, II+B. All these ma(es employees to be committed to the organization and chances

of 6uitting are minimal.

RESEARCHMETHODOLOGY

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Benefits of Attrition