Involuntary Employee Turnover
The second objective of the current study sought to determine how involuntary
turnover of staff affect the employees performance in nonprofit health care
providers. The researcher provided the respondents with a range of opinions of a
Likert scale to help solicit their views on this variable where 1= strongly disagree,
2= disagree, 3= neutral, 4= agree, 5=strongly agree. The findings are presented in
table
Table: Respondent’s perceptions on involuntary staff turnover
Statement N=148 SD
D N A
SA
Violation of work ethics leads to termination of
contract with the current employer.
F
22 24 31 34 37
%
14.9 16.2 20.9 23 25
There has been cases of termination of
employment in the current program
F
10 30 31 18 59
%
6.8 20.3 20.9 12.2 39.9
The program has a rationalization policy in its
management
F
22 21 36 29 40
%
14.9 14.2 24.3 19.6 27
There has been cases of rationalization of
employees in the program
F
14 18 28 38 50
%
9.5 12.2 18.9 25.7 33.8
I am worried that the program intends to
rationalize on its employees in the near future.
F
17 22 14 22 73
%
11.5 14.9 9.5 14.9 49.3
I am fully aware of the criteria used in
rationalization process
F
15 28 33 33 39
%
10.1 18.9 22.3 22.3 26.4
As the table 4.7 displays, the most of the respondents 71(48%) asserted that
violation of work ethics leads to termination of contract with the current employer
while 31(20.9%) were neutral and 46(31.1%) did not agree with the statement.
Similarly, majority of respondents 77(52.1%) were in agreement that there have
been cases of termination of employment in their current programs while
31(20.9%) did not offer their view and 40(27.1%) asserted that there have been no
cases of termination in their current programs.
Further, 69(46.6%) agreed, 36(24.3%) were neutral and 43(29.1%) disagreed that
the program has a rationalization policy in its management. Moreover, the
respondents 88(59.5%) agreed that there have been cases of rationalization off
employees in the program while 28(18.9%) were neutral and 32(21.7%) disagreed
that rationalization of employees has occurred under the program. The majority of
employees 95(64.2%) claimed that they are worried that the program intends to
rationalize on its employees in the near future while 14(9.5%) were neutral and
37(26.4%) disagreed that they are worried the program intends to rationalize its
employees in future. Last, most of the respondents 72(48.7%) claimed they are
fully aware of the criteria used in rationalization process while 33(22.3%) were
neutral and 43(29%) stated that they are not aware of the criteria for rationalization
process in their organization.
From these findings, it can be deduced that in organizations, violation of work
ethics leads to termination of contracts as the respondents reported there have been
cases of involuntary termination due to violation of work ethics. Similarly, the
findings from the study suggest that rationalization policies exist in the
management which has been effected in the past. Therefore, it is only reasonable
that the employees will be worried that rationalization might be effected again in
the future. With some of the employees lacking knowledge on the criteria used for
rationalization, then it is evident that the program has not explained how it works to
its employees despite affecting it in the past. Good Practice Note, 2005) notes that
retrenchment of employees in some firms may become last option for resignation
of employees on the ground not related to performance nor misconduct. Such
measures seem the only alternative for such organizations in remaining relevant in
the competitive market. Nevertheless such process requires much vigil based on,
Good Practice Note, (2005) in a transparent manner, fair, application should
showcase consistency and to poses an appeal or procedure of grievance. In this
case, the employees need to be aware of the existence of such a program and for the
process to be conducted in a fair and transparent manner.
Functional Staff Turnover
The third objective of the study purposed to explore how functional turnover of
staff relates to performance of employee in nonprofit healthcare providers. The
researcher provided the respondents with a range of opinions of a Likert scale to
help solicit their views on this variable where 1= strongly disagree, 2= disagree, 3=
neutral, 4= agree, 5=strongly agree. The findings are presented in table 4.8
Table Parameters of functional turnover
Statement N=148 SD
D N A
SA
The program policy resigns non performing
employees.
F
17 32 32 32 35
%
11.5 21.6 21.6 21.6 23.6
There has been case of termination of
employees due to performance related issues.
F
20 29 26 42 31
%
13.5 19.6 17.6 28.4 20.9
I feel worried in meeting the expectations of
my employer.
F
18 28 43 33 26
%
12.2 18.9 29.1 22.3 17.6
The table 4.8 shows that most of the respondents 67(45.2%) agreed that the
program resigns non performing employees while 32(21.6%) were neutral on this
claim and 49(33.1%) asserted that the program policy does not resign non-
performing employees.
The researcher also found that most of the respondents 73(49.3%) concurred that
there have been termination of employees due to performance related issues
while 26(17.6%) did not
voice their views and 49(33.1%) claimed that there have been no cases of
termination due to performance-related issues. Lastly, a section of the respondents
69(39.9%) felt worried about meeting the expectations of their employer while
43(29.1%) did not express their opinion and 46(31.1%) stated that they do not feel
worried in meeting the expectations of their employers.
From these findings, it can be deduced that dysfunctional turnover is common in
the organizations under study. From the perceptions of the respondents, it can be
seen that the organizations terminate or resigns employees if they do not perform as
expected. As a result, the remaining employees reported that they worry about
meeting the expectations of their employers which may affect their performance at
work. However, the organization gains by getting rid of underperforming
employees by replacing them with more qualified and competent one increasing the
organizational performance. This is supported by McElroy, Morrow, and Rude
(2001) who claims that the turnover benefits the firms in two indirect ways that
includes a motivational signal to remaining employees to improve on performance
and to inject new blood, ideology, reforms and innovation (Kellough and Osuna
1995). Turnover of Low to moderate levels brought fourth gains in performance of
an organizational by inculcating new individual and with better training, but such
benefits reduces as with increase in turnover.
