DUALISM OF THE CONSEQUENCES OF STAFF TURNOVER IN DOMESTIC TRADE
UDC 005.95:339.3
PIATNYTSKA Halyna,
Doctor of Economics, Professor, Professor at the Management Department of Kyiv National University of Trade and Economics
DUALISM OF THE CONSEQUENCES OF STAFF TURNOVER IN DOMESTIC TRADE
Background. Effective development of enterprises of internal trade and proper performance of their social functions, as international experience shows, can be hindered by the implementation of their ill-conceived personnel policy that leads to staff turnover. During manifestations of the effects of socio-economic crisis in the country the problem of turnover is particularly acute requiring more scientifically balanced approach to the policy of trade personnel management.
Analysis of recent research and publications showed that despite the existence of a number of scientific works dedicated to the formation and implementation of personnel policies of enterprises in various economic sectors (including internal trade), issues of identification of both negative and positive effects of turnover in trade and set of the likely causes of turnover and related layoffs have remained ignored. The role of modern higher education institutions that train specialists for trade in the process of solving the problem of staff turnover in trade has remained not clearly defined.
The aim of the article is to determine the causes and consequences of staff turnover in domestic trade, the role of higher education institutions in the further development and implementation in practice by trade enterprises of modern management practices to prevent staff turnover.
Materials and methods. General scientific and special methods, system analysis and synthesis, marketing research, statistics and other methods were used in solving the tasks.
Results. The analysis of the dynamics of the staff turover in enterprises of internal trade in Ukraine for 2010–2015 was conducted. Its results revealed that in the 2013–2015 high mobility of staff was identified in domestic trade enterprises; the amount of resigned (laid off) from enterprises in 2015 in 1.16 times exceeded the employed; fluctuation of the coefficient of leaving the job in 2010–2015 is within 0.523–0.578 during the period of full renewal of staff in trade was less than 2 years; rate of employee turnover at enterprises of foreign trade activities "Wholesale and retail trade; repair of motor vehicles and motorcycles " for 2010–2015 was 2 or more times higher than the same indicator for enterprises of all foreign trade activities in Ukraine; value of staff turnover ratio is generally higher in large and medium-sized trade enterprises and lower in micro-enterprises, turnover rate among sellers and cashiers is higher than among top managers.
The study identified types of risks faced by the trade organization as a result of turnover of different categories of workers. A survey of executives and managers of retail and wholesale revealed the likely causes of employee turnover and related resign. It was established that dissatisfaction of trade workers with their salary in Ukraine is now the leading cause of the decision to resign.
The following positive effects of turnover on domestic trade enterprises were identified: low (less than 2%) turnover at top management level often promotes innovations in the management; moderate (from 7% to 9 %) turnover of experts in quality management in sales, logistics, marketing and hall administrators can help maintain the proper level of competitiveness of workers in these categories, minimizing stagnation risk, and so on. Turnover is useful in situations where employees are beginning to feel too relaxed and dedicate to work less than half of their time, or do not or not in time fulfill orders of the director, who is their relative or friend.
The study shows modern management practices to prevent staff turnover in the domestic trade according to the causes and nature of the dismissals and resigns, the role of higher education in learning and further development of these practices was established and the main tasks of universities that train specialists for the trade sphere were outlined.
Conclusion. The study established the following: there are many reasons for turnover in the retail and wholesale trade, from low wages to disruptive management style; staff turnover has a dual effect on the development of domestic trade and productivity of trade personnel; universities that train specialists for the trade sphere can and should be actively involved in solving the problems of management of trade enterprises, including related to the development and expantion of successful technologies to prevent turnover.
The results of the present study can be further used to improve methodological approaches to the development of effective personnel policies in trade.
Keywords: personnel, turnover, domestic trade, causes, consequences, prevention practices, higher education establishments, trade enterprises.
FREE FULL TEXT (PDF)
PIATNYTSKA Halyna,
Doctor of Economics, Professor, Professor at the Management Department of Kyiv National University of Trade and Economics
DUALISM OF THE CONSEQUENCES OF STAFF TURNOVER IN DOMESTIC TRADE
Background. Effective development of enterprises of internal trade and proper performance of their social functions, as international experience shows, can be hindered by the implementation of their ill-conceived personnel policy that leads to staff turnover. During manifestations of the effects of socio-economic crisis in the country the problem of turnover is particularly acute requiring more scientifically balanced approach to the policy of trade personnel management.
Analysis of recent research and publications showed that despite the existence of a number of scientific works dedicated to the formation and implementation of personnel policies of enterprises in various economic sectors (including internal trade), issues of identification of both negative and positive effects of turnover in trade and set of the likely causes of turnover and related layoffs have remained ignored. The role of modern higher education institutions that train specialists for trade in the process of solving the problem of staff turnover in trade has remained not clearly defined.
The aim of the article is to determine the causes and consequences of staff turnover in domestic trade, the role of higher education institutions in the further development and implementation in practice by trade enterprises of modern management practices to prevent staff turnover.
Materials and methods. General scientific and special methods, system analysis and synthesis, marketing research, statistics and other methods were used in solving the tasks.
Results. The analysis of the dynamics of the staff turover in enterprises of internal trade in Ukraine for 2010–2015 was conducted. Its results revealed that in the 2013–2015 high mobility of staff was identified in domestic trade enterprises; the amount of resigned (laid off) from enterprises in 2015 in 1.16 times exceeded the employed; fluctuation of the coefficient of leaving the job in 2010–2015 is within 0.523–0.578 during the period of full renewal of staff in trade was less than 2 years; rate of employee turnover at enterprises of foreign trade activities "Wholesale and retail trade; repair of motor vehicles and motorcycles " for 2010–2015 was 2 or more times higher than the same indicator for enterprises of all foreign trade activities in Ukraine; value of staff turnover ratio is generally higher in large and medium-sized trade enterprises and lower in micro-enterprises, turnover rate among sellers and cashiers is higher than among top managers.
The study identified types of risks faced by the trade organization as a result of turnover of different categories of workers. A survey of executives and managers of retail and wholesale revealed the likely causes of employee turnover and related resign. It was established that dissatisfaction of trade workers with their salary in Ukraine is now the leading cause of the decision to resign.
The following positive effects of turnover on domestic trade enterprises were identified: low (less than 2%) turnover at top management level often promotes innovations in the management; moderate (from 7% to 9 %) turnover of experts in quality management in sales, logistics, marketing and hall administrators can help maintain the proper level of competitiveness of workers in these categories, minimizing stagnation risk, and so on. Turnover is useful in situations where employees are beginning to feel too relaxed and dedicate to work less than half of their time, or do not or not in time fulfill orders of the director, who is their relative or friend.
The study shows modern management practices to prevent staff turnover in the domestic trade according to the causes and nature of the dismissals and resigns, the role of higher education in learning and further development of these practices was established and the main tasks of universities that train specialists for the trade sphere were outlined.
Conclusion. The study established the following: there are many reasons for turnover in the retail and wholesale trade, from low wages to disruptive management style; staff turnover has a dual effect on the development of domestic trade and productivity of trade personnel; universities that train specialists for the trade sphere can and should be actively involved in solving the problems of management of trade enterprises, including related to the development and expantion of successful technologies to prevent turnover.
The results of the present study can be further used to improve methodological approaches to the development of effective personnel policies in trade.
Keywords: personnel, turnover, domestic trade, causes, consequences, prevention practices, higher education establishments, trade enterprises.
FREE FULL TEXT (PDF)