Dissatisfaction: A situation where an individual employee in general and a group of employees in particular is not being satisfied due to employers

exploitations, bad working conditions, low wages or any other particular reason. The employees who are dissatisfied with the organization or employers in no way are beneficial to the business rather whether intentionally or unintentionally they tend to perform below their normal capacity and efficiency. If the employer is unaware of or is unconsiderate of the dissatisfaction of the workers the workers may lodge a Complaint. A complaint is a written or verbal communication by the workers to the management about the reasons due to which the workers are feeling deprived of their basic rights. Most of the time the workers have a feeling of dissatisfaction due to genuine reasons but sometimes the reasons of being dissatisfaction is not a justified reasons. It is important for the management that in either of the two cases (dues to justified or unjustified reasons) the matter is to be dealt in a very congenial and sensible way. It is because that if the complaints are not dealt properly than it may result in a Grievance Grievance: Specific complaint or formal notice of employee dissatisfaction related to adequacy of pay, job requirements, work conditions, other aspects of employment, or an alleged violation of a collective bargaining agreement. 1.
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Grievance resulting from management policies include: Wage rates Leave policy Overtime Lack of career planning Role conflicts Lack of regard for collective agreement Disparity between skill of worker and job responsibility Grievance resulting from working conditions include: Poor safety and bad physical conditions Unavailability of tools and proper machinery Negative approach to discipline Unrealistic targets Grievance resulting from inter-personal factors include Poor relationships with team members Autocratic leadership style of superiors Poor relations with seniors Conflicts with peers and colleagues

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Causes of Grievances Grievances may arise from various causes related to the work and working conditions of the employees. The typical causes of grievances are: (a) Wage structure including bonus, incentives, overtime, leave facilities etc. (b) Seniority, job classification, promotion, transfer, lay-off and discharge; (c) Supervision and discipline, (d) Physical environment and working conditions in general (e) Welfare arrangements including health and safety;

(f) Employer's attitude towards interpretation of the service contract or collective bargaining agreement, settlement of grievances etc.

What is "labour turnover"? Labour turnover refers to the movement of employees in and out of a business. However, the term is commonly used to refer only to wastage or the number of employees leaving. High labour turnover causes problems for business. It is costly, lowers productivity and morale and tends to get worse if not dealt with. Measuring labour turnover The simplest measure involves calculating the number of leavers in a period (usually a year) as a percentage of the number employed during the same period. This is known as the "separation rate" or "crude wastage rate" and is calculated as follows: Number of leavers / average no employed x 100 For example, if a business has 150 leavers during the year and, on average, it employed 2,000 people during the year, the labour turnover figure would be 7.5% An alternative calculation of labour turnover is known as the "Stability Index" . This illustrates the extent to which the experienced workforce is being retained and is calculated as follows: Number of employees with one or more years service now / Number employed one year ago x 100 Labour turnover will vary between different groups of employees and measurement is more useful if broken down by department or section or according to such factors as length of Causes of labour turnover A high level of labour turnover could be caused by many factors: Inadequate wage levels leading to employees moving to competitors Poor morale and low levels of motivation within the workforce Recruiting and selecting the wrong employees in the first place, meaning they leave to seek more suitable employment A buoyant local labour market offering more (and perhaps more attractive) opportunities to employees Costs of labour turnover/Evils High rates of labour turnover are expensive in terms of: - Additional recruitment costs - Lost production costs - Increased costs of training replacement employees - Loss of know-how and customer goodwill - Potential loss of sales (e.g. if there is high turnover amongst the sales force) - Damage that may be done to morale and productivity (an intangible cost) - Reduced Productivity - Production of bad quality products - Decrease in profit - Bad goodwill of the business How to overcome Labour Turnover

Follow these five tips: 1. Hire The right People you should place all newcomers on a six month probationary period and make sure their employment is at-will which means you can let them go at any time and that they can quit at any time. Make sure they share your vision and goals.

2. Prevention why are they leaving you? Do you have an employee handbook? Did you provide a positive and professional salon environment? Did you implement a salon training program? During their six month probationary period did you find out if they shared your goals and team concepts. Sometimes as owners we also have to share in the blame for staff turnover. 3. Employee handbook did you clearly define your salons expectations to your new staff member? Did you provide them with terms of employment? Did you add a provision that all phone numbers and addresses of your clients are the property of your salon and will be cause for immediate dismissal and legal action?
Fight Back if your stylist leaves and take phone number and addresses without your permission? Fight back by sending all his or hers customers a very nice letter stating we want to keep you as a customer and make them an offer they cant refuse?

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5. Build the Reputation of Your salon not the reputation of the hairdresser. Work hard to win the loyalty of your customers by staying in touch regularly. 6. Leadership you have to earn the trust and loyalty of your team by working hard to make them successful. Create conditions that foster loyalty. Let your staff know you really care. Excellence does start at the top. 7. Contingency Plan make sure you continue to seek applicants, prepare letter to customers, and protect your customer lists 8. Support and communicate. Employees want to know what is expected of them. Be clear about job descriptions and responsibilities and give continual feedback. Reward performance with words of praise as well as the systems, tools, and technology that people need to do deliver their best performances. 9. Train and promote. It is far cheaper to develop internal talent than to recruit, hire, and train outsiders. Keep an eye out for potential in the raw and offer professional development as a way to inspire diamond-in-the-rough employees while also preparing and fueling your own succession pipeline. 10. Compensate cooperation. When some workers are carrying the load for many others, they are obviously your greatest assets. But they will soon leave because that kind of system is unfair to them. Get rid of the dead weight and those who spread negativity within the ranks, using the money you save by shedding lackluster employees to financially compensate those who distinguish themselves through positive teamwork. 11. Listen and learn. One of the biggest reasons employees are dissatisfied is because of a disconnect between themselves and upper management. Lead from the trenches, get to know everyone in the organization, and learn to value their input, however insignificant it may seem. Otherwise your own leadership will suffer because leaders are only capable and powerful when they have loyal followers.
Professional Maladjustment: If those workers who have been dissatisfied at work due to any cause and they try to adjust themselves to their work with unwillingness we call the situation as Professional Maladjustment. The following are the two types 1. Mild Emotional Maladjustment

As the name shows the workers here are maladjusted but only mildly. They do feel a situation of anxiety and dissatisfaction and it does effect the efficiency levels of these workers but they dont intend to agitate or react to a high level. The workers do their job but dont intend to cooperate with others with willingness and happiness. A mild emotionally maladjusted workers tend to feel jealous of others and constantly are engaged in finding the fault of others and the management, such workers pay little attention to their work and intend to argue with others and talk bad about others especially about whom they feel are better in having benefits. 2. Serious Emotional Maladjustment

A worker is considered to be having a Serious Emotional Maladjustment when his feeling of dissatisfaction or discomfort is quite intense that he or she even wanting to work is able to fulfill only very little of his responsibilities. Such a worker intends to change jobs quite often, is involved in daydreaming, has an extreme reticence, has an extreme irritability, has fears of unknown, and is fatigued all the time. Readjustment of the Maladjusted Workers It is very important the maladjusted workers are readjusted in their jobs because these human resources are the most important tools to achieve the firms Operational and Strategic Objectives. The workers who have mild maladjustments are easier to be readjusted to their jobs as the level of their grievance and discomfort is lesser than the anger and frustration of those having a Serious maladjustment. It is thus advisable that the readjustment process is done as early as possible.

Characteristics of Rationalization Calculability. Results can be calculated or estimated by adopting assumptions and considering the methods by which results will be achieved. This is especially the case in formal institutions or in businesses Efficiency. Actors have various ends and attempt to find the best means to achieving these ends. Predictability. Organizations have rules and regulations, and actors are subject to structures and authority. This, along with established procedures and ends, mean that the results of social action can often be predicted, perhaps not precisely, but certainly probabilities attached to the outcomes. Non-Human Technology. Technologies such as tools, machinery, and information technologies make predictability greater. That is, these technologies are constructed with certain purposes, and so long as they assist in achieving the desired ends, the results are generally predictable. Control Over Uncertainties. This can never be complete, but rules and methods are adopted that deal with many possible contingencies. Rules are set up not so much to deal with specific people or personalities, but attempt to be generic, dealing with a variety of possibilities. These allow outcomes to be constrained within certain limits, thereby reducing uncertainties about outcomes. Types of Rationality follows.
a. Practical rationality involves the individual who considers ends, and on some systematic basis decide what is the best means or course of action to pursue in order to achieve these ends. This form of rationality can be considered to be pragmatic in that it provides individuals with a way of pursuing practical ends. b. Theoretical rationality. Abstract concepts form an essential part of logical reasoning or or theoretical models. These attempt to describe, explain, or understand the world in terms of models that are constructed from observation and reasoning. These forms of rationality need not be associated with social action but are more a part of logical structures and theory. c. Substantive rationality. Individuals might consider a range of possible values or actions, and attempting to make them consistent. Weber termed this substantive rationality and considered it problematic in modern society in that rationalization of social life makes it difficult for people to pursue particular values. For example, pursuit of family or religious values may be difficult in modern society, given economic pressures and dominance of bureaucratic organizations. d. Formal rationality is a broader form of rationality that characterizes organizations, especially bureaucratic ones. This leads to "universally applied rules, laws and regulations that characterize formal rationality in the West ... particularly in the economic, legal, and scientific institutions, as well as in the bureaucratic form of domination." (Ritzer, p. 123). Rational-legal forms of authority such as the contemporary legal and judicial systems are examples of formal rationality

In his writings, Weber used rationality is various ways. Four of the meanings of rationality are as

Aims of Rationalization

Bring about efficiency Cordination Control of the natural and social environment Provide guiding principles for bureaucracy Increase division of labor Increase both the production and distribution of goods and services. Achieve humanism, and depersonalization Best use of available means Achieve stability in industry Raising the standard of living

Advantages of Rationalization Increase in productivity Low cost and economy in production Optimum use of Capital Cooperation between workers and employers Industrial stability Uniformity of quality of goods and services produced Supports and increases specialization thus reduces compeetion Advantages of using scientific management Leads to mechanization Increase in Labour Welfare Improved work conditions Increased wages