Costing Turnover: Implications of Work/ Family Conflict at Management Level *

Costing Turnover: Implications of Work/ Family Conflict at Management Level * Workyforce demographics are changing and increasing in diversity. More women are entering the workforce and successfully attaining management positions. Many women choose to postpone child‐rearing until their careers have been established and the decision to return to the same employer after childbirth is dependent on the ability to balance family and work commitments. An organization's need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to work/family conflict and family‐friendly policies. Family‐friendly policies have been reported to enhance an employee's quality of work life and to reduce absenteeism and turnover. In the absence of family‐friendly policies and of a culture accepting of multiple commitments, employees may decide to leave the organization, resulting in loss of skill, disruption of client relationships, and significant dollar cost to the organization. This paper provides a case‐study documenting the total costs associated with the exit of high‐performing women at management level within a large professional services business. The total costs (direct and indirect) associated with the separation, replacement, and training of these and new employees approximates A$75 000 per employee. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Asia Pacific Journal of Human Resources Wiley

Costing Turnover: Implications of Work/ Family Conflict at Management Level *

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Publisher
Wiley
Copyright
1998 Australian Human Resources Institute (AHRI)
ISSN
1038-4111
eISSN
1744-7941
DOI
10.1177/103841119803600103
Publisher site
See Article on Publisher Site

Abstract

Workyforce demographics are changing and increasing in diversity. More women are entering the workforce and successfully attaining management positions. Many women choose to postpone child‐rearing until their careers have been established and the decision to return to the same employer after childbirth is dependent on the ability to balance family and work commitments. An organization's need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to work/family conflict and family‐friendly policies. Family‐friendly policies have been reported to enhance an employee's quality of work life and to reduce absenteeism and turnover. In the absence of family‐friendly policies and of a culture accepting of multiple commitments, employees may decide to leave the organization, resulting in loss of skill, disruption of client relationships, and significant dollar cost to the organization. This paper provides a case‐study documenting the total costs associated with the exit of high‐performing women at management level within a large professional services business. The total costs (direct and indirect) associated with the separation, replacement, and training of these and new employees approximates A$75 000 per employee.

Journal

Asia Pacific Journal of Human ResourcesWiley

Published: Sep 1, 1998

References

  • The Australian HR professional: A 1995 profile
    Dowling, Dowling; Fisher, Fisher
  • Who appreciates family‐responsive human resource policies: The impact of family‐friendly policies on the organizational attachment of parents and non‐parents
    Grover, Grover; Crooker, Crooker
  • Balancing the work/home interface: A European perspective
    Lewis, Lewis; Cooper, Cooper
  • The cost of time off work in Australia
    Wooden, Wooden

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