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07030248044ABSTRACT
The study examines the effect of labour turnover in Kaduna State Water Board. The population consisted of staff of Kaduna State Water Board headquarters with a population of 100. The entire population was used as the sample size. A questionnaire designed in five likert scale constitute the instrument of data collection. The analysis indicated that labour turnover in Kaduna State Water Board arise from the agitation for better pay as well as condition of service, industrial disharmony, lack of effective team work, relocation and constraint arising form illness of an employee. It was recommended among other things that incentives to motivate employee must be put in place to enhance efficiency and dedication to duty as well as facilitate the retention of staff and discourage them from deflecting from their organization.
TABLE OF CONTENTS
Title Page – – – – – – – – – – i
Declaration – – – – – – – – – ii
Approval Page – – – – – – – – – iii
Dedication – – – – – – – – – – iv
Acknowledgement – – – – – – – – v
Abstract – – – – – – – – – – vii
Table of Contents – – – – – – – – viii
CHAPTER ONE
INTRODUCTION
1.8 Limitation Of The Study – – – – – – 5
CHAPTER TWO
LITERATURE REVIEW
2.1 General Overview Of Labour Turnover – – – – 7
2.2 Concept Of Labour Turnover – – – – – 9
2.3 Causes Of Labour Turnover – – – – – 10
2.4 Effects Of Labour Turnover On Organization – – 12
2.5 The Impact Of Labour Turnover On Worker In An Organization 13
2.6 The Effect Of Labour Turnover On Productivity – – – 19
2.7 Enlightenment To Curtail Rate Of Labour Turnover – 22
2.8 Labour Turnover and Organizational Performance – 29
2.9 The Benefits of Labour Turnover – – – – – 36
2.10 Enlightenment to Curtail Rate of Labour Turnover – 39
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction – – – – – – – – 41
3.2 Research Design – – – – – – – 41
3.3 Area Of The Study – – – – – – – 41
3.4 Population Of The Study – – – – – – 42
3.5 Sample Of The Study – – – – – – – 42
3.6 Instrument Of Data Collection – – – – – 42
3.7 Validity Of Instrument – – – – – – 43
3.8 Reliability Of Instrument – – – – – – 43
3.9 Method Of Data Collection – – – – – – 43
3.10 Method Of Data Analysis – – – – – – 44
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Introduction – – – – – – – – 45
4.2 Respondent Characteristics – – – – – – 45
4.3 Data Presentation And Analysis – – – – – 47
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary – – – – – – – – – 55
5.2 Conclusion – – – – – – – – – 56
5.3 Recommendations – – – – – – – 56
Bibliography – – – – – – – – 58
Appendix – – – – – – – – – 60
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
In all economic activities human effort is the key. It is the human knowledge transferred into activity that give utilizes or value to all commodities. And that means who cultivates and whether he uses a hoe or tractor. It is the same who saws, weeds, processes, store and sells. It is also man who extracts iron ore, processes it into steel.
It postulates that who invents, designs, makes and operates machines is man who creates, transmits and seeks knowledge etc. thus, every human endeavour here one earth has man’s finger print. Thus without human effort which is considered vital for production so many managerial effort would been proved abortive. This effort also is usually called labour.
Labour is the most important resources in organization. This is why labour is define as human effort both mental and physical assertion legitimately applied in production of goods and services so as to satisfy human needs for a reward known as wages and salaries.
In this sense, labour include all labour, semi skilled labour and unskilled which all gear towards the production of goods and services to earn a living through their wages and salaries.
The problem of labour turnover attract a reasonable percentage of attention in an organization because labour represent the life wire of any organization. The rate at which employee have organization is alarming, the types and number of works who are terminated or resigning their various jobs show how effective and efficient is the management in its operation which also determined the level of stability, growth and development of the organization. Although, in some organizations, there, is extent to which mobility of workers is considered acceptable.
Purposively, this project is to be educate whoever is concerned in its significance of the study on the following objectives:
The study would be of significance to the Kaduna State Water Board in identifying the problems and causes of labour turnover. This study is expected to provide solution the research work is of benefit to the body of knowledge students and other researchers. Other organizations that have similar problems can also benefit from the research work.
The extent of this research covers all concept, the causes, problems, effects and the measures to be taken to tackle the problem of labour turnover that deserves to be minimized. This study will be restricted to the effects of labour turnover on organizational performance in Nigeria.
This research is not lastly due to some proposition for any organization. He classified cost of turnover into direct and indirect cost.
Direct Cost
This is the cost that associated with the costs of replacing the employees and training the newly hired such as costs of communicating the vacant position cost of administering the recruitment function, cost of screening the applicant interviewing the candidates, administering selection tools tests, meeting hr candidate, concluding background investigation, cost of preparing new employee training materials, conducting training session, giving on the job training and the costs of separating former employee from the firm such as administering paper work/meeting, conducting exit interview paying several pay/packaged, vacation time etc.
Indirect Cost
Turnover also brings with indirect cost especially when the employees who are leaving were liked by the organizations client, customer loyally may be affected. Again, as the new employees learn their jobs, the quality of the product and service may suffer.
Michael Armstrong, human resources practice page 381 enumerated the following as cost of labour turnover, leaving cost, direct cost of replacement opportunity cost of time spent, direct cost of introducing replacement, loss of input.
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