ABSTRACT
The research profer an appraisal of henry fayol principles of organization stability of tenure on employee performance. It profers a structural study on the nature of the principle of stability of tenure. Stability of tenure of personnel is a principle stating that in order for an organization to run smoothly, personnel (especially managerial personnel) must not frequently enter and exit the organization. Consequently, an organization must take steps to obtain as much stability in its management and workforce as possible. The research provides a case study of stability of tenure in the Nigerian brewery plc
CHAPTER ONE
INTRODUCTION
The principle of stability of tenure of personnel is one of Henri Fayol’s fourteen administrative principles. Stability of tenure of personnel is a principle stating that in order for an organization to run smoothly, personnel (especially managerial personnel) must not frequently enter and exit the organization. Consequently, an organization must take steps to obtain as much stability in its management and workforce as possible. Change and disruptions are often expensive in both time and resources. When a large percentage of your workforce or management team leaves frequently, new personnel must be hired as replacements. These replacements will have to be trained and educated about the organization and their role in it. They need to become accustomed to the policies, procedures and culture of the organization. Their initial productivity, effectiveness, and efficiency will probably be substantially less than the employees they replaced. This costs the organization time and money that is best expended elsewhere. Constant turnover often has a significant impact on the organization’s sense of esprit de corps (group cohesion) and morale. Finally, there is a risk that some organizational memory will be lost, which is the knowledge and information stored only in the memories of employees rather than archived by the organization. Management must attempt to reduce employee attrition (or turnover). Careful selection of employees whose values and goals match the goals and values of the organization will help. Fair and competitive compensation packages will provide an incentive for employees to stay. Facilitating employee choice and initiative will help create job satisfaction. Finally, techniques can be utilized to build up the organization’s esprit de corps to instill a sense of loyalty among the members of the organization
BACKGROUND OF THE STUDY
‘STABILITY’ means no frequent change, termination and transfer etc. It means that, in an organisation whenever an employee is appointed for a job, he/she shouldn’t be removed from that position frequently. The management of the organisation should ensure that there must be stability in the job and frequent changes and shuffling of position should be avoided.When one feels secure at his job, he/she contributes maximum of his capability towards the organisational objectives. Stability also helps the employee to know each and every aspect of the job with the passage of time which consequently helps in performing the job with greater efficiency and minimum wastage. It creates a sense of belonging-ness towards the job and the organisation.An organisation following the principle of stability achieves its objectives effectively and efficiently with the maximum contribution from their employees. The employees of such organisation always feel satisfied and thus are the productive factor for the organisation. But if this principle is violated i.e. if the employees are frequently transferred from one position to another or employee turnover, they will feel dissatisfied and will not perform with their full potential leading to non-achievement of the organisational objectives or under utilisation of resources as well as wastage.
Positive impacts of this principle: CONSIST Of;Develops sense of belonging-ness towards the organisation.;Improves the efficiency level of employees.;Minimises the wastage of resources.;Employees satisfaction.;Better accountability.;Saves time.
Consequences of violation of this principle:CONSIST Of;Non-achievement of the organisational objectives;Lack of employees participation.;Wastage of resources and time.;Dissatisfaction;Adds to cost. The research therefore seek to profer an appraisal of henry fayol principles of organization stability of tenure on employee performance with a case study of Nigerian breweries plc.
1.2 STATEMENT OF THE PROBLEM
Stability of tenure of personnel is a principle stating that in order for an organization to run smoothly, personnel (especially managerial personnel) must not frequently enter and exit the organization. Consequently, an organization must take steps to obtain as much stability in its management and workforce as possible. Change and disruptions are often expensive in both time and resources. When a large percentage of your workforce or management team leaves frequently, new personnel must be hired as replacements. These replacements will have to be trained and educated about the organization and their role in it. They need to become accustomed to the policies, procedures and culture of the organization. Their initial productivity, effectiveness, and efficiency will probably be substantially less than the employees they replaced. This costs the organization time and money that is best expended elsewhere. Constant turnover often has a significant impact on the organization’s sense of esprit de corps (group cohesion) and morale. Finally, there is a risk that some organizational memory will be lost, which is the knowledge and information stored only in the memories of employees rather than archived by the organization. Management must attempt to reduce employee attrition (or turnover Therefore the problem confronting this research is to profer an evaluation of henry fayol principles of organization stability of tenure on employee performance. With a case study of Nigerian Breweries PLC.