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d)Withdrawal behaviours

Many theories purport that people who dislike their jobs will avoid them. This is
commonly referred to as withdrawal, which refers to behaviours by which employees
remove themselves from the workplace, either temporarily or permanently.
Withdrawal behaviours have been widely considered in job satisfaction research.
Three forms of withdrawal behaviour which have been linked to satisfaction will be
discussed, namely, turnover, absenteeism and sabotage.

e) Turnover

The first form of withdrawal is turnover, which is defined as “any permanent


departure beyond organisational boundaries” Cascio. Turnover is important to
managers as it disrupts organisational continuity and it is can be very costly. The
different costs associated with turnover include separation costs (exit interviews,
separation pay), replacement costs of new employee and training costs of the new
employee .

According to Spector, studies have been reasonably consistent in showing a


correlation between job satisfaction and turnover. Employees with low satisfaction are
therefore more likely to quit their jobs. According to Luthans, “high job satisfaction
will not, in and of itself, keep turnover low, but it does seem to help. On the other
hand, if there is considerable job dissatisfaction, there is likely to be high turnover.” It
is therefore important to manage satisfaction levels as it might trigger decisions by
employees to leave the organisation.

f)Absenteeism

Absence is a phenomenon that can reduce an organisation’s effectiveness. Theories of


absence hypothesise that job satisfaction plays a critical role in an employee’s decision
to be absent. Most research indicates a consistent negative relationship between
satisfaction and absenteeism, even though the correlation is not very high. Literature
therefore suggests that a dissatisfied employee will most likely be absent.

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