Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
AQA AS BUSS2 2a Staff Productivity & Turnover
Transcript of AQA AS BUSS2 2a Staff Productivity & Turnover
A measure of the output per worker in a given time.
= output / number of employees
in the same period
labour productivity per month and
labour cost per unit per month
Where output in a given month is 20,000 units and 40 people are employed at a cost of £1,000 per worker.
The proportion of employees leaving a business over a period of time — usually a year.
Labour turnover for a given period =
number leaving a business × 100
average number employed
How to increase labour productivity
Labour productivity may be increased by:
recruiting suitably skilled and trained employees
providing training to enhance skills and attitudes of existing employees
providing pay and
improving working practices, technology and capital equipment
What is likely to be the effect of an increase in labour productivity on unit labour costs?
Measuring the effectiveness of the workforce
Pt 1 - Labour productivity & turnover
You are expected to be able to:
Identify the key measures of personnel effectiveness
Analyse causes of high labour turnover
Evaluate ways to improve personnel effectiveness
Improving staff retention
Some industry sectors struggle to retain staff. Call centres are notorious for "dysfunctional staff turnover".
Watch this video and draw up a list of the ways in which PayPal are tackling this...
Dr Graham Wilson
Suppose improved machinery is introduced in our previous example, the number of employees remains the same and output increases to 30,000.
What is labour productivity and labour cost per unit now?
Calculate the rate of labour turnover where the average number of staff employed in a firm last year was 250 and the number of employees who left the firm that year was 10.
The costs of high 'dysfunctional' labour turnover
High recruitment and selection costs
High induction and training costs
A need to redesign jobs
Low morale among remaining workers
Generic ways of improving (ie reducing) labour turnover
Monitor your own and benchmark others
Recruitment and selection
Induction and training
Build up business-specific human capital (and plan to retain it!)