EFFECT OF VITAMINS C AND E INTAKE ON BLOOD ... - EuroJournals

European Journal of Social Sciences - Volume 2, Number 1 (2006)
within grades of employees, and treatment of members and time with careless abandon by
management.
Akerele, cited in Aluko(1998) stressed that in Nigeria managers fail to effectively manage their
human resources. He gave the following as reasons for the ineffectiveness:
1) Failure of management to provide good quality of work life and failure to carry employees along
with them, and this result in absenteeism, punctuality problem, accidents, low morale, high-labour
turnover and other forms of man-day losses.
2) Management’s inability to provide fair working conditions, which often lead to industrial unrest,
strikes, protracted negotiations all with serious effects on productivity and labour turnover.
3) Poor remuneration in relation to profits made by organizations, unjustifiable wage differential
between high and low income earners in different sectors in the economy also contribute to low
morale, lack of commitment, low productivity and high labour turnover.
It is obvious therefore that management’s long standing concern with motivation stems from
the fact that low worker motivation are thought to be reflected in such circumstance as low
productivity, strikes, personal conflicts between supervisors and their subordinates, absenteeism and
high labour turnover (Ajila, 1996).
Jobs, according to Argyris (1970) have a stable set of identifiable characteristics that are
relevant to individual needs, wants and aspirations. Where the job characteristics are compatible with a
person’s needs, the individual will be satisfied. Where the opposite is the case, dissatisfaction sets in
and this will be manifested in terms of leaving the organization.
Labour turnover
Labour turnover is the flow of manpower into and out of an organization (Fapohunda, 1980). The
inflow of manpower is referred to as accession and the outflow as separation (leaving). Separation may
be in the form of quits, discharges, lay-offs, retirement, leaves of absence and even death. Accession on
the other hand has to do with replacements and new hires. Labour turnover is one of the unorganized
forms of industrial conflict. It is a retreat by employees usually from unsatisfactory situations.
Satisfaction is however only a part of the answer to the problem of labour turnover. Other factors
abound in literature but satisfaction cuts across many of these factors. These other factors include: the
conditions of the labour market (Behrend, 1953), age of the worker, chances of obtaining another job
and financial responsibilities of workers, among other things. The incidence of labour turnover can at
times be seen as a reflection of the quality of management skill in securing contentment among the
people employed.
A certain amount of labour turnover is inevitable. Illness, accidents, aging, death and a variety
of personal reasons bring about separation. Too much of labour turnover however can severely reduce
productivity, as workers are perpetual learners, new to the organization all the time; demoralize
incumbents and damage an organization’s public image thereby adversely affecting her corporate
existence. It implies therefore that management should be concerned about the level of labour turnover
in their organization, determine the degree of it that is healthy or unhealthy for the organization.
High labour turnover is dangerous as it affects the growth and productivity of an establishment.
Scholars believe that a core of experienced workers is necessary for the success of an organization. For
experience on the job and in the organization, workers must be stable (Hackett, 1979). Organizations
are highly concerned about employee’s leaving because it is generally very costly to select and train
new employees to replace those who left. There is a general situation of discontent pervading the entire
labour scene in Nigeria. The Nigerian university teachers are not unaffected by this general state of
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