(A Peer Review Journal)
eโ€“ISSN: 2408โ€“5162; pโ€“ISSN: 2048โ€“5170


Pages: 890-895
R.A.Oyeyinka and B. F. Oyeyinka

keywords: Cocoa, labour turnover, organization performance


The study examined the effect of labour turnover on organization performance in cocoa research institute of Nigeria. A structured questionnaire was used to collect data from seventy four (74) employees of the institute using stratified random sampling technique. The results show that majority (70.2%) of the respondents were within the age range of 30-50 years, while (56.8%) of them were males with a mean working experience of about ten (10) years. Findings revealed that the major factors identified as the causes of labour turnover were nature of work/poor working condition (๐’™ฬ… = 4.28), unfair and inconsistent compensation and benefits system in the organization (๐’™ฬ… = 4.01), while the least factors responsible for the intension of the employees to leave the organization were inadequate training for staff (๐’™ฬ… = 2.49), supervisors are not approachable (๐’™ฬ… =2.38) and family to work conflict among employees (๐’™ฬ… = 2.23). Inferential statistical results showed that there were significant relationship between respondents educational level (ฯ‡2=14.45, p<0.05), income (r=0.240, p<0.05), age (r=0.213, p<0.05) and organisational performance in the institute.Also the persons product moment correlation analysis (r=0.016, p<0.05) indicated that labour turnover had significant effect on the organizational performance in the organization. The study established that there was a significant relationship between labour turnover and organizational performance. Though the relationship is negative; hence high staff turnover adversely affected organizational performance.It is recommended that positive measures should be adopted by managers and supervisors in order to maintain satisfied employees and reduce labour turnover in the organization.


Abassi SM &Hollman KW 2000. Turnover: The real bottom line. Public Personnel Management, 2(3): 333-342. Allen NJ & Meyer JP 2001. The measurement and antecedents of effective continuance and normative commitment to the organisation. J. Occupational Psy., 63(1): 1-19. Alexander J, Bloom J &Nuchols B 1994. Nursing turnover and hospital efficiency: An organization-level analysis. Industrial Relations, 33(4): 114-119. Banmeke TOA 2012. Assessment of usage of social network tools among agricultural Researchers in south western Nigeria. Bluedorn AC 1982. A unified model of turnover from organizations. Human Relation, 35(2): 135-153. Castillo JX& Cano J 1999. A comparative analysis of Ohio agricultural education teachers [Electronic version]. J. Agric. Educ., 40(4): 67-76. Firth L, David J, Mellor K, Moore A &Loquet C 2004. How can managers reduce employee intention to quit. J. Mgt.Psy., 19(2): 170-187. GriffethRW, Hom PW &Gaertner S 2000. A meta-analysis of antecedents and correlates of employee turnover: update, moderator tests, and research implications for the next millennium. J. Management, 26(3): 463-88.Grobler AL 2006. Human Resource Management in South Africa. (3rd ed), Ohio, Thompson Learning, (Chapter 5). Hom PW &KinickiAJ 2001. Towards a greater understanding of how dissatisfaction drives employee turnover. Acad. Mgt. J., 44(5): 975-987. Hsu MK, Jiang JJ, Klein G & Tang Z 2003. Perceived career incentives and intent to leave. Information & Mgt., 40: 361-369. Khandekar A &Sherma A 2006. Organisation learning and performance. Understanding Indian Scenario in Present Global Contex. Emerald Group Publishing Limited, 48(8/9): 682-692. KalliathTJ& Beck A 2001. Is the path to burnout and turnover paved by a lack of supervisory support: A structural equations test. New Zealand J. Psychol. 30: 72-78. Kanwal A &Majid M 2013. Retention management in banking system and evidence from Multan, Punjab Pakistan. Interdiscip. J. Contem. Res. in Bus., 5(1) Pp. 795-804. Kramer MW, Callister RR & Turban DB 1995. Information-receiving and information-giving during job transitions. West. J. Communication (59): 151-70. Manu R, Negrin S &Tzafrir S 2004. Job search modes and turnover. Career Development International, 5: 442-446. Muhammad NT, Muhammad R & Aisha R 2013. The impact of employee turnover on the efficiency of the organisation. Interdiscip. J. Contemp. Res. in Bus., 4(9): 700-711. Nestor PI & Leary P 2000. The relationship between tenure and non-tenure track status of extension faculty and job satisfaction. Journal of Extension, 38(4). Raddaha A, Alasad J &Albikawi Z 2012. Jordanian Nurses Satisfaction and Intention to Quit. Leadership in Health Services, 25(3): 213-231. Sattar S & Ahmed S 2014. Factors affecting employee turnover in banking sector: Empirical Evidence, Developing Country Studies, 4(3): 110-115. Price JL 2000. Reflections on the determinant of voluntary turnover. Intern. J. Mgt. 22(7): 600-624. Shaw J, Delery J, Jenkins G & Gupta N 2001. An organization-level analysis of voluntary and involuntary turnover. Business School Research Series, January 2001, ISBN 1 85901 169 1. Stovel M &Bontis N 2002. Voluntary turnover: Knowledge management-Friends or foes. Journal of Intellectual Capita, 3(3): 303-322. Tracey J &Hinkin T 2008. Contextual factors and cost profiles associated with employee turnover. Cornell Hospitality Quarterly, 1(1): 12-27. Zuber A 2001. A career in food service cost: high turnover. Nationโ€™s Restaurant News, 35 (21): 147-148.