Second and charles jobs6/29/2023 ![]() ![]() (The “Values of Working” instrument is available only under Code of Ethics of American Psychological Association.) * “Levels of Existence: An Open System Theory of Values,” Journal of Humanistic Psychology, Fall 1970, p. …Gives me access to the information I need and lets me do my job in my own way.” …Gets us working together in close harmony by being more a friendly person than a boss. …Understands the politics of getting a job done, and knows how and when to bargain. …Calls the shots and isn’t always changing his mind, and sees to it that everyone follows the rules. …Is tough, but allows me to be tough too. …Tells me exactly what to do and how to do it, and encourages me by doing it with me. ![]() (The study is described in the sidebar, “Background of the Study.”) This is the picture that has emerged. To get a more integrated view of work-force stability, we mounted a study to investigate the motivations to stay and proper ways to encourage it. We shall show, in fact, that some carelessly conceived methods of maintaining a low turnover rate can be detrimental to the financial health of a company and the mental health of its employees. In itself, the fact that an employee stays on a payroll is meaningless the company must also know why he stays there. Or perhaps the company has put golden handcuffs on its employees through a compensation scheme that emphasizes deferred benefits. A low rate may just be the effect of a tight job market. This is not necessarily true, by any means. Many a company works for low turnover because it thinks a low rate implies that its employees are pleased with their jobs-and, a fortiori, productive. ![]() This approach also tends to assume a perfect correlation between job dissatisfaction and turnover. Equally, in the corporate setting, there are definite rationales for terminating and definite (although sometimes unconscious) rationales for continuing.Ģ. He would have to do some real spadework on both sides of the fence to get a complete picture of the divorce phenomenon. Furthermore, the reasons for getting a divorce are not merely “just the opposite” of the reasons for staying in wedlock. If one were really interested in doing something about it, he would have to understand why some people get divorced and why others stay married-the reasons for the two things are entirely different. An obvious point in evidence is that one individual will stay in a job under conditions that would cause another to start pounding the pavements.Īs an analogy, consider the divorce rate. From the viewpoint of a company’s policies on employment and turnover, the reasons why people stay in their jobs are just as important as the reasons why they leave them. If a company wants to keep its employees, then it should also study the reasons for retention and continuation, and work to reinforce these. It looks at only one side of the coin-the termination side. While a company may obtain very valuable information from termination interviews, this kind of approach has two signal defects:ġ. Usually the intent behind such studies is to find out why people leave-the idea being that if a company can identify the reasons for terminations, it can work to hold terminations, and turnover, down. Many companies spend a great amount of time money investigating the causes of employee turnover-for example, through programs of exit interviews. ![]()
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