Convenience

workplace behavior
A pattern of action by
the members of an
organization that
directly or indirectly
influences
organizational
effectiveness
performance
behaviors
The total set of work-
related behaviors
that the organization
expects the
individual to display
absenteeism
When an individual
does not show up for
work
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Part 4:
Leading
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to minimize feigned absenteeism and to reduce legitimate absences as much as possible.
High absenteeism may be a symptom of other problems as well, such as job dissatisfac-
tion and low morale.
Turnover
occurs when people quit their jobs. An organization usually incurs costs in
replacing individuals who have quit, but if turnover involves especially productive peo-
ple, it is even more costly. Turnover seems to result from a number of factors, including
aspects of the job, the organization, the individual, the labor market, and family influ-
ences. In general, a poor person–job fit is also a likely cause of turnover.
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The current
high levels of unemployment reduce employee-driven turnover, given that fewer jobs are
available. But when unemployment is low (and there are many open jobs), turnover may
naturally increase as people seek better opportunities, higher pay, and so forth.
Efforts to directly manage turnover are frequently fraught with difficulty, even in
organizations that concentrate on rewarding good performers. Of course, some turnover
is inevitable, and in some cases it may even be desirable. For example, if the organization
is trying to cut costs by reducing its staff, having people voluntarily choose to leave is
preferable to having to terminate their jobs. And, if the people who choose to leave are
low performers or express high levels of job dissatisfaction, the organization may also
benefit from turnover.