turnover The consequences of turnover include both direct and
indirect costs to an organization. Direct costs include financial
costs associated with an employee leaving, such as subsequent
recruiting and training costs. The cost of replacing an employee,
including separation, replacement, and subsequent training costs,
has been estimated to be 1.5 to 2.5 times an employees annual
salary. Turnover may also have indirect costs to an organization,
such as losing the knowledge and skills of a worker as well as
disrupting the established culture. Each employee that leaves takes
away some contribution to the larger group and, until the position
is appropriately filled; the organization may lose some amount of
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Turnover cost components include separation costs incurred by the staff member leaving, temporary replacement costs such as use of overtime and agency staff, recruitment costs, and induction costs which include lost productivity until the replacement reaches the same level of productivity as the staff member who had left.
Nursing care outcomes: High nursing turnover at the unit level can threaten the well-being of individual nurses, as it is associated with deterioration in nurses mental health status and lower job satisfaction. Nurse turnover compromises care if staffing shortages force high nurse-to-patient ratios resulting in decreased quality of care, also increase the rate of medication errors, falling incidents and adverse event show more content
As indicated by the European Unions 2012 Commission Action Plan for the EU Health Workforce, the health sector faces major challenges, owing to labour shortages, attrition and relatively low pay in some health occupations. While turnover rates differ across health cadresfor instance, nurses are less likely to leave the workforce than medical doctors and other specialized health professionalsthe replacement is costly because of the subsequent hiring and required training of new employees. Moreover, high turnover rates have great implications not only for the quality, consistency and stability of services provided to people in need, but also for the working conditions of the remaining staff, e.g. increased workloads, disrupted team cohesion and decreased morale (Steinmetz et al., 2014).
According to (Cortese, 2012) increasing education and training opportunities. Therefore, in order to contain public expenses as well, many authors suggest concentrating efforts in order to reduce organizational leave (i.e. leaving an organization for another one or becoming a freelancer) or professional leave (i.e. leaving to take up some other profession or to stop working altogether). Understanding the psychological process leading to the decision to leave the unit, the hospital and the nursing profession,
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