Organisational Behavior Project Report

Topics: Employment, Part-time, Full-time Pages: 27 (8985 words) Published: July 28, 2010
Content page

Introduction :page 1
Task A:
Answer 2 :Page 2-4 Answer 3:page 5-9 Answer 4:Page 9-13 Answer 5:Page 13-14 Answer 6:Page 14-18 Task B:

Answer 1:Page18-21 Answer 2:Page 21-23

Organisations & behaviour
Over the last ten years we have seen a dramatic increase in the utilization of part-time workers by the United Parcel Service (UPS). This increase has been coupled with a stunningly high turnover rate of 150 percent among these workers. This study documents the deteriorating work environment for part-time workers at UPS and finds that a lack of full-time opportunities, a pervasive pattern of management mistreatment, and an alarmingly high injury rate are the primary determinants of the high turnover rate. Task A:

High turnover often means that employees are unhappy with the work or compensation, but it can also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory performance (due to unrealistic expectations or poor candidate screening). The lack of career opportunities and challenges, dissatisfaction with the job-scope or conflict with the management have been cited as predictors of high turnover. Low turnover indicates that none of the above is true: employees are satisfied, healthy and safe, and their performance is satisfactory to the employer. However, the predictors of low turnover may sometimes differ than those of high turnover. Aside from the fore-mentioned career opportunities, salary, corporate culture, management's recognition, and a comfortable workplace seem to impact employees' decision to stay with their employer. Many psychological and management theories exist regarding the types of job content which is intrinsically satisfying to employees and which, in turn, should minimise external voluntary turnover. Examples include Hertzberg's Two factor theory, McClelland's Theory of Needs, and Hackman & Oldham's Job Characteristics Model . Employee turnover can cost companies big money. The amount of people leaving and being hired into a company can show the overall competitiveness of the work environment when compared to similar level work in the job market. Knowing your turn over rates, the cost of hiring and training new employees, as well as the reasons why employees are leaving helps you make strategic employee decisions.

Turn over is often defined by the amount of people that are leaving your organization and the amount of people that are being hired. For example, you have 100 employees but annually you hire 30 new employees because of vacancies being created by employees leaving. Your turn over rate is then 30%.

Comparing your turnover rate to other businesses within your industry will likely be beneficial in gauging the attractiveness of your work environment. For example if your industry average is 10% but you are at 30% something is pushing employees to leave your business. In the same train of thought it costs you more do business.

Now that you know the level of turnover in your company you also need to know the costs associated with turn over. Such costs can include advertisements, drug screens, training, hiring bonuses, relocation packages, and anything else you might be spending on new employees. Take all of these costs and divide the by the amount of employees you hired over the year to come to a cost per hire value.

You might also want to take this cost and spread it out over each piece of item you manage, hour of service, or sales product. This will give you a general picture of the burdens your...
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