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The Economic Impact of Employee Behaviors on Organizational Performance

In: America at Work

Author

Listed:
  • Wayne F. Cascio

Abstract

Consider a recent quote from the Wall Street Journal (July 14, 2003): “It’s no longer about what you own or build; success is hinged to the resources and talent you can access.” Unfortunately, recent statistics indicate that American workplaces are not doing a very good job of managing the talent they currently have. Thus Only 14 percent of American workers say they are very satisfied with their jobs. Twenty-five percent say they “are just showing up to collect a paycheck” (The Stat 2005). From January 2004, to January 2005, 24 percent of American workers voluntarily quit their jobs, a 13 percent rise since the previous year. That figure varies widely by industry, though, with relatively low rates in manufacturing and transportation (roughly 15 percent), and relatively high rates in leisure and hospitality, retail, and construction industries (ranging from about 25–45 percent) (Employment Policy Foundation 2005). To appreciate what that means for an individual firm, consider the number of people Wal-Mart employed at the end of 2004—1,600,000 people (Fortune 500, 2005). Its annual employee turnover rate is 44 percent—close to the retail industry average (Frontline 2005). Each year, therefore, Wal-Mart must recruit, hire, and train more than 700,000 new employees just to replace those who left. Women now outnumber men in managerial and professional jobs, yet many leave even blue-chip employers because they do not feel valued, their companies do not offer flexible-employment policies, or their work is not intellectually challenging. Rather than leave the workforce, most resurface at companies that offer more progressive policies (Deutsch 2005).

Suggested Citation

  • Wayne F. Cascio, 2006. "The Economic Impact of Employee Behaviors on Organizational Performance," Palgrave Macmillan Books, in: Edward E. Lawler & James O’Toole (ed.), America at Work, chapter 14, pages 241-256, Palgrave Macmillan.
  • Handle: RePEc:pal:palchp:978-1-4039-8359-6_14
    DOI: 10.1057/9781403983596_14
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    Citations

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    Cited by:

    1. Chatterjee, Sidharta, 2013. "Constraints in Organizational Learning, Cognitive Load and it’s Effect on Employee Behavior," MPRA Paper 44407, University Library of Munich, Germany, revised Feb 2013.
    2. José-Luis Rodríguez-Sánchez & Thais González-Torres & Antonio Montero-Navarro & Rocío Gallego-Losada, 2020. "Investing Time and Resources for Work–Life Balance: The Effect on Talent Retention," IJERPH, MDPI, vol. 17(6), pages 1-14, March.
    3. Bu-Kyung Choi & Ji-Young Ahn & Myeong-Cheol Choi, 2021. "Corporate Social Responsibility, CEO Compensation Structure, and Corporate Innovation Activities," Sustainability, MDPI, vol. 13(23), pages 1-15, November.
    4. Teodora Lazarova, 2020. "Employees’ Retention Practices As Integral Part Of Human Resources Management," Economy & Business Journal, International Scientific Publications, Bulgaria, vol. 14(1), pages 67-82.
    5. Lewicka Dagmara & Pec Monika, 2018. "The Impact of Human Resources Management on Job Involvement. The Mediating Role of Vertical Trust," Folia Oeconomica Stetinensia, Sciendo, vol. 18(2), pages 34-45, December.
    6. ADEGOKE Olusegun Steve & AYANTAYO, Solomon Ojo, 2020. "Organizational Stress and Demographic Variables as Predictors of Workplace Violence in the Telecommunication Industry," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 4(8), pages 461-474, August.
    7. Fabrizio Ferraro & Jeffrey Pfeffer & Robert I. Sutton, 2009. "How and Why Theories Matter: A Comment on Felin and Foss (2009)," Organization Science, INFORMS, vol. 20(3), pages 669-675, June.
    8. Tymon Jr., Walter G. & Stumpf, Stephen A. & Doh, Jonathan P., 2010. "Exploring talent management in India: The neglected role of intrinsic rewards," Journal of World Business, Elsevier, vol. 45(2), pages 109-121, April.

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