Fundamentals of Management, 8th ed

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.