A Dissertation Submitted in Partial Fulfilment of the Requirements for Award of the Degree of Masters of Science in Human Resources Management of Mzumbe University
This study assessed the labour turnover and its impact on organizations performance: case study of SASATEL. It was conducted at SASATEL.
Both qualitative and quantitative approaches were employed using a sample of 60 respondents. The main research instruments used were questionnaire and interview. Both qualitative and quantitative data collected were analyzed using simple descriptive statistical methods such as frequencies, percentages and cross tabulations.
The major focus was to establish the factors that lead to labour turnover, to find out patterns of labour turnover and to find out the effects of labour turnover.
Findings revealed that company has experienced resignation, in the year of 2009, 45 employees left the organization. Finally, it has been noted that most turnover for permanent employee is voluntary. Establishing the factors that lead to labour turnover are Organization stability, Dissatisfaction with pay, Dissatisfaction with benefit, Poor relation with line manager, Unclear role(Role clarity), Better employment opportunities, Organization stability, Poor organizational justice, and Work life are considered to be the job factors of labour turn over. Non job-related causes of employee turnover are those things in the employee's personal life that impact their performance in the workplace. On the effects of labour turnover, results revealed that labour turn over reduced morale, retardation on organization performance, increase in recruitment and training costs, loss of skilled staff, bad organizations image, failure or late achievement of organization goals, delay of program implementation were considered as the impact of labour turn over.
It is recommendations on broadening body of knowledge, improving managerial practices and help for clear investment strategies by shareholders, Management should introduce better overtime pay and workers encouraged to take up the opportunity, and the Managers should involve workers in decision making. Management should review its pay package, fringe benefits and opportunities for growth in order to retain its workforce.