THE PERSONNEL FLUCTUATION

7/29/2019 THE PERSONNEL FLUCTUATION

1/12

48

THE PERSONNEL FLUCTUATION - GHEORGHE LAZRPRIMARY AND MIDDLE SCHOOL

MARCU ALEXANDRA, MIHAI GEORGIANA, NEDELCU RAMONA2Bucharest University, Master of Organizational Psychology and Human Resource

Abstract

In this document we can see the results of the personnel fluctuation in the educational

institution Gheorghe Lazar. The educational institution Gheorghe Lazr, foundedin1977 is situated in Zalu, Slaj County. The institution is one of the most prestigious

schools in the county, remarked for the results obtained by students and for the

professionalism of the teachers. Objectives: The main goal of the school is student formation,

training and education, in order to obtain performances, as well as continuous teacher

training, in order to improve the overall situation of the public educational system. Method:

Particpants: The institution uses a staff of 50 persons yearly, among which: 14 primary

school teachers, 34 middle school teachers, 5 leadership and administration positions and

11 auxiliary personnel positions. Each year a number of experienced teachers leave the

school, being replaced by younger less experienced teachers. Material/ Instruments:calculation of fluctuation indexes using specifically formulas. Although the fluctuation in this

organization is small, the indices obtained in relation with the total number of positions are

a little worrying. Results: According the results in 2009 five out of 14 teachers left. This

number is not particularly small considering it represents approximately 35% of the total

number of teacher positions. Conclusions: If this percentage is not worrying, then you should

take into account that this study was conducted in a school and 35% of those teachers had

more experience in the field than the possible new ones coming to occupy those positions.

Keywords: exit fluctuation index, low level of fluctuation, personnel reduction, schoolcurriculum.

1. INTRODUCTIONThe last 5 years were characterized by numerous changes in the economical,

cultural and political environment, fact that determined numerous modifications in

2Corresponding author: Ramona Nedelcu - Email: [email protected]


2/12

49

the overall curriculum and school curriculum. This situation led to a change in thepersonnels perception of their job, in terms of financial stability and security in theirperformed professional activity.

After wage cutts the personnel registered an increase in stress levels (Chraif& Aniei, 2011), a decrease in social prestige and an increase in stability and integrityinsecurities (Tnase, Manea, Aniei, Chraif & Cobla, 2011). This institution isoriented towards a personnel strategy defined by the following characteristics:

- Maintain the current experienced personnel which contributes to obtaining theorganization objectives at the highest standards;

- Attract external personnel with the best results at tenure examination;- Fundraise for professional development programs, in order to maintain the

competitiveness of the employees and for a continuous knowledge improvement.

1.1.GENERAL OBJECTIVES OF THE ORGANIZATION

a) Long-term objectives:- continuous teacher education using the newest and most efficient strategies

for teachinglearningtesting in order to increase the students level of trainingand to permit the equalization of diplomas at an european level;

b) Short-term objectives:- Supplying the school with technical equipments, IT resources, audio-visual

resources;- Improvement of basic teaching materials through laboratories, installations,

equipment and modern educational means;- Applying student-centered teaching;- Providing adequate guidance services and psycho-pedagogical counseling for

all students.

1.2.RESPONSABILITIESMANAGEMENT OBJECTIVES IN THEFIELD OF EMPLOYEES TRAINING

The human resource management, approves that the costs-benefits analysis isconclusive for:

- Human resources development in schools (improving the quality of the school

activities by assuring teaching personnel access to development programs andallowing free student access to attractive and flexible forming programs

- Granting help for students with special needs from teaching personnel thus ofreducing abandon school rate

1.3.THE ACCOMPLISHMENT AND DEPLOYMENT OF THE BASICTEACHERS CERTIFICATION EXAM:

First distributionpublic meetings intended to distribute candidates on vacantpositions throughout an indefinite period if they scored at least 7;


3/12

50

Second distribution - public meetings intended to distribute candidates onvacant positions throughout an indefinite period if they scored at least 5;

The third repartition - public meetings at a regional level intended to distributethe remaining accepted candidates on vacant positions

1.4.THE ANNUAL EVALUATION PROCEDURE OF TEACHERS ANDSUBSTITUTE TEACHERS

The teachers evaluation data sheets are validated by the schools teachingboard. At the request of the Administration council, the teachers need to deposit forthe evaluation report explanatory documents of the score given at the evaluation, justfor the activities that havent been run on schools and are not requested for thepersonal portfolio.

Every commission has to complete the evaluation in the data sheet for everyteacher/substitute teacher (on the protocol), and to forward the data sheets to theAdministration council.

On the schools unit headmaster request the Adminis tration council issummoned to give the final score on teachers evaluation data sheet. TheAdministration council evaluates the activity on the data sheets and give their ownscore for the evaluation. The final evaluation in done in the presence of the teachersin question, that have to reason for the score given on the evaluation. TheAdministration council fills the evaluation data sheet and gives the final score for

the evaluation.The score given to the annual qualifying, is:

From 100 to 85 points, the very good grade; From 84.99 to 71 points, the good grade; From 70.99 to 51 points, the satisfactory grade; Below 60.99, the unsatisfactory score.

2. RESULTS. THE PERSONNEL FLUCTUATION ANALYSISThe enterprise for economic viability and her performances depends on the

structure and the efficiency of human, material and financial resources.

Age and genderThanks to the institutions profile of activity, we can see the big difference

in genders (the female gender is superior). As we know, women tend to choose a

non-technical, while men tend go for the technical, practical profile.

Table 1Employees genderYear Feminine Masculine Age mean/year

2011 34 16 35.5

2010 30 20 37.45

2009 31 19 43.5


4/12

51

Marital status and the number of childrenAccording to the register of staff, 73% of employees are married. Among these,

those that are parents do not exceed 2 children.

Seniority in organizationAccording to the personal records from September 2009 up until September

2012, we concluded that there are people within the institution with a long history inteaching, doing this job up until retirement.

Educational levelThis represents the hierarchical scale which measures the personnels education

and qualification level. Within the organization the level of education varies from a

basic education usually represented by the cleaning and maintenance personnel to ahigher one represented by the didactical staff.

Analysis of staffs fluctuationBased on data collected during the last three years with the purpose of analyzing

staff fluctuation, we will analyze frequencies and percentages found in the data(Chraif, 2010; Chraif, 2013).

Table 2Personnel outputs per year/month

IEIRI 1 2 3 4 5 6 7 8 9 10 11 12 TOTAL IESIRI PE AN

2009 1 0 1 1 0 3 0 0 14 0 0 0 20

2010 0 0 0 0 0 0 0 0 5 0 0 0 5

2011 0 0 0 1 0 0 0 0 12 0 0 0 13

1 0 1 2 0 3 0 0 31 0 0 0

As shown in table 2, the school has a high annual fluctuation in relation withtheir total number of positions (20 outputs in 2009 reported to a total of 50 positions).Data has shown that September has the highest fluctuation rate.

On figure 1 we can see that each colored line represents the input of staff peryear. The abscissa represents the months of the year, so you can see the number ofpeople who are employed by the school "Gheorghe Lazar" do not exceed 20 personsper month. Also, September has a higher flow of inputs in relation with the othermonths.


5/12

52

02468

10121416

1 2 3 4 5 6 7 8 9 10 11 12

Numberofpersons

Months of the year

Figure 1

Personnel inputs monthly 2009-2011

2009 2010 2011

On figure 2 we can see the monthly output flow during 2009-2011. The numberof people who leave the school "Gheorghe Lazar" do not exceed 15 per month. Also,we can see that the amount of entries grows in September in comparison to othermonths. We can also observe a symmetry between the input and the output graph, a

symmetry that compensates and actually keeps constant the number of employees inthe organization, although there is a large influx of workers entering and exiting.

0

2

4

68

10

12

14

16

1 2 3 4 5 6 7 8 9 10 11 12

Numbe

rofpersons

Months of the year

Figure 2

Personnel outputs monthly 2009-2011

2009 2010 2011


6/12

53

Table 3Personnel outputs, positions fluctuation in 2009

POSITION 1 2 3 4 5 6 7 8 9 10 11 12TOTAL OUTPUTS

BY CATEGORY

Director 0 0 0 0 0 0 0 0 0 0 0 0 0

Deputy director 0 0 0 0 0 0 0 0 1 0 0 0 1

Secretary 0 0 0 0 0 0 0 0 1 0 0 0 1

Primary school teachers 1 0 0 0 0 0 0 0 4 0 0 0 5

Romanian teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Mathematics teachers 0 0 0 0 0 1 0 0 0 0 0 0 1

Biology teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Physics teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Chemistry teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

English teachers 0 0 0 0 0 1 0 0 0 0 0 0 1

French teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

History teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Geography teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

IT teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Technological education teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Religion teachers 0 0 0 0 0 1 0 0 0 0 0 0 1

Music teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Drawing teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Sport teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Administrators 0 0 0 0 0 0 0 0 1 0 0 0 1

Testers 0 0 0 0 0 0 0 0 0 0 0 0 0

Librarians 0 0 0 0 0 0 0 0 0 0 0 0 0

Storekeepers 0 0 0 0 0 0 0 0 0 0 0 0 0

Janitors 0 0 1 0 0 0 0 0 1 0 0 0 2

Security personnel 0 0 0 1 0 0 0 0 0 0 0 0 1

Maintenance workers 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL (MONTHS) 1 0 1 1 0 3 0 0 14 0 0 0

For 2009 (see table 3) were obtained the following indices of fluctuation: IFLteachers = (5*100)/14 = 35.71% IFL English teacher = (1*100)/2 = 50% IFL

Romanian teacher = (1*100)/2 = 50% IFL French teacher = (1*100)/2 = 50% IFLBiology teacher = (1*100)/1 = 100% IFL Mathematics teacher = (1*100)/2 = 50%


7/12

54

Table 4Personnel outputs, positions fluctuation in 2010POSITION 1 2 3 4 5 6 7 8 9 10 11 12

TOTAL OUTPUTS

BY CATEGORY

Director 0 0 0 0 0 0 0 0 0 0 0 0 0

Deputy director 0 0 0 0 0 0 0 0 0 0 0 0 0

Secretary 0 0 0 0 0 0 0 0 0 0 0 0 0








French teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Georgraphy teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

IT teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Technological educationteachers

0 0 0 0 0 0 0 0 0 0 0 0 0


Music teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Sport teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Administrators 0 0 0 0 0 0 0 0 0 0 0 0 0

Testers 0 0 0 0 0 0 0 0 0 0 0 0 0

Librarians 0 0 0 0 0 0 0 0 0 0 0 0 0

Storekeepers 0 0 0 0 0 0 0 0 0 0 0 0 0

Janitors 0 0 0 0 0 0 0 0 0 0 0 0 0



TOTAL (MONTHS) 0 0 0 0 0 0 0 0 5 0 0 0

For 2010 (see table 4) were obtained the following indices of fluctuation:IFLteachers = (3 * 100) / 14 = 21.42%, IFL English teacher = (1 * 100) / 2 = 50%,IFL guards = (1 * 100) / 3 = 33.33%. In 2010 as in 2009, small fluctuations areobserved for the same positions: teachers, English teachers and security personnel.


8/12

55

Table 5Personnel outputs, positions fluctuation in 2011

POSITION 1 2 3 4 5 6 7 8 9 10 11 12

TOTAL

OUTPUTS BY

CATEGORY

Director 0 0 0 0 0 0 0 0 1 0 0 0 1

Deputy director 0 0 0 0 0 0 0 0 1 0 0 0 1

Secretary 0 0 0 0 0 0 0 0 1 0 0 0 1








French teachers 0 0 0 0 0 0 0 0 0 0 0 0 0



IT teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Technological education

teachers0 0 0 0 0 0 0 0 0 0 0 0 0


Music teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Sport teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Administrators 0 0 0 0 0 0 0 0 1 0 0 0 1

Testers 0 0 0 0 0 0 0 0 0 0 0 0 0

Librarians 0 0 0 1 0 0 0 0 0 0 0 0 1

Storekeepers 0 0 0 0 0 0 0 0 1 0 0 0 1

Janitors 0 0 0 0 0 0 0 0 1 0 0 0 1



TOTAL (MONTHS) 0 0 0 0 0 0 0 0 12 0 0 0


9/12

56

Table 6Personnel inputs, positions fluctuation in 2009POSITION 1 2 3 4 5 6 7 8 9 10 11 12

TOTAL INPUTS

BY CATEGORY

Director 0 0 0 0 0 0 0 0 0 0 0 0 0

Deputy director 0 0 0 0 0 0 0 0 1 0 0 0 1

Secretary 0 0 0 0 0 0 0 0 1 0 0 0 1

Primary school

teachers1 0 0 0 0 0 0 0 4 0 0 0 5


Mathematicsteachers

0 0 0 0 0 0 0 0 1 0 0 0 1





French teachers 0 0 0 0 0 0 0 0 1 0 0 0 1



IT teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Technological

education teachers0 0 0 0 0 0 0 0 0 0 0 0 0


Music teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Sport teachers 0 0 0 0 0 0 0 0 1 0 0 0 1

Administrators 0 0 0 0 0 0 0 0 1 0 0 0 1

Testers 0 0 0 0 0 0 0 0 0 0 0 0 0

Librarians 0 0 0 0 0 0 0 0 0 0 0 0 0

Storekeepers 0 0 0 0 0 0 0 0 0 0 0 0 0

Janitors 0 0 1 0 0 0 0 0 1 0 0 0 2



TOTAL (MONTHS) 1 0 1 1 0 0 0 0 17 0 0 0


10/12

57

Table 7Personnel inputs, positions fluctuation in 2010

POSITION 1 2 3 4 5 6 7 8 9 10 11 12

TOTAL

INPUTS BYCATEGORY

Director 0 0 0 0 0 0 0 0 0 0 0 0 0

Deputy director 0 0 0 0 0 0 0 0 0 0 0 0 0

Secretary 0 0 0 0 0 0 0 0 0 0 0 0 0

Primary school

teachers0 0 0 0 0 0 0 0 3 0 0 0 3


Mathematicsteachers

0 0 0 0 0 0 0 0 0 0 0 0 0





French teachers 0 0 0 0 0 0 0 0 0 0 0 0 0



IT teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Technological



Music teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Sport teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Administrators 0 0 0 0 0 0 0 0 0 0 0 0 0Testers 0 0 0 0 0 0 0 0 0 0 0 0 0

Librarians 0 0 0 0 0 0 0 0 0 0 0 0 0

Storekeepers 0 0 0 0 0 0 0 0 0 0 0 0 0

Janitors 0 0 0 0 0 0 0 0 0 0 0 0 0


Maintenanceworkers

0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL

(MONTHS)0 0 0 0 0 0 0 0 5 0 0 0


11/12

58

Table 8Personnel inputs, positions fluctuation in 2011

POSITION 1 2 3 4 5 6 7 8 9 10 11 12

TOTAL

INPUTS BYCATEGORY

Director 0 0 0 0 0 0 0 0 1 0 0 0 1

Deputy director 0 0 0 0 0 0 0 0 1 0 0 0 1

Secretary 0 0 0 0 0 0 0 0 1 0 0 0 1

Primary school

teachers0 0 0 0 0 0 0 0 1 0 0 0 1

Romanian

teachers0 0 0 0 0 0 0 0 1 0 0 0 1

Mathematicsteachers

0 0 0 0 0 0 0 0 0 0 0 0 0



Chemistry

teachers0 0 0 0 0 0 0 0 0 0 0 0 0


French teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Geographyteachers

0 0 0 0 0 0 0 0 0 0 0 0 0

IT teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Technological



Music teachers 0 0 0 0 0 0 0 0 0 0 0 0 0


Sport teachers 0 0 0 0 0 0 0 0 0 0 0 0 0

Administrators 0 0 0 0 0 0 0 0 1 0 0 0 1

Testers 0 0 0 0 0 0 0 0 0 0 0 0 0

Librarians 0 0 0 0 1 0 0 0 0 0 0 0 1

Storekeepers 0 0 0 0 0 0 0 0 1 0 0 0 1

Janitors 0 0 0 0 0 0 0 0 1 0 0 0 1


Maintenance

workers0 0 0 0 0 0 0 0 1 1 0 0 2

TOTAL

(MONTHS)0 0 0 0 1 0 0 0 12 2 0 0


12/12

59

3. CONCLUSIONSAfter analyzing the data above, we can say that the fluctuation in this

organization is not high. We have seen that there are certain positions in which thepersonnel fluctuation every year, September being the annual month for suchfluctuations.

Although the fluctuation in this organization is small, the indices obtained inrelation with the total number of positions are a little worrying. We can see that in2009 five out of 14 teachers left. This number is not particularly small consideringit represents approximately 35% of the total number of teacher positions. If thispercentage is not worrying, then you should take into account that this study wasconducted in a school and 35% of those teachers had more experience in the field

than the possible new ones coming to occupy those positions.

REFERNCES

Chraif, M. (2010). Comportamentul contraproductiv [Counterproductive behaviour], Ed

Universitar, Bucureti.Chraif, M. (2013). Tratat de psihologia muncii, [Handbook of work psychology], Ed.

Trei, Bucuresti.

Chraif, M. & Aniei, M. (2011). The impact of economic crisis on occupational stress andcounterproductive behavior in a food and beverage restaurant chain from Romania 2ndWorld Conference on Psychology, Counselling and Guidance Procedia-Social andBehavioral Science Journal (ISSN: 1877-0428), Volume 30, 2644-2650.

S. Tnase, C. Manea, M. Chraif, M. Anei, V. Cobla (2012).Assertiveness and

Organizational Trust as predictors of mental and Physical Health in a Romanian OilCompany Original Research Article, Procedia - Social and Behavioral Sciences, Elsevier,

Volume 33, 2012, 1047-1051.

Documents

THE PERSONNEL FLUCTUATION