Personnel Turnover Study
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Personnel turnover is one of the most costly problems which afflict organizations (Mercer, 1988). The costs of personnel are not limited to those incurred directly in rela tion to those employees leaving the organization, such as the loss of productive workers, lost training costs, the necessity to train replacements, and so forth. Personnel turnover also exacts organizational costs through the effects it has on those employees who remain with the organization (Bailey and Daven port, 1986). It is incumbent upon organizational management, therefore, to not only develop strategies to combat personnel turnover, but to also develop procedures which will permit man agement to learn how to combat turnover from the very employees which leave the organization (Kegel and Peters, 1988).Exit interviews are widely used by American organizations. More often than not, however, these interviews are structured with the intent of either precluding litigation against the organization by departing employees (Like, 1990), or assisting the departing employee in job transition process (Settles, 1988; Lancaster and Thomas, 1989; Eber, 1990). Many manage ments are beginning to find, however, that an effectively structured exit interview can provide an organization with valuable information which transcends potential litigation, and matters of personal assistance for departing employees (Colby, 1989/1990; Giacalone and Knouse, 1989). Among the important items of informa
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, as they function within organizational environments.
Douglas McGregor (1960) placed all management styles into one of two basic groups. He designated these two groups as Theory X and Theory Y. Essentially, Theory X and Theory Y represent the polar extremes of managerial perceptions of an organization's human resources. In actual practice, most man agement styles likely fall at some point between the two extremes. Theory X is a work centered approach (Sisk, 1987). Thus, as a style of management, it may be said to be task oriented. There are three essential assumptions which are implicit in Theory X. These assumptions are as follows:
1. The average human being has an inherent dislike of work, and, where possible, in organizational environments, will attempt to avoid work (Lee, 1980). This assumption causes most managers with an extreme Theory X orientation to be authoritar ian, and to presume that an adversarial relationship exists between management and subordinates.
2. Because most humans dislike work, most people must be coerced, controlled, directed, or threatened with punish ment, in order to cause them to expend the effort required to attain organizational objectives (Schein, 1975). Man
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Superior/Subordinate Relationships, Theory Theory, Power Power, Pfeffer Salancik, Kimberley Quinn, Organizational Leadership, Angle Perry, Business School, Interviews Exit, Mondy Noe, exit interviews, personnel turnover, organizational conflict, organizational commitment, exit interview, theory manager, levels organizational commitment, levels organizational, commitment correlated, development organizational, theory theory, development organizational conflict, strong commitment correlated, proposed research study, managers holding assumption,
Approximate Word count = 6372
Approximate Pages = 25 (250 words per page)
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