Ch 9: Skill Retention &Maintenance

Chapter Nine maintenance

Skill Retention and Maintenance

“You can’t expect people to be committed, to be loyal to an

organization, to be engaged in an organization, or to want to stay
in an organization if the company doesn’t care about them.”
(David Sirota)

108
 Chapter Nine
Employee Retention and Maintenance
ILOs: By the end of this chapter, the student will be able to:

- Explain the meaning and characteristics of employee retention

- Discuss of importance of Employee retention
- Understand the techniques of employee retention
- Calculate labour turnover and identify its implication
- Understand the occupational health and safety
- Discuss flextime and its impact on employee retention

Contents:
 Meaning and features of employee retention
 importance of skill retention
 Employee retention techniques
 Labour turnover
 Occupational Health & Safety
 Flexible time and employee retention

First: Meaning and features of Employee retention

Retaining competent manpower is a vital prerequisite for the
organization's success. Many organizations lose critical skills due to
poor HRM policies and practices. Among these is the retention and
maintenance of intellectual HR capital.

Employee retention simply means the ability of an organization to

retain its employees.

Bearing the above definition, employee retention is centered around:

- Corporate policies and programs addressed to keep the

organization’s critical skills. It is not enough to hire competent
personnel, but the real challenge how to train those people.

- HR retention can be represented by a simple statistic (for

example, a retention rate of 80% usually indicates that
an organization kept 80% of its employees in a given period).

- The logic of retention is based on a distinction between low-

poor performers and high achievers. The top performers
actually represents the real wealth that should be kept and
maintained by the organization.

If you can determine why employees

unhappy, it is likely you can prevent them
from leaving by changing HRM policies &
practices and sometimes your management

The withdrawal of competent employees is a big loss. Studies have

shown that cost related to directly replacing an employee can be as
high as 50–60% of the employee’s annual salary, but the total cost of
turnover can reach as high as 90–200% of the employee’s annual
salary (1).
Employee retention is a three phase cycle: join, stay, and stay.
Organizations need to understand the rationale of each phase as seen
from the following figure.

• Job attractiveness • Participating in • Dull jobs

• Job safety career decisions • Lower pay
• Public image • Mutual trust • Poor benefits
• Positive • Fair compensation • Lower morale
management style • Career equal • Bad peers
• Safe jobs opportunities • Ambiguous career
• Career • Providing learning future
advancement opportunities • Pushing
• Self esteem • Negative social & organizational
psychological environment
climate
Join Leave
Stay

Figure (9.1)
The three phase model of employment

Second:Importance of skill retention

Having presented the meaning of employee retention and its features,
it would be useful to discuss the importance of retention. Following the
HRM literature, employee retention gains modern organizations the
following benefits:

2.1. Employee retention helps reduce is to reduce undesired voluntary

turnover by keeping competent achievers in the organization.
2.2. To cope with the skill shortage in the labour market by holding
the most valuable and skilled manpower.
2.3. Avoiding the loss incurred in the exit of competent employees.
This means in many cases to hire the replacement is more expensive
and less competent.
2.4. Employee retention strengthens the organizational competiveness
since maintaining its critical skills as the most influential organization’s
specific advantages.
2.5. Holding most valuable employees, enables organizations to build
and develop its HR intellectual capital.
2.6. Moreover, employee retention helps improve the public image of
employers as good citizen organizations which maintain their
manpower and makes them attractive institutions.
2.7. Employee retention enables employers to avoid any harms
caused by the employee leave to a competitor. This is a quite
prevailing business phenomenon where exit employees usually leak
some secrets and strategies of their ex-employer to the current one.
More benefits???

Third: Techniques of employee retention

To retain its competent manpower, employers can use a combination
among the following techniques:

3.1. Offer competitive compensation packages: These packages

include: money, benefits and employee social insurance. The bulk of
compensation is money, which has been classified as “satisfiers”,
most employees report that money is the main reason to stay working
for their employers. It was found that the more competitive rewarding
packages, the higher the ability of organizations to retain their
manpower. This competitive payment packages are established when
employers offer slight wage rates a bit higher than the average rates
of the labour market.
3.2.Provide objective and transparent answers for employee’s
questions: Make sure know the employee’s expectations by
answering job related questions: What? (what is expected from me in
terms of roles & tasks), Why? (reasons explain the importance of what
he/she is doing and its contribution of their work to the organizational
goals) and how? (how the job is done and according to which
standards).
3.3.Consciously review and improve HRM policies and practices:
This is a method to keep the most competent employees. For
organizations to enjoy a high quantitative and qualitative retention
record, they should subject their HRM policies and practices to
continuous investigation and make necessary improvements in hiring,
training, compensation and performance appraisal.
3.4.Conduct exit interviewing: many organizations lose valuable skills
due to their carelessness and incompetent HR managers. It was found
that HR managers in organizations with HRM best practices, (Shell,
GMC, Union Carbide, Sony, Procter & gamble…..) have their own
sensors and intelligence which enables them to identify those
competent employees who intend to leave. In the light of his/her
intelligence information, the HR manager holds an exit interview with
employee who has expressed the intention to leave so as to the
reasons of the employee’s departure and try to convince the leaving
employee to stay. Exit interviews with departing employees provides
employers with valuable feedback about what your organization is
doing well - and, what your organization needs to do to improve and
thus help retain critical skills. For a sample of exit interview questions
visit (humanresources.about.com/od/.../a/exit_interview_2.htm )

3.5.Promote leadership culture that establishes open

communication between employees and managers: following
many HRM surveys a major reason of employee departure is the
mistrust between employees and their superiors with blocked
communication channels between the two parties. For better retention
ratios, employers ought to foster a leadership culture based on mutual
trust and open communications between managers and employees.
Managers should take the first step through: open-door policy, regular
meetings, social events, positive feedback, use intranet to be more
accessible for staff, and management by walking.

3.6. Establish an Employee- Centered work Environment: To

attain high retention ratios, employers should develop positive and
appealing work environments that are built on the caring of
employees. This means employers get their employees to perceive
that they are the in the center of their attention. Simple & positive
guessers from management may have a great impact on the
employee retention. These include: sending inspiring messages for
employees, give them the opportunity to choose their favorite benefits,
subsidize public transportation, conduct an open family day each
quarter and empower your people by making them responsible, free
their will & actions, and provide them with resources & information.
3.7. Give Top Performers recognition & reward: Your top performers
indicate competent personnel who should not receive fair payment
and treatment as all other employees, but some extra recognition and
rewarding by things other than pay. Few and simple ideas can work
such as give immediate thanks, appreciate their opinions &
suggestions, praise their outstanding achievements in meetings, foster
their self-esteem & actualization, give them the opportunity to be the
organization’s representatives, allow a pass hour daily for their choice
and let them take part in the On boarding day to welcome & orient
their new peers.
3.8. Provide Development and advancement opportunities: This is a
real employee maintenance technique that refers to the ongoing
employee development and advancement. In a survey by the Global
Market Institute of 5000 Canadian international market employees,
they have reported that the encouragement of their managers for their
development has been ranked second among retention reasons.
( ??? ) Here we emphasize the importance of the learning
organization notion based on various developmental and institutional
learning methods including: job rotation, career counseling, team
assignments, business conferences and on-the-job training. In
addition, organizations can offer many learning alternatives and allow
employees to choose their favorite ones such as: allocating each
employee a self development budget, training outsourcing, internship
and sponsoring employee MBA programs.
Two more influential retention techniques are: Occupational Health
and Safety (OHS) and flexible work time. Due to the importance of
those two techniques, we subject them to more detailed examination
which is presented in parts ) 4 & 5(

Fourth: Labour Turnover

One of the employee retention issues is labour turnover. It has been
mention earlier that leaving the work is one of the phases of the
employment cycle. The labour movement in any organization is not a
static phenomena, instead it is dynamic indicating the join-in and leave
out process as shown by the following figure.
 In Out
Organizations

Figure (9.2 )
The dynamic movement of labour

The implication of the above figure is that the HR mobility in any

organization is not stand still, but in a ongoing change particularly in
modern organizations. This is due to certain factors including the
changing in the labour force demographics, competition, globalization
and the nature of some jobs like sales, nursing, It. Therefore, some
employees enter the internal labour market and others withdraw from
it. HRs exit their jobs for two main categories of reasons. Figure (9. 3 )
illustrates those two categories.
 Labour
Turnover

Mandatory Voluntary
Reasons Reasons

Figure (9.3)
The dynamic movement of labour

3.1. Mandatory reasons

These are compulsory causes which occur against the individual’s will
and lead employees to exit their jobs and leave their employers. This
category include:
Death, Retirement by law (reaching age retirement), Long term
debases or disability due to work injuries, Downsizing resulting from
manpower restructure, labour redundancy and economic factors.

What should be emphasized here is that these reasons should not

cause a worry for employers and HRM managers because these
mandatory factors are imposed on all originations and they are often in
low ratios (2-3 %).

3.2. Voluntary reasons

This category refer to those withdrawal reasons resulting stemming
from an intentional decision by the employee to leave current job.
This situation takes place when able and willing employees decide to
exit. In this case, employees are motivated to quit for a number of
reasons that can be classified into three sources as illustrated by
figure (9.3). A brief explanation with examples is presented as in the
following.
3.2.1. Job related causes: This the main source of voluntary labour
turnover. In other words job-based exit reasons can be

Job-related

Working
Institution
conditions

Figure (9.4)

seen as the primary motivating factors; here we borrow the meaning of

Herzberg two factor theory. The job-related advancement
reasons include:
- Dull and routine jobs which lead employees to get board and lose
work interest due to these monotonous and repetitive jobs.
- Low compensation
- poor fringe benefits
- lack of conformity between job requirements and employee’s
specifications
- Poor job safety
- Lack of participation and empowerment
3.2.2. working conditions causes
- poor safety and health measures
- job contract oppression
- sexual harassment
- unequal employment opportunities
3.2.3. institutional causes: These reasons also can be classified as
“dissatisfiers” as working conditions factors indication organizational
- management style
- peers
- Ineffective HRM policies
- Employees fail to connect with their superiors
- general social and psychological climate
3.3. The Cost of Labour Turnover
It is evident that labour turnover has been accompanied with certain
costs. These costs can be classified into: financial costs and non-
financial costs. Labour turnover research has found that direct cost
incurred in the replacement of an employee can be as high as 50–
60% of the employee’s annual pay, while the total cost of turnover can
reach 90–200% of the employee’s annual spay.( a ) The direct
financial costs involved of labour turnover include: recruitment cost,
interviewing & testing costs, training of the new employee, termination
processing, job errors, loss resulting the new hire productivity is less
than his/her payment, in addition to the costs of hiring and training the
replacement.
Non-financial costs of labour turnover include: lower morale, losing
skills for competitors, bad public image, workflow interruptions, losing
business opportunities, exit administrative problems ……………… and
lower organizational performance. These indirect negative
consequences can be translated into money and in some cases, their
deep impact may go beyond monetary losses.
Most employees cite "money" as their reason for leaving. In some
cases this is true. However, we know that money is a satisfier, not a
motivator. As long as an employee receives what they consider
adequate compensation, more money won't buy more production. And
lack of more money won't drive them away. Many departing
employees use money as their excuse for leaving because it is a
"safe" answer. i

A review article on studies of turnover revealed that age, tenure,

overall satisfaction, job content, intentions to remain on the job and
commitment were all negatively related to turnover. ii
Job satisfaction has been found to be the most important tool for
employee retention. It has been found to be positively related to the
intent to remain with the company and negatively related to intention
to quit and turnover. iii
Therefore, an employer’s foremost responsibility is retention of its best
employees and this can be achieved only by keeping the employees
satisfied and motivated. Managers should give much concern and
attention to factors affecting employees’ satisfaction and sources of
dissatisfaction.
The top 10 tactics and programs that work to retain employees:
Pay employees above the labor market (2.94)
Provide more incentive/bonus opportunities (2.91)
Let key employees know they’re essential to the business (2.90)
Create flextime/telecommuting opportunities (2.86)
Create a succession plan to replace key individuals (2.84)
Discuss with key employees their future opportunities within the
organization (2.82)
Provide cash bonuses for retaining key employees (2.81)
Provide meaningful and enriching job designs for key employees
(2.77)
Provide key employees with stock options/equity awards (2.77), and
Create an extensive benefit package (2.75).

3.4. Measuring Labour Turnover

From the above discussion, it is apparent that labour turnover – as a
business phenomenon- is associated with many adverse
consequences particularly the retention of most valuable and
influential manpower. Accordingly managing this phenomenon is a
vital responsibility of organization’s top management, HR division and
line managers. Effective management of labour turnover necessitates
the measuring its size so as to adopt efficient methods to relieve it and
allocate adequate resources to handle this phenomenon. Labour
turnover (LTR) is measured by the labour turnover ratios:
labor turnover ratio
separation ratio
replacement ratio

The mathematical calculation of these ratios yields poor indications.

This means for expressive implications labour turnover ratios should
be subjected to both quantitative and qualitative analysis. Table (9.1)
shows gives more insight about each.

Table (9.1)
quantitative vs. qualitative labour turnover ratios analysis
LTR quantitative analysis LTR qualitative analysis
Content A mathematical processing Subjecting LTR calculated
of LTRs to calculate its values into time, place and
value occupational analysis
 Purpose Finding out the size of
labour turnover
Method LTR= no of separations ÷
average number of
employees
Separation Ratio= number
of separations ÷no. of
employees
Replacement Ratio= no of
new hires –no of exists
÷average number of
employees
To abstract meaningful
indicators via time, industry and
occupation.
Time: comparing the LTR of a
given period with that of past
ones
Place: comparing the firm’s LTR
with industry average LTR.
Occupation: finding out LTR for
occupational categories.

Example: The following data has been obtained from the records of a
manufacturing company for 2015:
- number of employees at the beginning of 2015 was 420
- number of employees at the end of 2015 was 380
- number of new hires was 7
- number of exists during 2015 was 22, among them 2 deaths.
Calculate: LTR, separation ratio & replacement ratio of 2015 and
comment on the results if you know that the industry average LTR was
3%, LTR of 2010 was 2% and the sales people LTR was 12% in 2015.

Solution
First, we need to calculate the average number of employees for
2105, this can be calculated as follows:

No .of employees at the beginning 2015 + No. of employees at the

end ÷2

420 ÷ 380 = 400 employees

No. of employees left the job voluntary = no. of all employees left – no.
of employees left Involuntary.
22- 2= 20

LTR= 20 ÷ 400 = 5% for 2015

Separation ratio= 22 ÷ 400= 5.5 %

Replacement Ratio= 7-5 /400 = 1.25 %

Time analysis: by comparing the LTR of 2015 (5%) by that of 2010

(2%), it can be said that the LTR of 2015 has been increasing since
2010. This is not of the interest of the company because simply it
seems that this company has been losing skills for its competitors.
This company has to reconsider its HRM policies and practices.

Place analysis: when comparing the company’s LTR of that of the

industry average LTR (3%), we can conclude that more employees
withdraw from this company compared by its competitors; which again
is not in its benefit.

Occupational analysis: according to this case, the salesperson LTR

was 12 % in 2015, this may explain the considerable increase of the
Company’s LTR. That is why taking the Company’s LTR as given can
be misleading. It is most likely that the increase of the company’s LTR
was due to the high salesperson LTR.

Fourth: occupational health and safety

During performing their jobs, employees are exposed to certain health
hazards that may affect their physical ability. These hazards include:
diseases, work injuries , occupational physical illnesses and various
types of stresses associated with the work environment. Therefore,
organizations are required to take care of their HR general health.
Following today’s business ethical standards, the employee is no
longer just a commodity or a factor of production, but people as
people, then people as resources. Employers can maintain their HRs
by adopting and applying occupational health and safety (OHS).

According to the World Health Organization, OHS is an area

concerned with the safety, health and welfare of people engaged in
work or employment. The main features of OHS programs are:

OHS programs are definite plans of action designed to prevent

accidents and occupational diseases. (i )

The main purpose of OHS programs is to protect the organization’s

human resources and its assists and facilities.
The scope of OHS is too wide to include the organization’s other
stakeholders including: customers, employers, family members.

In some countries like USA OHS programs cover occupational

hazards and non-occupational safety and includes safety for activities
outside work (ii)

OHS arrangements like other HRM practices have been influenced by

information technology. Many OHS software programs have been
developed to faster and facilitates OHS measures. A famous software
is “e-vision” that detects hazards.

OHS is the joint responsibility of both employers and employees.

Table (9.2)
OHS responsibilities of both employers & employees

Employers
-Conduct adequate orientation, training &
Supervision for staff to ensure safe OHS
-Consult with all personnel concerning OHS
decisions in the workplace.
-Provide necessary personal protective
equipment (PPE) needed to ensure the
completion of job safely.
-Continuously Monitor OHS procedures to
ensure the employee’s protection from
workplace hazards.
-Bring proper facilities for the welfare
of employees.
-Be informed of employers’ legal obligations
under the OHS laws.
Employees
-Do the job safely for total protection
for themselves and others from
injury.
-Report any workplace hazards.
Every employee in the worksite
should share this responsibility.
-Obey all OHS procedures, Including
handling personal protective
equipment provided.
-Report any workplace injury, illness
or near misses.
-Seek to know emergency
procedures and the locations of the
first aid kit.

Work place Hazards

Today’s work places generate many and various hazards . To
minimize these hazards and relieve their adverse impacts, employers
ought to manage these hazards effectively through: hazard
identification, handling, analysis and evaluation. Such an effective
management enables organizations to cure current hazards and
prevent potential ones. The ILO literature distinguishes among three
terms as follows:

イ A hazard is something that can cause harm if not

controlled.
ロ The outcome is the harm that results from an
uncontrolled hazard.
ハ A risk is a combination of the probability that a particular
outcome will occur and the severity of the harm involved.( j)

The workplace is the source of many and various hazards.

Figure (9.7) shows the main types of occupational hazards.

Chemical Biological
- Explosion - Bacteria
- Petroleum - Virus
- Fumes - Fungi
- Fire - Mold
- Solvents - Tuberculosis
- Deflagration
Physical Psychological
-machine injures - Occupational
- Falls stress
- Slips - Workplace
- Confined places violence
Types of - Job insecurity
- Noise
Hazards - Long working
- Electricity
hours

Figure (9.7)

Types of occupational hazards

Finally, it may be appropriate to conclude this part by stating

that, for organizations to deal with contemporary hazards, they
should rely on competent practitioners who carry out the
following tasks: (k)
イ Develop processes, procedures, criteria, requirements,
and methods to attain the best possible management of the
hazards and exposures that can cause injury to people, and
damage property, or the environment;
ロ Apply good business practices and economic principles
for efficient use of resources to add to the importance of the
safety processes;
ハ Promote other members of the company to contribute by
exchanging ideas and other different approaches to make sure
that every one in the corporation possess OHS knowledge and
have functional roles in the development and execution of
safety procedures;
ニ Assess services, outcomes, methods, equipment,
workstations, and procedures by using qualitative and
quantitative methods to recognize the hazards and measure the
related risks;
ホ Examine all possibilities, effectiveness, reliability, and
expenditure to attain the best results for the company
concerned

The competent OHS practitioner is qualified to perform the

above tasks efficiently. A competent Practitioner is an OHS
specialist who possesses safety & health knowledge, skills and
attitudes. Figure (9.8) illustrates OHS practitioner’s KSA.
 Competent Practitioner

Skills
Knowledge Attitudes
- Hazard analysis
- Sources of hazards - Tolerance
- Record keeping
- Types of hazards - Positive self talk
- Design control
- Risks & outcomes systems - Patience
- Procedures to handle - Holding checks - Emotional
hazards balance
- Planning safe work
- Legal requirements practices - Integrity
- Hazard control - Apply OHS science - Open minded
systems
- Interpersonal skills

Figure (9.10)

KSA of the competent OHS Practitioner

j) "International Hazard Datasheets on Occupations (HDO)".

International Labour

Organization. Retrieved December 26, 2012

k)Board of Certified Safety Professionals, 2012, "Safety

Fundamentals" and "Comprehensive Practice" blueprints,
accessed 17 February at http://www.bcsp.org/csp

Fifth: Flexible time and employee retention

The final part of this chapter deals with the issue of employee flexible
time which is very relevant to employee retention. The main points
examined in this part are: the definition of flexible time, its advantages,
structure, best practices and the impact of flextime on retention.
5.1. Definition and Objectives of Flexible Time
Flextime is an arrangement based on scheduling work timing in a such
a way that allows employees to enjoy variations in an employee’s
starting and leaving times.

Bearing the above definition in mind, flexible time has the following
features:

It keeps the total number of hours worked in a week as in the

traditional work timing arrangements.
Flextime is usually applied to full-time but it can be applied to part-
time employees.
It offers a variable work schedule which allows more discretion for
employees to choose the more convenient. time instead of the
standard time imposed on all employees.
Flexible time schemes are based on flexible structures which is built
on a common core time within which a work day begins and ends.
Around this core time a number of hours before and after the core time
is left to employees to choose from.

It has found that employers have learned to prefer flexible programs

because their employees prefer them.
Flexible time arrangements were found to generate a number of
benefits. Among these are:
Making work more interesting for employees by giving them the
opportunity to decide their work time intervals.
Employees van avoid making compromises between home and at
work and thus minimize family problems.
enabling employees and employers as well to build effective
teamworks since a cooperative teams can choose the same work
intervals.
Higher productivity because employees get more convenient and
satisfied; so higher Morales lead to higher productivity.
Organizations are able to attract a talent pool, because offering
flexible programs time motivate critical skills to be hired from various
regions.
5.2. Best Practices
It appears that flexible time schedules have become popular in many
organizations and countries. At Microsoft, many employees can
choose when to start their day, as long as it’s between 9am and 11am.
At the “Big Four” auditing firm KPMG, some 70 percent of employees
work flexible hour. Google allows many employees to set their own
hours. In New Zealand flextime has become a normal practice and an
important part of workplace.
It has been reported that flexible time programs has become a
pressing issue for many New Zealanders who are trying to balance
work with other things in their lives, such as caring for children or older
parents, playing sport or working in the community. (f)
In Florida, flextime workers, like salaried workers, are exempted from
insurance regulations, and are given broad leeway in setting their own
work schedule. Unlike exempted salaried workers, employers are still
required to pay overtime to a flextime worker if they work more than 40
hours per week; some employers avoid this policy by dismissing[their
employees shortly before their scheduled working hours have been
completed. In addition, the employer will usually require that a flextime
employee works a minimum number of hours each week.
North Coast???
Other best useful bes practices have been suggested (g)
Set expectations of supervisor and employee up front for coverage
within the department/unit. Establish guidelines for when the
arrangement may have to be temporarily changed to accommodate
co-worker vacation or illness.
If telecommuting from home, it is recommended that children or other
family members not be present in the home. Establish a plan for their
care in advance.
Put the arrangement in writing.
Establish how success of the flexible work arrangement will be
measured.
Set a trial period of  three months (recommended) to determine if the
arrangement is effective.
Review the arrangement annually (recommended).
Determine how the arrangement will end.
Be creative in considering how flexibility may work in your
department/unit.

5.3. The Impact of Flex Time on Retention

Research shows that in general, flexible work practices lead to
increased productivity, higher job satisfaction, and decreased turnover
intentions (bb). In a study about the flexible work arrangements and
employee retention in Indian IT sector, 92% of survived employees
have responded positively to the research statement: “Flexible working
policy is a reason that I prefer to stay longer in current organization”.
(c) Another study has found that when employee participate in flexible
work timing, this will reduce employees’ subsequent turnover
intentions. (d)
Research also has found that flexible time programs is accompanied
with certain benefits to the organization such as increase in the job
satisfaction of employees, organizational commitment and
productivity. In addition, it also helps to reduce absenteeism and
turnover of the employees. The study also proves that flexible
scheduling has a positive effect on employee performance and it also
helps in reducing stress and work-family conflicts. Finally, A recent
study in Pakistan that involved various companies, employees have
reported that flextime
 F. John Reh, About.com Guide (http://management.about.com/cs/people/a/TopPeopleReady.htm) 9-12-2012 (12:45pm) i

ii
Mobley W. H., Griffeth R. W., Hand, H. H. & Meglino, B. M. (1979), Review
and conceptual analysis of the employee turnover process, Psychological
Bulletin, 86 (3), 493-522.

iii
McShane, S.L. & Von Glinow, M.A. (2005), Organizational Behavior (3th
ed.). India: Tata McGraw-Hill Inc.

bb) Barnes, C.M., at.al., (2014), With Flextime, Bosses Prefer Early Birds to
Night Owls Working paper

(c) Bindu Jain1 & Yashika Swam (2014), Flexible Work Arrangements and Employee
Retention in IT Sector, INERNATIONAL Journal of advanced research in computer
science and management studies, Volume 2, Issue 12, December 2014

d) Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally

Occurring Experiment, www.ncbi.nlm.nih.gov › NCBI › Literature › PubMed
Central (PMC

e) Raja Abdul Ghafoor Khan (2011) Impact of flexible scheduling on employee

performance regarding stress and work-family,
workplaceflexibility.bc.edu/need/need_employers_retention

(f) employment.govt.nz/er/bestpractice/worklife/flexiblework

g) hr.uiowa.edu/family-services/best-practices-flexible-work-arrangements
h) Alkhateeb, M.A. (2014), Human Resource Management, Cairo: Aien
Shams Book shop.

i) www.ccohs.ca/oshanswers/hsprograms/basic.html
 Problems and Applications
Given the following data, calculate labor turnover ratio, separation ratio, and
replacement ratio of 2014, then comment on the results knowing that labor
turnover ratio in 2009 was 12% and the average industry ratio of is 15%.
No. of employees at the beginning of 2014 = 60 employees.
No. of employees hired during this year = 10 employees.
No. of exit employees was 20 employees; 8 of them have retired.

Given the following data calculate turnover ratio of both Company A and
Company B, then compare the results.

Company A Company
B
No. of employees at the beginning of the 210 240
year 190 220
No. of employees at the end of the year 40 23
No. of employees left voluntary 10 7
No. of employees left involuntary 30 10
No. of new employees