A COMPARATIVE STUDY OF LABOR TURNOVER IN THREE CAFETERIAS Thesis for the Degree of M. S. MiCH-IGAN STATE COLLEGE Lois Jeanette Mace i949 13¢.i'bt‘5 M~TH5 MI|CHIGAN STATE UNIVERSITY LIBRA IE ' t llll III II Wll 31293 015913886 This is tn ““11”” that thP tlwsis entitled 7W Lu W. Proscntml In] F M0? has bm-‘en acceptvd towards fqltilllm-nt at tlw rcqnironwnts lnl‘ 7)" 6 - «Tc-gran in W. W ' WW S. 5w“ Mainl‘ lrrnfcssur Itntc % I,’ ((1%? '~__.. _- A COM’MTIVE STUDY OF LABOR TURNOVER IN THREE CAFEI'ERIAB By LOIS JEANETTE MACE A THESIS Submitted to the School of Greduete Studiee of Inchigu State College of Agriculture end Applied Science in prtnl mlfillnent of the requirenente for the degree of ' MASTER OF SCIRICE Department of Intitution Adminietretion 1949 ACKNOWLEDGMENTS The author wishes to express her grateful appreciation to Hrs. Mabelle Ehlers for her consideration, patience, guidance and encouragement; to Doctor marie Dye for her con- structive criticisms and advice; to Doctor Charles C. Killings- worth and mr. Bert O'Bierne for their generous and valuable guidance; and to Doctor Leo Rats and Doctor W; D. Baten.for their assistance with the interpretation of the data. The author CIBO‘IishOI to express her gratitude to Miss Katherine Hart, and to all members of the staff of the Campus Cafeteria; to ur. Fred Rommel and mr. Roger Berg, executives of the Commercial Cafeteria; and to Mr. Clyde Breen.and Miss Salty Dencsek of the Industrial Cafeteria for making their records and services available; to those cafeteria employees whose cooperation in the interviews made this study possible. fittt$tttt ¢**¢*¢# ttttt it. # 217818 I. II. III. IV. V. VI. VII. VIII. TABLE OF CONTENTS IntrOdnCtloneeeeeeepeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee Ag Purpose Of thC Study.................................. B. Review of Literature.................................. 1. L‘bor TurngVCr in Generll.................... 2e Labor Turna'Cr 1n.th° Infltitutional FLOIdeeee 3e History Of Labar TuYDOVOr BtQtLQtLOUeeeeeeeee 4e History Of MOthOd‘ UUOdeeeeeeeeeeeeeeeeeeeeee D.f131t10n 0f thO Terms'Used................................... Definition and Description of the Three Types of Cafeteria. . SuPVQYCQeeeeeeeeeeeeoeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee .Ae 03mg“. C‘f‘tOri‘eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee Be 00mm0r01‘1 Cafeteria.................................. Ce Industrial Cafeteria.................................. PrOOOdUPOC “led in Th. Study................................... D1.Gu..1°neeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee A. Comparison of the Labor Turnover Rates of the Total Average Work Forces of the Three Types of Cafeterias.. B. Comparison of the Labor Turnover Rates of the Kinds of Average Work Forces of the Three Types of Cafeterias C. Discussion of Data on Factors Related to Labor Turn- over Ratat............................................ D. Analytical Correlation of Data on Factors Related to Labor TurnOVCr Rates.................................. E. Discussion of Reasons Given for Quits................. a? GQVO*IF«H. h‘h‘ I0 (3 64 69 suerCOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOI00.000.000.000... 103 canOIQULOMI ‘nd Recommendations................................ 107 Literatur. Citedeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeseeeee 114 Appendix....................................................... 11? Table I Table II Table III Table IV Table‘V Table VI Table'VII Table‘VIII Table IX Table X Table.XI Table XII Table XIII Table XIV Table XV Table XVI Table XVII LIST OF TABLES Summary of the 24-month.Averages of the menthly Turn- over Rates of the Total'Work Average work Force in the Three Types of Cafeterias, September 1946 to septOIDbGr 1948eeeeeeeeeeeeeeeeeeeeeeeeeeeeeoeeeeeeeeeeee VOiumO Of Turnover in Numbers........................... Kinds of Average work Forces for the Three Types of cafeterias.............................................. Summary of the 24-month Averages of the monthly Turnover Rates of the Part Time and the Full Time Average'Wbrk Forces in the Three Types of Cafeterias, September 1946 to September 194Beeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee Summary of the 24-month.Averages of the Monthly Turnover Rates of the Skilled and the Unskilled Average'Wbrk Forces in the Three Types of Cafeterias, September 1946 to Septanber 194Beeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee Total and Net Change Rates of Skilled work Forces....... Total and Net Change Rates of Unskilled‘lbrk Forces..... sum” or mta on PatrODSeeeeeeeeeeeeeeeeeeeoeeeeeeeeee Summary Of ute- on labor and wagfleeeeeeeeeeeeeeeeeeeeee Frequency Distribution of Hourly Rates Paid............. Frequency Distribution of'Weekly Rates Paid............. Kinds Of Separation Rates............................... DIULrIbUtIOn Of Kinds Of Separations.................... Distribution of Reasons for Quits in the Campus Cafeteri Page 34 37 42 43 45 46 47 51 55 59 59 69 70 a 77 Distribution of Reasons for Quits in the Commercial Cafe- teri‘OOOOOO0.0.00.0000...0.0.0.0...OOOOOOOOOOOOCOOOOO... 83 Distribution of Reasons for Quits in the Industrial Cage- tori-‘OOOOOOOOOOOOOOOOOO00.00...00.000.000.00.00.0.0.0... Percentage Distribution of Reasons Given.for Quits by Man, women, Part Time, Full Time, Skilled, Unskilled, and Tetal‘Wonk Forces of the Campus, Commercial, and Industrial Cafeteriae................................... 91 97 Figure I Figure II Figure III Figure IV Figure‘V Figure‘VI Figure‘VII Figure'VIII LIST OF FIGURES Page Monthly Separation and Accession Rates in a Campus Cafeteria, September 1946 to September 1948eeeeeeeeeeee 38 MOnthly Separation and Accession Rate in.a Commercial Cafeteria, September 1946 to September 1948............ 39 Monthly Separation and Accession Rate in an Industrial Citatflria, SOPtOTDbGr 1946 to September 1948eeeeeeeeeeee 40 Average Daily Patron Count for Each Month, September 1946 to September 1948, of the Campus, Commercial, and Industrial Cafeterias. (To the Nearest 1000 Patrons).. 52 Average Daily Patron Check For Each Month, September 1946 to September 1948, for the Campus, Commercial, and Industrial Cafeteriaa.................................. 53 ‘Monthly Labor Cost Percentages for the Campus, Commer- cial, and Industrial Cafeterias........................ 56 Relative Proportion of Classes of Reasons for Quits in the Campus, Commercial, and Industrial Cafeterias...... 98 ‘Mbnthly Quit, Discharge, Lay-Off, Miscellaneous Separa- tion, and Total Separation Rates in the Campus, Commer- cial, and the Industrial Cafeteria, September 1946 to Septemer 1948eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee 99 CONTENTS OF.APPENDIX Blank Form of Chart for Collection of Informtion on Personnel Changes......................................................... Turnover Figures of Total Average Work Force of Campus Cafeteria Turnover Rates of Total Average Work Force of Campus Cafeteria... Turnover Figures and Rates of Full Time Average Work Force of camws cafeteri‘OOOOOOOOOOOOOOOIOOOOOOOOOO0.00000000000000IOOOOO Turnover Figures and Rates of Skilled Average Work Force of Cam- p.13 CafeteriaOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO...0.0.0.0.... Turnover Figures and Rates of Unskilled Average Work Force of cm! cafeteria...‘OOOOOOOOOOOOOOOOOOOOOOOOOOCOOOOOOOOOOOOOOOOO Turnover Figures of the Total Average Work Force of the Commer- Cial Cafeteria.................................................. Turnover Rates of the Total Average Work Force of the Commercial cafotwi‘OOOOOOOOOOOOOO0.000000000000.0.00.0...OOOOOOOOOOOOOOOOO Turnover Figures and Rates of the Part Time Average Work Force or tha Commercial Cafeteria..................................... Turnover Figures and Rates of the Full Time Average Work Force Of the Comm0r01al Cafeteria..................................... Turnover Figures and Rates of the Skilled Average Work Force of thO Commercial Cafeteria........................................ Turnover Figures and Rates of the Unskilled Average Work Force or the Commercial Cafeteria..................................... Turnover Figures of the Total Average Work Force of the Indus- trial Cafeteria................................................e Turnover Rates of the Total Average Work Force of the Industrial cafeteri‘OO0.00.00.00.00.000000000000000000000.00.0000...0.0.... Turnover Figures and Rates of the Part Time Average Work Force or the Industrial Cafeteria..................................... Turnover Figures and Rates of the Full Time Average Work Force of the InduStrial Cafeteria..................................... Turnover Figures and Rates of the Skilled Average Work Force of the IndUBtrial Cafeteria........................................ Turnover Figures and Rates of the Unskilled Average Work Force Of the Industrial Cafeteria..................................... Summary of the 24-month Averages of the Monthly Turnover Rates of the Student, Adult, and Child Age Average-Work Forces in the Three Types of Cafeterias, September 1946 to September 1948..... Page 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 . s a a . . . : . . e e . O Q I . I - I 1 C e O ‘ fi 0 ' I 9 a a e a I ‘ e - 1 s O s I e a a 0 -1- I INTROIITCTION In this country workers are free to change jobs as they wish, and such a degree of freedom my become a problem of labor turnover, which refers to a movement of workers from one job to another and actually preforms a function of balance in the supply and demnd of labor. Labor turnover my distribute labor where the need is greatest, and it tends to result in egualigation of the wagers-tea and other con- ditions of work which can be compared. Futthermore, there is the oppor- tunity for workers to utilisgjheir abilities most effectively by moving q- , ——.—~. "7.- — from one job to another until one is found which is satisfacta'y to the ' employee.(zo) Not all labor turnover is undesirable. In fact, no turnover of the work force for a period of more than a year may indicate a non- progressive operation. Only when the movement is successive does labor turnover become wasteful and uneconomic. The rate of labor turnover is considered as one of the best indications of the effectiveness of nanage- . ment's policies and of the quality of supervision. High turnover means waste in hiring, waste in time and cost of re- placusent, lag in production flow, additional cost of training, a break in'job routine, and expanded tasks of scheduling and follow-up super- vision of the new workers. It costs from $20 to 3200, depending on the industry or occupation, to process a worker in and out of employmentJ' .. United States Bureau of Labor Statistics. Division of Labor Standards. ABC of Absenteeism and Labor Turnover, Special Bulletin Number I7, 5. S. Covernment Printing Office, Washington, D. C. 1944. p. 6. -2- (7) J. 0. Dahl, a publisher of any books on the phases of the food service industry, stated that in fifty representative restaurants in.1937, the labor turnover ammunted to over 200% a year.“ .According to»Summer H. Slichter,(zs) a labor economist, turnover is a product of may variables: dfmnd for labor, employment oppor- tunities, living conditions, steadiness of work, nature and condition of work, chargcter of the employees, character of the management, and svgeson of the year. Numerous factors cause turnover to vary according to inestry, locality, and the individualfirm. The chairman of the Employer-Employee Relations Committee of the Rational Restaurant.Association.is John R. Sabatos,(27)who speaks as a representative of the restaurant industry‘when he says that the past history in the industry has been.marked by lowHwages and long hours, a high turnover rate, and the general instability of labor. The business policies and practices that act as causes are the factors to be changed if the labor tornover rate is to be decreased to an optimum point. A reduction in cost of training would be only one of the profitable results of a lower rate of turnover. It wmuld, there- fore, seen that a stuck of labor turnover in certain types of local food service establishments would be of interest to those operating such establishments and to others engaged in any phase of institution mks “I Dahl, J. 0. Restaurant ManggEement: Principles and Practices. 3rd rev. ed. Harper and Brothers Biblishers, New York, 1938, p. 86. A. PURPOSE OF THE STUDY. 1 The difficulty of maintaining a stable working force in the food service industry is generally well known and admitted. The instabil- ity of a work force is described as labor turnover and it is recog- nized, that within certain limits, establishment of labor mobility is normal and the resulting labor turnover is a necessary thing. Inter- est in labor turnover is centered on that turnover which is excessive or unnecessary. Based on the hypothesis that labor turnover in the restaurant industry is high, the supposition is that it is excessive and unneces- sary. Therefore, this study is smde to comider the existing labor turnover in various kinds of food service units; to study the nature 0—11., ...-——--—--——- -..._..____._ _..._— and extent of the essential variable factors 3 to determinefltheucau‘ses for a high and for a low or optinmm rate; and to foriulate the modifi- cation of factors which are likely to increase or diminish the volume of labor turnover. I Whatever my be the limitations of the figures for the measure- ment of labor turnover, they my be used as a guide for general im- provement of employer-employee relations. B. REVIEW OF LITERATURE Labor Turnover in General In any business there is a chain of accessions of the new“workers or the rehiring of the laid-off sorkers on the one hand, and of separa- tions of employees on.the other: this is the turnover of the'working force. Reports of labor turnover statistics are scrutinised for the purpose of determining the characteristics and trends of the flow'of the'sorking force in American industry.(37) W} 8. woytinsky, a Statistician and an investigator of the national labor market with respect to major social security issues, gives a brief history of labor turnover studies and describes the sources referred to and the concepts and methods used in them. The available labor turnover statistics, which cover more than three decades, 1900 to 1940, cannot be combined into a continuous series for the'whole period.(37) They are three sets of data Ihich.are differ- ent in origin, coverage, and method. Part I of'Woytinsky's book, 355::- Aspects 25.52225 gynamics, is closely related to this study, but the rest of the book has little'bearing on.a brief study such as the pres- ent effort. He describes the variations in characteristics of labor turnover in a period of extensive demand for labor, of an increasing labor market, and in.a period of heavy unemployment. Eye and Hewett, both University Professors of Economics, say that labor turnover measures the amount of employment necessary to saintain a given average working force during a stated period of time.(z) Florence Peterson an‘Economist of the U. 8. Bureau of Labor Statistics, makes a generalisation concerning labor turnover.(25) She describes it as the whole phenomenon of the movement of labor into and out of inp dustrial establishments. Restrictively, it indicates the rate of neces- sary replacement, 1. 6., the number of positions vacated and filled by employees. Hence if the force is decreasing, the net labor turnover rate equals the accession rate; and, if the force is increasing, the net labor turnover rate equals the separation rate. The Bulletin of the U. S. Department of Labor reads that the smaller of the two rates, separations or accessions, indicates the number of replacements, and that the net labor turnover is the rate gain or loss per 100 of the average work force.(33) .According to Peterson,(25) the basic principle of labor turnover is the cost, to the employer, of immediate replacement of the employee. Jucius, in his book called Personnel Management, shows that the most commonly used formla for calculating replacements is that of net labor turnover, which the Bureau of Labor Statistics of the United States Department of Labor uses to measure turnover on a national basis by lines of manufacturing, and by types of industries.(14) As Professor of Business Organisation.at Ohio State University, he analyses the acces- sion and separation rates as failing to distinguish the costly aspect of turnover, that is, the replacements of separations necessary to carry on production. Pigors and Myers,(26) both of the Department of Economics and Social Science at Massachusetts Institute of Technology, explain.that, unless outweighted by a gain, personnel mobility requires adjustments by all concerned involving some cost and so constitutes a loss. In most companies, those separations which are avoidable and unnecessary produce unjustifiable costs not only in hunmn values but also in money. The expression of turnover, as given by Sumner H. Slichter who is a Harvard University Professor,'(28) is the proud: of the number of terminations to the average work force for a given period of time. He also answers the question of why. the average work force is the base nunber. It is fictitious, but proper for the measurement of turnover because it measures the risk of change to which turnover is exposed. This risk varies with two factors, the number of people unployed and the employment period. Both Peterson(25) and Slichterma) imply that for a comprehensive and adequate picture of the stability of the working force one should know the nunber of workers who have not changed. Slichter gives the example that a yearly labor turnover of 100% might be 100% of the ' work force changing in the year, or one-tenth of the force changing ten times. . Brissenden and Frankel in 1922,(2) then associated with Colunbia University and the United States Department of Labor respectively, mde a statistical analysis of labor mobility over a ten-year period ending in 1919 in their book, £11323. Turnover in Industry. Myers and lhclaurin,(23) both of the Economics and Social Science Department of the lhssachusetts Institute of Technology, show the re- lationship between labor turnover and the wage rate level, wage -7- increases, nature of the firm's welfare plans, informl labor prac- tices, and working conditions. y Three studies on absenteeism'and labor turnover were reported by Elton Thymus) Two of the investigations gave strong support to the belief that the study of working groups is vital to the understanding of mnagement-worker relationship. The third' study has a particular interest for it demonstrated the urgent need of a systematic ordering of operations as a business grass in size. Office statistics of the three companies investigated did not greatly help in this study of absenteeism by Mayo in 1945. Mayo suggests a changed thinking on labor problems in these words: "There is clear evidence that the usual ideas and practices in industry are based on a general mis- conception of the nature of the problem and con- sequently on a misconception also of the nature of effective remedy." /. In industry and in other human institutions the administration is dealing with well-knit human groups and not with a horde of indivi- duals. Mayo feels that wherever it is characteristic that by reason of external circumstance these groups have little opportunity to form, the immediate symptom is labor mrnover and absenteeism. One of the strongest human characteristics is man's desire to be continuously associated in work with his fellows. Financial incentive is not prim-T ary. One is mistaken to believe that behavior of an individual within the factory can be predicted, before employment, on basis of laborious and minute examination by tests of his technical and other capacities. t Mayo, Elton. The Social Problems of an Industrial Civilisation. Harvard University Press, fiston. m. humiliation of his developed social skills and his general adaptabil- ity might give better results.(18) In The ABC of: Absenteeism and Labor Turnover,(32) these rates of labor turnover are referred to as a test, to some extent at least, of mnagement policies and the my the organisation puts them into effect. Basically, turnover reflects uncertainty over present or future work prospects and a search for security. The basic needs of'workers, as reported in the bulletin of the United States Bureau of labor Statis- tics,(32) are a contimity, a predictability, and a routine of rela- tionship in their lives. I In a more recent work,(1)\ published by the Dartnell Corporation in 1945, Aspley and Whitmore discuss turnover with emphasis on comparw policies. Top management must determine such policies as basic wage rates, working rules, promotions, discipline, discharge, working con- dition, grievance machinery and job security. Concerning these, manage- ment met set basic policies which will not create, abnormlly high quit rates. These authors say that the heart of the turnover problem is the new uployee. Ray Hibbs, Director of Industrial Relations at the North Star Woolen Mill Company in mnneapolis, in a booklet on causes and control of labor turnover makes the following statement.(1o) In order to solve the problem of labor turnover, or to understand it, we met fiat acquaint ourselves with the basic causes which nay influence the movement of workers. ' It the Lockheed .Airoraft Corporation, an investigation was lads 35 as to why workers quit.( ) Salient features of the study were the interviewing of eat-employees, the analysis of the reasons for quits, and the determination of how they differ according to sex, mrital status, age, work shift, senority,‘ and pay of the employee. The reasons were divided into two groups, occupational and personal. In- stead of emphasising the overall turnover rate and the reason which employees give upon terminating, one met study the incidence of turn- over within different groups which are separated on basis of age, sex, shift, work conditions, and other job “so... Taft and Mullinswl) report from the Institute of Industrial Management of Australia saying that, labor turnover involves an expense nude up of the cost of training new uployees for a Job, of hiring and‘terminating employees, and the consequent lowering in efficiency and morale. Their study of the basic causes in term cf individuals reveals'the symptoms, sex, age, mrital status, intelligence, and degree of responsibility, as functions of labor turnover. Labor Turnover in the Institutional Field Psychic income is an intangible thing, but it is the real reason why most people work. It is the satisfaction afforded by the job. Management has a responsibility to safeguard the par values of its' staff's current psychic securities. Helen Chase indicates such think- ing when she says that by the time a man has developed enough to be responsible for the acts of others, he has developed a philosophy of what he will accept peacefully in a business situation and what he will fight for or against.(6) Miss Chase, who is a pcsonnel analyst for the New York State Department of Civil Service, adds that the -10- _appreciation of the job done and the person who did it is a part of organisational responsibility. Navighurst, an editor of Food Industries Megasinegzfide a com- parison of increases in wages and of productivity. He says there was a 91% increase in nges from 1939 to 1947, and that there was a 1% to 9% increase in workers productivity in 1945 to 1946. The problm, then, is to further promote means for perfecting mechanical abilities, na- terials handling, and processing lines and this trend imposes competi- tive pressures on all food mnufacturers. Although this concernsthe foods industry in general, it applies to the food service field as well. There is the advantage of an organised program of personnel ser- vice to promote better understanding of aim and objectives of the organisation. The uployees of the Hurley Hospital in Flint, ilichigan, have an enviable record for efficient and effective working togethenul) The personnel service factors or features responsible for the effective opa‘ation are (l) mintainence of programs for the education of uployees in good personnel relations, (2) interpretation of procedures to the employees, (3) maintainence of an orientation program, (4) maintainence of a counseling service, and (5) publication of a four page monthly news letter for employees. In a thesis survey made by Ruth McNeal in 1946, on the administra- tive practices in the management of student employees in residence hall (20) it was shown that, in 88.2 perBent of the cases. stu- focd service dents work the entire academic year and that the length of time a student was employed was most frequently two years. In this thesis, cheal states that the most frequent causes for resignation from Jobs -11.. on the part of student employees were draft calls, leaving school, too heavy class schedules, moving into fraternities or sororities, graduation, and too such money. She also states that the most common cause for discharge was chronic tardiness or absenteeism. There are new conceptions of labor costs in the restaurant field according to Kirkpatrick,(13) who is now a Field Representative of the Restaurant.Administration Program, University of Chicago. Labor re- quiraments are usually expressed as percentage of receipts. Newer relationships of the cost of labor are the following, customers per labor hour, labor cost per customer, minutes of labor per customer, receipts per labor hour, and receipts per employee per day. These newer methods of computing cost probably give a more accurate picture of labor efficiency, and offer a reasonably comprehensive picture of labor productivity in sass-feeding operations. Since labor turnover is considered as unnecessary labor cost, those factors which will help to lower the turnover rate may lower costs. However, there are certain characteristics of the food ser- vice industry that tend to keep the turnover rates and the labor cost high. A cafeteria is a restaurant which is a factory except that the 'work is seldom.transported to the workers as on a production assemp bly lines Re De MOCk(22) says that engineers call this restricted walking, walking through congested areas, over slippery floors, or under heavy load. Directional control is required to steer through limited clearance or toward a small target. Manual control is re- (22) quired to prevent damage. -12- Grace H. Wooley, Service Manager of the Editorial Staff of the Restaurant mnagemsmt mgasine, says that operators and managers of food service units realise this and saw consider properly fitted shoes, good care of the feet, and non-slip qualities and resilience of flooring all very important factors in the comfort and the produc- tivity of workers.(36) The efficiency of equipment layout is important from the standpoint of sanitation as well as job performance. Sanita- tion is as important in restaurants as in hospitals. The sanitation of a cafeteria presents a problem. A. M. McCullough, Public Service Training Director of the Connecticut State Department of Education, and D. L. Dungan, Executive Housekeeper of the Hartford Hospital in Hartford, Connecticut, says there are two phases of training for house- keeping work (1) teaching the. processes of cleaning and (2) establish- ing the proper attitudes toward such jobs.(19) The unskilled employees of food service work are those .who do most of the housekeeping and the mintsmance of sanitation. Building pride in the Job to be done is one phase of training these unskilled workers. Hanagement met develop the proper senployee attitude and met analyse the worker's rela- tionship and feeling toward the job of cleaning. Then training for proper attitudes for human relations, housekeeping responsibilities, may; and sanitation met follow. ' There is an ample supply of manpower, but the desire on the part of people to work in kitchens is no longer there. The reason is basic: most kitchens are undesirable places in which to work. These state- ments were made by Daniel J. Brogan who is Sales Manager for G. 8. Blodgett Co., Inc., manufacturer of bake ovens for institution kitchens.(3) -13.. With the lack of desire to work in institution food service, and with the wrong attitude tonrds the duties to be done by the unskilled workers, there is a two-fold problem in training the employees.“ The training mist start with those already in the plant. If it is effec- tive the labor turnover rate will be reduced toward an optimal point. - The food service industry does not rely upon advertising to build up business as such as upon salesmanship and the reputation for good food or good service or atmosphere. Mr. H. F. Dugan, Resident of the American Hotel Association, says that iiat is needed is a practical vocational or occupational training program to pe'suade more people to make foods work their career and especially to interest Americans to come into the kitchens.(8) An analysis of methods used in training is the first step in the development of a training program. There is need of training on four levels (1) self-administrative.{2) executive (3) supervisory and (4) worker level according to Austin Iglehart, Presi- dent of General Foods Corporation.(12) Training is necessarily done from the top down, and morale of the workers is improved with effective training and follow-up. Bert oveierne“, of the Economics Department of Michigan State Col- lege, is of the opinion that labor turnover rates indicate the morale of the plant. If turnover is excessive morale is low, and if turnover is optimm, morale is good. Then, upon this supposition it may be- said that the cafeteria with the highest labor turnover in this study probably has the lowest morale, which would lead one to think that it does not have an effective training program. * Mr. O'Bierne made these statements during an interview concerning this study. Michael Jucius explains that accessions to the payroll may be. a sign of a profitable situation and separations may indicate an inescapable reduction of the labor force. It is when a firm fails to hold some of its employees, that it met meet the expense of hir- ing and training replacements merely to maintain production.(14) The hiring and) selection of new anployees will determine what employees there are to train. With the inauguration of the Veteran!’ Training Program, Charles Hegel, who is Assistant Manger of the Burlington Hotel in Burlington, Iowa, feels that there is a definite trend toward development of younger kitchen personnel. He says, I'Kitchen morale has been imprbved with the trend tonrd younger work- myus) With good training to improve morale, the unnecessary turnover of labor should be reduced; which, in turn, would reduce the training needed for new employees. Training for employees on the Job met be continuous and improved from time to time. Margaret L. Mitchell,(21) Vice Presidart in charge of Food Production of The Stouffer Corpora- tion, says that careful and concentrated training develops skillful workers in a short period of time. She goes on to say that quality production can be achieved with better service at lower labor costs, and the employees have greater satisfaction in their jobs. Those who carry the responsibility in food production, whether it be for a hotel, restaurant or other institution, met not forget that no matter what their own abilities and skills in food production are, they can not operate a kitchen alone and that therefore, they met train the minds and hands of their uployees. V -15- Besides reducing labor turnover by training, it can.be done by :motivation, work simplification, and rearrangement of supervision. Sidney Margolius,(16) Camp Ross ianilmington, California, showed that labor turnover could be reduced from 20.3% to 3.0% by these methods. George Flood and mrray Lewis ,(9') give a measurement for super- 'visory efficiency. This measurement is the trend of the production per month compared to the trends of absenteeism and labor turnover per month. If production trend is upward and absenteeism and turnover trends are downward, supervisory efficiency is effective. The employee training program.is essential for progressive'business operations. If management of food service‘units prcgresses, it‘will be'done by intro- ducing newrmaterial, methods, and workers and by continual training and constant supervision of both the old worker and the newly hired one, as wmdl as,by induction training of the new'emplqyee. Many managers consider personnel the most serious problem con- fronting the food service business. J. o. Denim has found that chain organisations have a much lower rate of turnover than individual restaurants. He attributes this to the fact that, because of their own business-like management, they reocgnize the value of a good amp plcyee and the cost of hiring a new one. The high rate of labor turn- over is one of the results of less business-like management. There are external causes of labor turnover'which management can only attempt to deal with. But there are internal causes which manage- ment can elimimte by improving the policies, methods and practices of -15- induction, placement, training, and supervision.“' The techniques and tools, 1. 0., job classification, wage structure, system of promotion, time schedules, and grievance procedure can be improved upon. Employee service plans can be nude for meal and rest periods, health and recreation programs, for racations and sick leave, as well as uniform and laundry service. Good over-all mamgement tends to minimise the causes. 80, labor turnover rates, are to an extent a test of managerial policies and the way the staff puts them into effect.‘ (1) J. C. Aspley and E. Whitmore of the Dartnell Corporation, pre- sent company policy as an all important factor in variability of labor turnover. From a magazine survey these authors report, in order, what anployees want most from their jobs. 1. Job security, insurance and sayings plans, old-age pension. 2. Opportunity for advancement, training, education. 3. Medical, recreational facilities. 4. Pride in the company. 5. Attention from the boss. 6. Wage, bonus. 7. Working conditions. 8. Employee representation plans. . 9. Chance to show individuality and responsibility. lO. Vacations with pay. 11s Ride in work. These are evidently important factors in reduction of turnover. HistorL of Labor Turnover Statistics The first records of labor turnover were collected by M. W. Alexander, who was then with the General Electric Company. He collected * U. 3. Department of labor, Division of labor Standards: The ABCA «Absenteeism and Labor Turnover, Serial No. R. 487, U. 8. Government Printing Office, Washington, D. C.. 1944. -13- parts of the cmntry. These were reported quarterly in the Monthly Labor Review. In July of 1929, the Bureau of Labor Statistics con- tinued this survey and has published a monthly report of labor turn- over statistics to date.(37) History of Methods Used The Rochester Method utilised weekly measures of the ratio of the total number of separations to the average number of aaployees on the . work force during that period.(37) Brissenden and ankelw) provided a replacement rate as the turn- over rate, iiich would be the same as either the accession or separa- tion rate, whichever is the smaller. This interpretation showsthat all or total changes would be the mobility of labor or the flux rate which is the sum of the accessions and separations.. sins. 1919, the studies have listed five series of labor turnover statistics, accessions and four kinds of separations.(37) In 1940, two new series were started asking five separation; series and three acces- sion series. Miscellaneous separations were not considered quite, so the total separations were canposed of quits , discharges, lay-offs, and miscellaneous separations. Total accessions include new hires and re- (33) and (37) hires of personnel after three months separations. Since 1930 enumeration of accessions and separations has been by calendar mnthne(‘o) At the present time, 1949, the Bureau of Labor Statistics computes average monthly rates for an entire industry or several. The data are obtained each month from a rep'esentative sample of establishments by -17... figures from twelve metal working establishments for 1912 based on 40,622 workers.(28) W. A. Grieves of the Jeffery Manufacturing Com- pomr computed other turnover figures in 1913 based on turnover in a steel mill said to be typical of the industry. The U. S. Department of Commerce and Labor published these figures based on records of a mtual benefit associationgzefiore inclusive date for 1913 to 1916 was compiled by Sumner H. anemone) “d (37) for the United States Com- mission on Industrial Relation. The first world war period was a time when interest in labor turn- over problems was high. In 1915-16, an investigation was begun by the Bureau of Labor Statistics, covering 1910-15 generally and 1913-14 in detail. The records of this investigation were not official but they. were published. (37) After 1918 the National Conference of Employment Lhnagers was held in Rochester, New York. At this conference new inquiry was made into the information of the Bureau of Labor Statistics and separations and accessions were studied. This is called the Rochester formila, which is the expression of labor turnover as the rate of separation“) The results of the inquiry were published in a series of articles in the Monthly Labor Review in 1918-19..l With a low point of turnover occurring in 1921, labor turnover was no longer a paramount problem, and the Bureau of Labor Statistics discontinued its investigations. In January, 1926 the Metropolitan Life Insurance Compam' began to collect current reports on separations and accessions in various " Mgnthly Labor Review - Vols. 6, 7, a, 9. -19.. means of a mail questionnaire.(33) The sample coverage is 4,400,000 employees in manufacturing, 250,000 in mining and 600,000 in public utilities.(33) The series for mnufacturing does not include those lines of activities in highly seasonal industries, because the fluctua- tions of employment tend to obscure the turnover characteristics of (33) ‘ 1" those which are non-seasonal. Therefore, the BIS does not record turnover rates for the restaurant industry. I.BLS signifies Bureau of Labor Statistics of the U. S. Department of Labor. II DEFINITION OF TERMS USED‘ labor turnover refers to the movement of workers into and out of employment with respect to individual firms and provides the single monthly turnover rate for each firm. The data were obtained from figures in the files and records for a two-year period in the three types of cafeterias. The turnover rates are based on reports covering workers uployed on an hourly and a monthly basis in one establishment for each type of cafeteria. Sampling covered approxi- nmtely 85 employees in campus cafeteria, 55 in the comercial, and 65 in the industrial. Labor turnover itesm are referred to as personnel changes, divided into accessions and separations." Turnover does not consider transfers from one place to another within the same compatw. Acces- sions are all additions to the work force, whether new or rehired em- ployees. Returns to work after lay-offs or an authorised absence of " Accessions at least 7 calendar days are considered as accessions. rate is the total number of accessions per month divided by the average working force for the same month, miltiplied by 100. Separations are all terminations of maplcyment during the calendar month which last at least 7 days. Separations are classified according to causes quits, discharges,1ay-offs, miscellaneous separations. The separation rate is the total number of separations per month divided by the average work force per month and mltiplied by 100. ‘ USDL Esplanation Notes. Mimecgraphed B 49-347 sept. 26, 1948 " For this study accessions were not divided because informtion could not be obtained as to whether the action was a new hire or a rehire. -21- Quits are terminations initiated by the employee and are, therefore, voluntary. Unauthorised absences of 7 consecutive calen- dar days are considered as quits. Quit rate is the total number of quite per month divided by the average‘work force for the same month and multiplied by 100. Discharges are terminations of employment initiated by the employer, for such reasons as violation of rules, incompetence, insubordinaticn, lasiness, and incapability. Discharge rate of turnover is the total number of discharges per month divided by the average work force for the same month and mltiplied by 100. Loy-offs are terminations lasting or expected to last 7 consecutive calendar days, initiated by the employer without prejudice to the employee. Terminations‘with definite instruction to return to work within 7 days are not regarded as lay-offs. vacation or suspensions of operations during inventory or rebuilding are not considered as loy-offs. Lay-off rate is the total number of lay-offs per month divided by the average work force for the same month and sultiplied by 100. Miscellaneous separations are terminations due to permanent disability, death, retirement, pension, or entrance into the armed forces. Miscellaneous separation rate is the total number of miscel- laneous separations per month divided by the average'work force for the same month and multiplied by 100. The employment figure used as a base for computation is the average work force for each month. Average*wcrk force is the average of the number of employees on the payroll at the beginning of the mmnth and the number of employees on the payroll at the end of the month divided by two.‘I work forces are classified according to the employees, * Jucius, Michael J. Personnel Management, Richard D. Irwin, Inc., Chicago, 1947, p. 659. -22- full time or part time, skilled or unskilled, union members or not, student employees, adult or child age employees. 'Full time employees are those who work more than 6 hours in.any one day. Part time em- ployees are those‘ihc regularly work 6 hours or less in any one day. Skilled workers are the cooks, bakers, steamtable servers, coffee makers. clerks, supervisors and managers. Unskilled workers are all workers other than cocks, bakers, steamtable servers, coffee makers, clerks, supervisors and managers. Union members are workers who are members of a union whether in a collective agreement or not. Employees, who are not union members, are all other workers. Student employees are workers over 16 years old and enrolled in school at the»time they are enplcyed. Adult employees are workers over 16 years of age and who are not students. Child age employees are workers under_16 years of age, either student or non-student help. Standard work force is a term used to refer to the actual nurdaer of employees required to maintain the operation."I Various terms are used to describe the factors which have a bear- ing on turnover of labor. Patron check is the average cash register sale per person per day per month. Average daily patron count is the average total number of patrons per day per month. Man hours are an average of the total number of man hours of labor per month and either per day or per week. Ayerage daily receipts are the average of total *Brissenden and Frankel explain.standard work force as follows. The number cm.the payroll is a 'padded' base figure, because of the varying numbers of 'dead' enplcyees included, that is employees whose names are still on the payroll but who have ceased to be act- ual employees. The margin of excess of the payroll number over the standard work force number shows the extent to which payroll records are lists of names which do not represent employment. Brissenden, P. F., and Frankel, Endl. lobar Turnover in Industry. biacfiillan Cc. ,NCIW 1922. pp. 9 and 15. Standard work force is used, in this study, as a base figure for the analysis of wage structure. «v o sales POI' day for the month. Labor cost percentage is the monthly average of daily receipts divided by the daily cost of payroll. -24- III DEFINITION AND DBCRIPTIONS OF THE THREE TYPES OF CAFETERIAS Campus Cafeteria Definition. A campus cafeteria, as used in this study, is a self-service food operation on a college campus. The purpose is to afford an eating place for students, not boarding in the residence halls, for members of the faculty and other employees of the institution, and for visitors to the campus. A secondary purpose is to nmintain the operation at a small profit, enough to nmke it self-sustaining. Description of Unit Studied. The campus cafeteria is one of the food service places on the campus of a State College, which has an enrollment of approximately fifteen thousand students. The food service, housed in the stuth union building, includes one cafeteria, a grill, boarding club, pri- vate dining room, and a large banquet room. The cafeteria and central kitchen is in the basement, the grill on first floor, and the ctherlservice rooms are on second floor. The seating capacity of the cafeteria is 175, the grill 350. The various catering rooms can seat as may as 1000. The cafeteria has only one line from which to serve the patrons, and the grill uses a modified self-service counter. Both units are open for business seven days a week. The menu planning and buying are done by the supervisory staff of the central kitchen. There is a supervisor responsible to the manager in each of the units. -25- The clientele of this particular campis food service unit is composed of college smdents, college staff and employees, visitors to the campus, townspeople, and numerous conference and convention groups e Commercial Cafeteria Definition. A commercial cafeteria is a self-service operation primarily established for the purpose of making a profit. A secondary purpose may be the building of good will by offering convenient service to the patrons of the establishment. Description of Unit Studied. The commercial foods service unit studied is a part of a chain retail grocery and bakery business in a city of ninety thousand popu- ' laticn.‘I There are five stores in the chain all located in central Iichigan. The food se‘vice includes a cafeteria;, a lunch counter, and a banquet room in the building plus outside catering for six days every week. The lunch counter is located on the street floor and it is surrounded by the grocery, meat, delicatessen, and produce sales counters. Thus, the people who eat are jostled by the customers in these various departments. The cafeteria and kitchen occupy the second floor, and adjacent to the banquet room in the basement is a pantry and the dishwashing room which serves all three food depart- ments, the food and dishes being transported by means of a dumb waiter. * This population figure is the 1949 estimte made by the Office of the State Journal, Daily News Paper of Lansing, Michigan. The lunch counter service area is rectangular in shape and patrons are served on all four sides. The fountain is at one end and the coffee urns, steamtable, grill, and sandwich table are located down the middle inside the counter. The seating capacity is 74 stools at the lunch counter, 250 chairs in the cafeteria, and 125 in the banquet room.. The one cafeteria line forms three sides of a rectangle con- forming to the "L” nude by the service counter. The chef prepares the food' for the lunch cmnter and banquets, which includes outside catering, as well as the cafeteria menu. In addition, sale items for the delicatessen are prepared in the central ' kitchen. Although the store is essentially a bakery, the pies and cakes for sale in the cafeteria are not nude in the bakery but in the cafeteria kitchen. In addition to actual preparation of food, the menu planning, buying, and serving for all the food service units are responsibilities of the chef. There is a hostess in the cafeteria dining room and a supervisor is in charge of the lunch counter opera- tion. Coordination of other phases of work is handled by the store's executive staff. The production staff has eightemployees; cafeteria service nine ; lunch counter twelve; dishrccm five; and there are two porters and one pot washer. The lunch counter gives quick service to the shoppers and may employees of the offices and stores in the downtown area.. The cafeteria ' offers a more leisurely service to the same clientele. Service club members and townspeople patronize both the cafeteria and the catering services. ’ ,9 Industrial Cafeteria Definition. An industrial cafeteria is a self-service operation housed within an industrial plant and operated for the purpose of feeding the 5000 to 7000 workers employed? If concessionaire operated, the profit motive enters in. Description. of Unit Studied. The industrial food service for eight years has bee: under the nansgement of a catering concern which has three other places of business in addition to a catering service. The food service in the industrial plant includes two cafeterias and four canteens, each in a different building at various locations on the factory grounds. The cafeterias seat 660 and 550 respectively while the canteens seat approximately 300 each and all are operated six days per week. There are four lines in the two cafeterias. The main and largest cafeteria is located on the second floor of the building. At this same location is the central kitchen and food stor- age, from which prepared food is transported by truck to the cafeteria and canteens in other buildings. There are four dishaashing units on the grounds. Bach canteen and each cageteria has a supervisor in charge who is responsible to the manager. The supervisor in the min cafeteria and central kitchen controls menus, food standardisation, preparation, and buying. """ These figures were obtained from the manufacturing plant in which the industrial cafeteria is housed. The patron groups are the factory workers, office employees, administrative staff, and business associates, who are at times, entertained her e. IV >< PROCEDURE USE IN THE STUDY The mnagers of the three cafeterias surveyed in this study were interviewed to obtain the general plan of the payroll and the kinds. of personnel records kept. A data sheet was compiled for the collection of informtion in- cluding all the necessary infomticn, even though for some items only one of the places could give it. A sample form is shown on page 11.3 of the Appendix. However, in two of the studies, prelimimry search- ing of personnel files and tabulating cf the informtion was necessary to put it into usable form. The informtion given on this sheet re- cords certain data for every termination and accession of employment oc/ourring in each of the twenty-four months of the study period. The chart shows whether the employee mas part time or full time worker; skilled or unskilled; union member or not; student, adult or child; whether the personnel change. as a hire or separation, quit, discharge, lay-off, or a miscellaneous separation; the reasons for voluntary termi- nations; job held and wages paid at time of termination; lmgth of service of separated employee. Totals of all kinds of persormel changes and the average work force were calculated for each month. The rest of the procedure follows the pattern of a three-direc- tional plan (1) recording of calculations on monthly and average turn- over rates, (2) determining the monthly and two-year averages of patron- age and labor costs, (3) compiling and classifying the reasons given for quitse ‘30- Labor turnover rates were calculated according to the dofini- tions on pages 20-23, labor turnover is commonly expressed in two rates -- one for separations and the other for accessions. The Bureau of Labor Statistics, U. S. Department of Labor, uses the following method to compute the separation rate: 1. Find the average number of uployees by adding together the mmber on the payroll on the first and last days of the month. Then divide this total by two. 2. Divide the total number of separations during the month by the average employment figure. 3. Multiply this number by 100 to get the rate per 100 em- ployees for the month. Expressed as a formula, this method is Separation rate .. Total separations per monthw X 100 (or pe'oentage) ' average miter on payroll for the month Monthly figures may be converted to an anmzal rate by mltiplying the actual monthly rate by a factor equal to 366 divided by the number of days in the given month. Unless this is done, monthly figurts are not strictly comparable with annual figures, since months vary in length." * Pigors, Paul and Myers, Charles A. Personnel Administration McGraw-Hill Book Company, Inc. New York, let ed. 1947, pp. loo-101. In To avoid the necessity for adjusting to calendar variation, standard working periods are used and they are named accord- ing to the nearest month. This standard working. period is 26 days for each of the twenty-four periods. Since this standardised time period is used and in as mach as the aver- ages of the twenty-four monthly rates are not compared to any other turnover rates, no weighting of the figures is necessary. -31- The rate for accessions, quits, lay-offs, and discharges can be computed by the same basic fern-11a. lhen the sepration rate is subtracted from.the accession rate, the result is positive or negative according to whether the company's force is expanding or ccntracting.‘I The numbers and the calculated percentages were recorded for the total average'work force, and part time, full time, skilled, and unskilled work forces. For each kind of work force determina- tions were made to indicate the turnover rate of quit, discharge, lay-off, miscellaneous separation, total separation, accession, total change, and net change rates. The changes in the labor turnover rates for the total average work force from.month to month are shown in Figures I, II, III, and man page. 38, 39, 40, 99, and. in charts on pages 119 to 136 in the appendix. An average was taken of each kind of turnover rate for the 24- month period except in the study of the campus cafeteria for which a 21-month average is used... This is the average of the monthly turnover rates and for each cafeteria these are sunmmrised on the same chart for ease in comparison. This chart is Table In page 343 Table IV, page 43; Table V, page 45. Other summary charts show the calculated averages for patron data and labor cost data for all units studied. These are shown on pages 51, Table VIII, and 55, Table IX. The charts used for tabulating the " Pigors, Paul and wars, Charles A. Personnel Administration. McGraw-Hill Book Company, Inc. New York, ‘Istr ed. 194 , ” Daring the 11st three months included in this study, June, July, and August of 1948, the campus cafeteria was moved to and operated on South Campus because the union building was being reconstructed. -32— reasons given for quite are Tables XIV, XV, XVI, pages 77, 83, and 91. This was done for the twonty-four month period in each unit. The frequency of reasons given for quite in each cafeteria in the tvnnty- four months are expressed in numbers and percentages. This chart, Table XVII is onppage 97. The various charts were analysed for each cafeteria situation separately. Then a comparative analysis of corresponding informa- tion in the three types of cafeterias was nude. This two-step analytical procedure is done to obtain the (l) labor turnover data, (2) data on patronage and labor cost related to turnover rates, and (3) reasons recorded for quite. Finally a comparison was made of the analytical (not statistical) correlation of the related data and the reasons date to the labor turn- over rate data in the three types of cafeteria. Conclusive statements are drann from the summary. -33- V DISCUSSION .A. Comparison of the Labor Turnover Rates of the Total Average. m” Types of Cafeterias. hie I, page 3h. Labor turnover, restricted to one figure, is expressed as not labor turnover, which indicates the rate of necessary replacement. Hence, if the‘work force is decreasing net labor turnover equals the accession rate and if the work force is increasing, net labor turnover equals the separation rate.’ This measures the amount of employment necessary to maintain a given.average working force.“l During an extensive demand for labor the work force will increase, and when the demand for labor is on the downward trend the average work force is decreasing. In a period of extensive demand for labor the correlation.be- tween the accession and separation rates is accounted for by the fact that the net changes in employment were a small part -- not 'more than 1&% - of labor turnover. The extent of oorrelation.be— tween accession and separation rates is determdned mainly by the number of replacements.(38) The September 1946 to September 1948 period is a postdwar per- iod, but as is shown.by the rate of net changes made in the work force in each of the three cafeterias, an extensive supply of labor had not;yet appeared. Therefore, the highest not change for the l“Hibbs, Ray. Labor Turnovers How It Can.Be Reduced by_50und Methods. NortK—§tarIWEolen Co., flEnneapEIis, I531. p.‘9. Peterson, Florence. Labor Economics. Harper Brothers Pub- lishers, New York, 1947. p. 516. *‘Bye, Raymond T. and Hewstt,‘wm.‘W. Applied Ebonomics. F. S. Crofts and Co., New York, 4th ed. rev., 7. p. 60. .eoton £8.73 a to on. 32.3. 3.5 unmade on» son 3:» none. .993». one... 4r 3. .. 93 3.2 3.: S. u..- «.e 56 ten ”sabeeefl 3 - - . 2.. .. $4.» 3.2 2.2 . o. .5. 3:. . 2.: no» Heston-.50 3.7 3.: on.» no... . «a. an. 8." a.» 2: zones eoaom Mack emeuebd Haven. non ensue» amuse—anew no eugebd a .31 a 2 a A 66.1. .oum .. a _ _ o 9.393 a. a nan—anon: enco no .53 agenda . ovum ovum 3am coach eaaeveueo 3.x 33 .125 to»: .9328 one to: no 25. en: . . e.. em: _. .c ensue». . . 3m“ nonaoemon o» 32 to... do.» 3:338 «o 85 nod 3 .33 .8853 .258: on» «o .53.). £5.73 on» no Esau?» Han entire study period is 4.147%, a reduction of work force in 21 months in the campus cafeteria. This study no nude during a post- war period, and the demnd for labor in the three cafeterias of this locality is less extensive but only very slightly as will be shown later. Therefore, using the accession rate to restrict the expres- sion of labor turnover rates for the total average work force to one figure, the comnercial cafeteria had the highest rate of turn- over, lB%. The industrial cafeteria's labor turnover rate is 10.9%, which is about 3% more than the 7.9% labor turnover rate of the cam- pls cafeteriar Without restricting the expression to one figure, labor turnover my be shown as a separation rate and an accession rate. A further ‘ are the breakdown will show what kind of separations. or accessions‘ highest rates. In each of these six kinds of turnover rates, with the exception of the miscellaneous separation rate and the lay-off rate, the campus has the lowest average for the period studied and the comercial cafeteria has the highest. The miscellaneous separa- tion rate is highest in the industrial unit and lowest in the campus cafeteria, butnno miscellaneous separation rate is above 0.8%. A lay- off rate occurred only in the campus cafeteria where the average for the period studied was 0.27%. The discharge rate is evidently subject to less extreme fluctuations than the lay-off rate and it mixes up from month to month a rather constant percent of the total separationsfz) ‘Kinds of separations are quite, discharges, lay-offs, and miscellaneous separations. ”In this stucw, accessions are not divided into hires and rehires because such informtion was not available. ~35}- The discharge rates are within 0.2% of each other in the commercial and industrial cafeterias. These are twice as high as the campus discharge rate but the highest is only“ 4.47.. Comparing these to the nearest tenth of one percent the three are ranked separately with the commercial having the highest and the campus having the lowest discharge rate. The average of the monthly quit rates is highest in the commercial cafeteria and lowest in the campus. Since there was a lay-off rate in only one unit and by its ex- clusion there is no change in the relative position of the three cafeteria rates, and since the miscellaneous separation rates are less than 1% and include such unavoidable separations as those due to death, permnent disability, or induction into the armed forces, these two rates will be excluded from the following statement. Generally speak- ing, and restrictively, the commercial cafeteria has the highest rate of turnover. The total work force of the campus cafeteria has the lowest labor turnover rates both generally and restrictively. The industrial cafeteria average work force is the basis for rates of labor turnover which are, at the most, only 4% more than the campus rates and as such as 8% less than the commercial rates, hence the industrial cafeteria has labor turnover rates similar in percentage to the campus rates. To show the volume of personnel action handled in each place the separation and accessions my be added."' In round numbers the table following shows the number of workers who were hired and separated. " Figures I, II, and III are graphs which show the separation and accession rates from month to month. These are on pages 38 39: ho at the end of this discussion. , .-3v; TABLE II VOLUME OF TURNOVER IN NUMBERS Total Average Average Cafeteria Changes Changes Monthly per Work Force Month __ Campus 338 14. 08 -- Campus 275’ 12.9‘ 84* Commercial 500 20. 7 55 Industrial 350 14. 6 64 ll'The figures are based on the first twenty-one months of the study. Of those records investigated in this study, the commercial unit maintains the lowest average work force, but it has the highest volume of personnel changes. The campus unit has the lowest average number of changes, but it has the largest average work force. This shows that the percentage of turnover is'ssall- est in the campus and highest in the commercial cafeterias j' -38- Ionthly Separation and Accession Turnover Rates September 19L6 to Septmmber l9h8 in a campus Cafeteria .o. ----- Accession Rates Separation Rates 1 w ta. is“ 10 u v . g . 8 d - , I L 0 a ’ /‘ ’I" '4' ‘t‘ a ' , I ‘ I _ i / ‘t " ‘\ I A i A ‘~~ : “\0 v‘mfi— :V—Il": ;::9~ee*h»~~ae:3~eestoaa . . ”mu Of Y“? 3 a 1‘ 3 2 t % FIGURE I. I '1‘... 4 4 i 1 —‘ _ . . . fl * o . . . . _ . . . . . . . . s e I. . a. .. _ a! t .r - - - n n L 1 - - . . . _ ~ ~ H . . _ a . . . . . . . _ . . — . . u . u ' . . . . ‘ . _ .II o s . s. is 9.. 1'0"" .00 .I. o ‘e‘ .. , . s e., . . s e o s O s. a s fi . . o s , a . . . . . . _ . H . _ . . . . e e . . _ . . I. . .o . o “ u . s s o s s e a 9 s ‘ s _ . . . . _ . . u . _ . _ _ . . . _ M . a . u . . u L . H s . . . 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OI. . . . . i . . . . a o e . * o . H H _ . . . . . . . . . . a ._ . . . o . e . . e . . F . v . e s - o I I I F s l . . o . e 9 . . _ h , . . . V . . . . . o . . . . H . ._ . _ . . . r — . . I s I . . . {104...1 Illetst--0.0lIid 3"! I I I 11‘39“IO!I}1‘IOO'I 1* I l!!|l’b-.[. 0.. III-II. IIs‘CI. ‘ v '| Lit } . . . . _ m . . . a o . a _ H _ H _ _ . o . . . . . h . o . .s _v. . . . . s . H . n . . s . e. . . . . . . s M . . v * . . . — A . . . . . . . ‘ . . . . . fl . A. . , . . vvevl‘.II OIse I I. . I I p o O O s o . O u 4 I4 I A e I Ifidi esIA I-I Ls rel. i I I e u eI I O A AfiI‘II.--‘Il‘I||!.I00IiIl . . . _ . . . _ . . . . . n . :4. 1 . . . a _ . e . . . . . . . . . . . . . a . . . . . H . _ T." - . . . V . _ . o . . . d: . . . . . _ I . . . . . . . . . . I a . . . . . . . {titli'AvDc!’ll7il‘0i’!l4l0-liesl I OO’II’LYIIIIIIIII’III‘I'lOOI OI. I . l‘l'eillstliIiI.1t00i‘1.t'1-l-0‘04+i' O. -.IIIT.I.II.'IIIIII I‘lls'l- D . A . a . s _ . . . . . _ - o I o .7. H W . . . . . . . _ s . . . . a . I . s . . o I ~ . s c . a . e . o e I . . e . . . e o ‘. . fl . - . I y _ . . . . . . . . . . k . o . . . . v... eIIIIs..... . I. I. s m tawItls . e II. .e. o. .is . e tadiiIOOVIJL O i o I O+I> It $13,0AIIIIU . H . _ . . . . . . . I t . . s . . . . . . , w . a . H . e. e O I a s e o, o s e I .e I s H . h H e . . . e . . o . e . M F 1 IOQEOIIIIIIiITQ“ A .1 b . . _ . . o . . a . . _ ‘ . a . . a . . . n . . . . a . . . o . w a . # o s ' e s O s o I . . c . . . . I . . a . . . . w . _ . . . n . . . , . . ~ . . I I QIIIIOII e .. 0 Gift + . I . s M. s I e s .t e I I as... . I.WI..Ist I OIII I. I . . . . . a . . m . ~ . i . — . op . s , . A . . o a . s O t...‘- . s o Is e e . e s I . k e v u . a _ fl . . . . . . _ . H . . n . VI.OOOOIIoOIII evI.IOIII-s..Il.SIII.sI.IYIII. i I .i... .I . I .e I I. . ..... dybIIfIII‘Ile . is so I ,e III..- llviOII , . . . . a a _ . . . . . . . r . . I . * ... . . . . . . . . . i . . . . . u . I . _ _ . a , __ + . . . TILT-.. . .. ..- - -.. - - III--. .. . . . . - . . . . . .k. ..,. . . H . M . . _ . . . . . . . . . . _ . o . . . 0 s . e . s . I _ . . . . _ . . . . . . . . . . . . . . . . . ItittsloitiQi.I1.cu 0.0v'elIILOIII esl IIIIIIJI'illI’IIIIIlIJIVIIIe ..IiI Ya, Isl]! eitllv. I. i. is» .IIOIIIIe iiiii .IIinIi L iii . . . . a _ h . . k c » p o I e s o . e k e s s s e . F . . _ , . . . . . . s w . A s a . . . a _ . . . . . , , Yi...‘ . .e... o o . c . . a s s e I e I I e a v .0 e s g . . . a . . . . a . m . . _ A . . . . . . . e o .. p I . e . . I . e o e o s o . . . a . . n . _ _ fl . _ . . . .. . . . . . . . . . . . . .T’II‘CD‘OIIIOOO'.¢.IIIIOIIeIO.e.eI.IeIII 0 .e.. e o I *-...utu1§e- Iisl IQIOQVOII . (I! jurifilCOIOIi i In eIlII‘DltOIIDtlzziIt . . j - s . _ . . . . . . . . . a I g ' _ . . . _ . . F . s o o . o . e . I. Is . . I. a..... I s I a e e I e I e , a . . . . . . _ o + . . . _ . , . _ . one. _ . . u u _ O ‘ ~ . . . . . I YssI.e I .e.. e. I Ava...e....0 . . . I s , . e . s e . ,IHIII e In . I e . . s . . * o o u . . . . , . a ' w u g a , . . . _ . . . . v _ . o . . . . I q u e o . . . I c s a c o . o . I I I s . . . . _ . . _ . - . _ . - . . . . . . . . s . . I .. a w I kl » .4 a at b > . w I ._.....h-..—A-H- B. .,Comparieon of the Labor Turnover Rates of the Kinds of Average Work Force of the Three-Types of Cafeterias. Sumner Slichter?” as early as 1919, found the four principal points of concentration of turnover to be among: 1. New men. 2. Workers on certain relatively unattractive jobs. 3. Common laborers and unskilled men. 4. - Boys, young men, and girls. In this comparative study informtion concerning length of ser- vice or job assigned to the employee was not known in most of the cases. A comparison is made of turnover among skilled and unskilled workers and part time and full time workers. In two of the cafeterias the unskilled group of workers is an area of concentrated labor turn- over 3 but since information concerning age groups was available in only one of the places that comparison can not be nude: The labor turnover statistics of the 1913-14 and 1917-18 years showed that in all industries the turnover rate of unskilled laborers was considerably higher than that of skilled workers.(37) Brissenden and Frankel say that it is generally known that comon or unskilled labor is less .stable than skilled labor.(2) In 1917 the motility rates of the unskilled were three times as great as those of the (2) skilled. This has continued down to the present time. 1. Comparison of the Turnover Rates for the Part Time and the run Time Employees. Table IV, page 43, The regular payroll in the campus cafeteria is made up entirely of full time anployeee. There are part time employees on the job, " The table of summary of turnover rates of age groups in the commercial cafeteria is theflTaBle on page 135 of the Appendix. 00.— an m .mm a .0 an ad ¢.mm we." HduhaeqfiuH = -42-‘ 03 a; tea a." E. a." 8 o.~ 133:8 8“ II 8” II 8 3 8“ I Basso a m a w x x x x nomoa amok .538 E .6 32am «.3 II 3» So. n6... Han fine o." . ”saunas—EH 3.3 o; 3.3 $4 3.3 ”.3 8.3 o; ”3.550 $4» 2. 3.3 I- 8.8 3... 21.3 II oases Memos amok mean: any .8 Egan 8 fies: 8: 85 739 326 £34 €353 8:38p 2:3» SE «.3 3.386 eeaaeaeueo no one? 0939 on» you eeohom Muck emeaebd we sedan HHH g9 do?!“ «Susanna e no.“ and concave 3.5 2550 23 you «8.5» seven emeaebe one. a... I «Tum 3.2 3.3 2. II SJ 36 T8 "Shanefl 3.1 3.8 3.: 3.3 3. II SJ 3.3 0.3 H3385“. 3.1. at: 3.» 23. «a. an. 8." a.» mi. 3&5». g map E you 330» Ashen—non «o ensuebq II... emu me NH DeNH II I.- H 0* when H HddhaiuiH no .0“... ”m emfid no mm D e NO I- II no m 6H ofin H HddOhO—BBO - as- I. g 'I -' -' g .' " * Iago 3 4 mange—.5 95E .3.“ :33 55.7: no .955 a .83 Ba: x a 8:303 a s ens—303 once we 56V aspen-H ovum 3cm ovum couch euaeaeueo 22m 3.x aim . 23 48.9 to»: .9338 35 to: no 25 e e e , nor-booed Heavens“; ensuehd II 3 a! - o a. e n e a 1 u an 538 $3 apples—hem o¢ coma henfie Luau 23.3958 no 2:9 goon nu eefiem .3353. banana: on» no eemgobe sauce-Iva on» no anal-now Rwanda -44.. but since they did not appear on‘the regular payroll it is assumed they were listed on the student payroll for which the records were not available. Composition of the work force is shown in Table Ill, p. 42. The industrial records showed that approximately 1% of the working force was part time workers. This is only one-half of 1% less than the 2% part tile force shown in the commercial study. In no case do the part time turnover rates have significant influence on the total turnover rates. For both the full time and the part time work force, the calmer- cial cafeteria has the highest turnover rates of separations and of accessions. The full time employees are 98% of the average work remain the comneroial unit. (Table III, p. 42 ). The accession rate is 17.21%, 66.1% less than that of part time employees. The separation rate is 18.35% or 44.15% less than that of part time employees. The industrial food service plant employed one part time worker; therefore, full time workers composed 98.4% of the work force. The ' full time workers"'separation rate was 11.54% and the part time work- erd'separation rate was 12.5%. The accession and separation rate of part time workers are each 50% of the total change rate; so there is a 0.0% change indicating that for the period of the study there is no change in the part time working force. There is a -0.5% net change rate for the full time data, which shows a slight decrease in the full time average working force, since the accession and separation rates for the full time workers are very close to 50% each of the total €3qu fine-Tun d any can v.33. nab nan—do 23. you nobum nova." 03.3.5 23... 5N. I no.3” moom mmom no I... $6 mw.¢ rim» ”cunning—H on. .. anomfi 26" ~04” «m. I! who» ¢nomd 90¢ wagons-moo not": NNJN of: «0.2 fin. «a. an.» mm.m soon .3556 g nag you 3.33. :32: «N no owgobd 5.7 3.3 3.2 2.3 :3 I. s.“ 23 H5“ Hattéfi S. .. 3.3 84 z...» 3. .i 3. mm.» “.3 gage my 5. .. 2.; 3. 3A .. a. «H. SA 3"» tag . 350% 85g .3“ £33 nfioju no 03.8.5 “We. .83 u 9 x «3.3.... -53 u x x m 2:303 a a 3:303 630 no :53 362»: Elm 9.52 35. 098% 3.8938 23 Ram Bum 3am 48.5 to? .3388 $3 ”to: no 25. emu—mum van ogmn H30 \ ann-oood gfamimmf owduobd 2 m: a s 1 o 1 n w a 1» .oz 838 :3 gong—258 2.. 32.. .238. $th 32338 no aha soda 5 255 .333. .3535: on» we conduct- avnoanwu 23 no gym .P H.549 -45- change rates. There were one and a half full time quite to one full time discharge, but in the part time data there were four quits .to. one discharge. All of the miscellaneous separations occur- red in the series of data on full time help. 2. Comparison of the Turnover Rates for the Skilled and the Unskilled Iork Force. Table V, page 45. The campus food service unit has three skilled employees to five unskilled employees. The commercial has three skilled to eight unskilled, and the industrial, three skilled to fmr unskilled. The data in the chart. below are self-explanatory. TABLE VI Tom. AND 1m CHANGE RATES Skilled Work Force mp1s Commercial Industrial Cafeteria % of Ave. Work Force 40 27 45 Tatal Change Rate 1079 10.23 26e56 Accession Rate 0.46 4.96 ' 12.43 Separation Rate 1.33 5.27 14.13 Net Change Rate -0.87 -0.31 -1.7 The data in this table are from Tables III and V, pages 42 and 45. The commercial skilled force makes up 27% of their total payroll. The commercial unit has fewest skilled workers. The industrial unit has the highest proportion of skilled workers although there is only a 5% greater proportion here than in the campus unit. To sunmarize, the rates for skilled workers are highest in the industrial food service and lowest in the canpus service. The -47- differenoe between the industrial accession rate and the commercial rate is approximately twice that of difference between the commer- cial and campus accession rates. Although the management of the campus and the industrial units hire about the same proportion of skilled workers; the industrial skilled workers have a 12.4% turnover rate as compared to a 0.4% rate for the campus skilled workers. In each of the three cases there was a decrease in the average work force, the greatest being in the skilled force of the industrial unfit. There is a similarity existing between commercial and industrial skilled rates. This similarity is the distribution of kinds of separations and their relative proportion to total separations. In both, commercial and industrial, the skilled separation rates are 67% quite as shown in Table XIII, page 70. The industrial unit gave 3% more discharges in proportion to total separations and the‘commercial unit had 2% more miscellaneous separation: in proportion to commercial total separatiomthan the proportion of campus skilled discharges or campus miscellaneous separa- tions to total campus separations. (Figure VIII page 99.) TABLE‘VII TOTAL AHD NET CHAHGE RATES Q§_T§E UNSKILLED WORK FORCE Cafeteria Campus Commercial Industrial— % of Ave. Work Force so 72 55 A0308'10n Rat. 11.6 23073 9068 Separation Rate 12.6 24.61 9.95 Net Change Rate -1.01 -O.88 -O.27 These data are also in Table III and V, pages 42 and 45. -48- The industrial unskilled work force makes up 55% of its total payroll. The industrial unit has the lowest proportion of unskilled workers: the commercial unit the highest. To summrize, the rates for unskilled workers are highest in the commercial unit, and lowest in the industrial service. The differ- ence between the commercial and campus accession rates is six times greater than that between the campus and industrial accession rates. A major difference may be noted in proportion of industrial quits and industrial discharges to industrial separations. The notable variation in proportion is that the discharges mks up 54% of the separations and the quite only 42%. Even by combining the miscellan- sous separation rate with the quit rate the proportion of the com-- bined rates would be 45% of the separations. ‘-49- C. Discussion of Data on Factors Related to Labor Turnover Rates. Comparison of lists on Patronage of the Three Cafeterias. Average Daily Patron Count. The campus average daily patron count varied with large in- creases and decreases from month to month. The highest average daily patron count of 5945 was in February of 1947, the lowest was 1303, or 1104 not counting catering, in August of 1947. Two lower figures did appear in the record but these occurred during the construction period. The industrial average daily patron count ranges from 4000 in 1946'to 3000 in 1948. There is little. fluctuation from month to month, although there is more than is shown in the data bebause round numbers were used instead of actual totals. The commercial patron count is lower than either of the others. A rather narrow range from 1350. to 2200 appears with only a small degree of variabil- ity from month to month. The figures given here are sham in Figure IV, page 52. The two-year average for all the patron data is given in Table VIII, page 51. Average Daily Patron Check. The average for the chily patron sales check for the 24-month period is 40;! in the commercial and 57%;! in the industrial unit. The 21-month average for the campus unit is 351. These figures do not include catering prices. The commercial unit has the highest average patron check, and in the breakdown the lunch counter check averages 25¢, the cafeteria 55¢. No monthly figures were obtainable from the industrial unit, but the mnager estinated the canteen daily “50'. check to be 25¢ and the cafeteria 50¢. The average check for the campus unit was calculated from the monthly receipts and daily patron counts. The 21-month average for this breakdown showed 56¢ as an average sale in the cafeteria, and only 14¢ in the grill. These figures on average daily check are shown for the three cafe- terias on Figure V, page 53. Average Daily Patrons Per Employee of the Average‘work Force. The industrial unit serves the largest number of patrons per employee per day and the commercial unit the lowest number. The average daily number of patrons per employee of the industrial unit, for. the 1am; four months of 1946, was 57.4. In 1947, the l2-month average was 57.5 and in eight months of 1948 it was 53.1. The campus unit shows patron counts per employee closer to that of the commercial unit than to the industrial unit. The 1946 average for the campus was 58, 57.8 for 1947, but down.in 1948 to 32.5. The commercial unit showed 26.9 patrons per employee in 1946, 33.2 in 1947, and 50.1 in 1948. (Table VIII, page 51.) TABLE VIII SUMMARY OF DATA ON PATRONS IN THREE TYPES OF CAFETERIAS, SEPTEMBER 946 to SEPTEMBER 1948 AA _‘ .- 4 M _ _A_- ‘- ‘._. m ‘ ‘— Type of Average Daily Average Rumor of Operation Hoursflof Service hours 01 Patrons per Patrons Seating Cafeteria Patron Count Daily Hours of Days For in cafeteria eerv1ee7 Minute oer er Capacity 1946 1947 1948 Patron Service week kast Lunch Dinner in Grill ‘ . P 1 Check line in Employee ‘” Ave. Ave. ‘Avc. ”Cafeteria ““’ ‘ .Pafete’ia _-__ A f f f Cafe- Can- Cater- verageg O 0‘ o 1946 1947 1948 teria teen ing Four Twelve Eight Months Months Months ”__n. “7 “fl . Campus 3200 3400 2800 $0.35 4%~Hrs. 7 730.800 1100.100 500-7OO 700am-1000pm 5,2 38 37,3 32,5 ~ 175 350 1000 Commercial 1330 1900 1700 .40 3% Hrs. s --- 1100-100 530-700 BOOam-7oopm 2,85 25,9 33.2 30.1 185 58 125 g, 5.1 Industrial 4000 3500 3000 .37% 4% Hrs. 6 630-800 1100-1OO 745-850 1%30a86100pm 1.9 57.4 57.3 53.1 660 300 --- ' s -4 - 550 740-830 . ' 411210 302 . 1 .w - _ s 1 1. .. 1. 1. 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TIIIOOI 147‘s I - .w.. :1 e 4 H01 0 I s c H a ..... e. s s e a e n *‘v e e 1e 1 m . n _ n H m . vi H I c s * n w H H o w c o . o . * h p .. . _ _ . a n L. a r. s w .. .. .w p f 0 m.-.....___,-- -..-- . 01-1011-011‘00115-1.‘1| 1O... 1 1" I. H . . H J 0'- 100 OIoOOOOn. o. - - o . c . M H . H . . Y’QO‘W’aOOLvOAOONO-Ot 05. . . W. ... . . .2 . . . w .. U . - p _ 1...... 1.11.1... .1. m . n , . . w . . .w 1.. f m . _ . .H. UCJUHL m. N J11 t-1¢........M.l-.oo 11M .o... . . - m . 1....1“.-.-W.-.-..11fi1 -. . .. W . “3..” .HO flflflg w W 1..- .LT:'P*PYIb-"Lfl""f*r7lhlr..0. -..-M...-W.. . .. J- '..i'.'ll.l..|'. 'lil'n'. 1.“...l'l 0 . 1-11.11--.- -.¢.««.€«8 «8.3883. _ . . 8.35m . 598.8. Y..." ¥;0119101041090. . - 0 o O ' I . H--H.o.4h—oo§oao c 9 . - o H c . - *Hyo‘-*roo 0 V .uduoauudo wand—do . . . . . has! 803 .53 «€vo 3.38 5:8 392.: Comparison of Data on Labor in the Three Cafeterias. labor Cost Percentages. 'The commercial unit has a labor cost percentage which decreased from 56% in the last four months of 1946 to 51.6% in 1947, and to 50.1% for eight months in 1948. The monthly range is from 69.6% in December of 1946 to 46.4% in lurch 1948. The data appear on Table II on page 55 and in Figure VI on page 56. The campus unit showed the next highest averages of labor cost percentages, which also declined in the two-year period from 35.8% to 38.1% and then to 35.4%. The highest month for labor cost was August 1947 with a labor cost of 50.6%. The lowest labor cost, 32.7%, occur- red in the two Octobers coming within the period studied. The pay to the regular employees constitutes over three-fmrths of the labor cost and the pay of the employees on salary basis is only one to two percent of the labor cost. The meals for all employees are charged to labor cost, therefore, the labor cost percentages given for the campus cafe- teria include the 5% which is the part of the total payroll cost allot- ed for employees' meals. The labor cost percentages given for the campus cafeteria are not the total payroll, because they do not in- clude the student payroll cost which is 7% of the total labor cost percentage. Since the student turnover rates are not available, the labor cost of the student employees is not included. The industrial unit showed a 35% labor cost in 1946 and a drop to 33% in 1948. The labor cost records were not available for 1947. The variation is slight and there is a small range, from 38.1% in .mmapu aeoaaoao on» and 3.80.2509; 25 003qu 0000 32350:“ 05 mo ooaom Mao: 0.23830 and 00.8.“ “to! 0w0ao>¢ .0002 .3090 “00.330 .8 roughed: on». 00323 you 0000 73.8380 no 00.Hou nick 00.30090 23. .Ho Hodges—000 no ooaou Mao! 3.0.8.04. «00.02 .530 00.8.... anon. 0.33.30 - $3.505 00.3380 0.5 .3000 H0020? 0:0 bontfiomzu 0:» 03505.. pom 0000 unmade .3 00.8% 3.83 0m0a0>¢ ”0002 .omMudaomo 0H3 :Msvana on 00.30.03 55.0300 398%.? no .8855 of 0H 005m Muck muvqepm RE .i- HH. m8 .000 851 .8? m .2. -l HsHBusBH an: .2... :0 . \wdua I-.. M. ........ ...... n..- Heaouofifioo Rafi .3 SW HH. .3 B .3? N -.... --- .850 team 18:03 _ 080 maomuzomsm 0» 30m 030m 053.26 mam ham ham men 0000 .8de he emovnoonom 0.08893: runséluweofi 0504f 0W. 53.00.05, 028m 0&3. .85 m 0.. 8m 8.H 3 8.303 mime 8.00 -860 $20.85 0 ..... H0H0u0§noo 1 m . mm mm» 34 we udewbn 8 Hon: 38 Sam «ovum owe; 005m .Hom .Hom owe? aim #00; .H0 :03 max? 30m Mao: 0.30m 0.26m 09300.4 033.05% neaofiaom no 0980.5 owes 30:» 0.200930 bauwmflmm new as: movflwaog 0.30 013.3de poflhwE be 092% L0 098. m¢mH wg I 39m A<0Hmm4b 92¢ mmomggm ._ , . fi 002. . m. 3H. 0H,... 3.... 9E. 8 not. an 8» asfiuow . saw...» N a: H B... an 92 2. .88 HaHSEEH a... use on not. an _ .8»: EH H .334 as an m E. 2:9 N3. 80. 02.. .RHttfieHofiN nix} .éamfi! in .a a a. H -- 92 0H. .88 338.88 .80 $00.33} .80.: .S H .30.: m e5 85 3“.» H2. 0 03.» -- a.» bake; .3. NH _ sin -- at: u «H .3330 EB. .38 00:0 000N035 000N035 33.28 eoHHtHsS 8:30 hugaflll 83H 330th HEBHH. .5 ha .30 .3 00...st 0mm... 0920.5 00”: 303 03050994 ammo: _ 0H3: obswn #0 H8309; 350m oeFago 0H 0H m.» on “0.00 ¢.ee 00» oemH 00.nn 00 a: no.H mam. am.H-mom. HaHapusenH on on H.om on .o+0u 0.0» new memH 0¢.~» 0am. ”H.H -mu. HaHoaeaaoo 2r FEE: . .. . .. . .afiP 003m Mack . e303» $3: $02 .3: be a8: 8.3 00.: 80am on! was oweaohd R 00.8..“ oeaom .Hom .Hom .3300! 300: 5.3.0 3.5 «0 an 0000 Mack “to: 0.30m 0.30m eweaobd .Hom lunged emeaobd one: 3am «€090.30 eooouommB .HomMu magnum .0>H E E m 0: 0.50m 030mm _ vepnwuok mo 03% mo 0% emu Md: I Eons mm; and £03 20 493 no 5235» NH admin Q. -56- .Vi"-“-0 . I . i--1‘!l"'+. . I'll. subbing 3.30.0.0 H3383 . «uncooauo; 88.880. .I‘- 0.00 3800.80 wunjau ”*7 H ,_- £1 ........... -57- November 1946 to 31.6% in February 1948. The records do not show it, but an interview'revealed that the supervisory, mnagerial, and clerical staff represents about 20% of the labor cost. This is in contrast to l or 2% labor cost of such staff in the campus unit. Wage Structures. Various reasons have been suggested for the fact that wages and wage payment systems are the basis for some of industry's most trouble-some grievances. R. B. Starr,(29) formerly with Training Within Industry and the War Manpower Commission thinks that the chief reason is that the worker regards wages as his personal property, the one tangible thing that he can walk out of the plant with. The workers sometimes fail to recognise the significance of wages and their economic and social meaning. The first line supervision is frequently inadequately informed on the subject of wages, particularly as to the company's wage-payment system. Therefore, when an employee complains about his Job the foreman is umble to divert the grievanci by a satisfactory explanation. There are factors affecting the wage. structure that management Inst consider when formlating a wage plan. The social and economic factors of the type of business, and also legislation establish boundaries for wage range structure. The cost of living has come to be a basic indicator of wage rates and payment?” All these must be considered by mnagement. The worker considers the earning power that his take home pay gives him. The root of all these problems influencing the payment of wages my be considered as humn problems. ass- Labor costs are a principal problem of all institutions. J. W. Stokes ,(50) Management Consultant of the Massachusetts Restaurant Association, states that it is a fact that labor costs vary inversely with volume of sales, but to increase the volume of sales is not the way to control labor costs. Labor costs should be brought in line with the current patronage. A big source of expense in the food service business is the mintainence of labor.“ (5) Howard M. Carlson, a‘partner in Harris, Kerr, Foster Company whichisa nationally known accounting firm, presents a simple analy- sis of payroll costs. High payroll costs are mainly due to ineffic- ient operations, 1. e., too many workers who do too little. The president of the National Restaurant lssociation, J. Willard inflicting”) says that 25% of the food consumed in the nation is con- sumed in restaurants. Yet many restaurants take in an average of only $17.00 a day for each employee. This figure reaches $30.00 a day in department stores and even higher in other businesses. If volume of sales per employee is a determining factor in wage setting, one my expect wages to be lower in the restaurant business. '/ George Wensel, 3‘) a nationally known cost consultant and analyst of the restaurant industry, in an article in the Michigan Restaurateur, a trade publication, makes the following statements: ”Low wages have always been the cause of the high lhbor turnover in restaurants.“ ”.... ‘ We can well afford fewer employees at higher wages.” Although dissatisfaction with wages was not given as a major reason for employees voluntarily leaving the job in the three placed ‘Stokoa, J. w. Adapt Time and Motion Studies to Institutions. Institution negating, 22: 2: 1, 70, 72, 75. February 1943. TABLE X FREQUENCYII DISTRIBUTION OF HOURLY RATES PAID Rate per Hour number of Employees Receiving the Rate Campus Commercial Industrial 21.60 to 31.69 1 1.70 1.79 1 1.60 1.69 1.50 1.59 11 1.40 1.49 1.50 1.59 1 1.20 1.29 1.10 1.19 1 1.00 1.09 2 4 .90 .99 2 1 .80 .69 9 2 59 .70 .79 38 5 .60 .69 12 18 .50 .59 2 .40 .49 "TBTKI’ 6?*‘ 56 45 “— so a F . - . JOURLY 1mm 78.7/ 67.4; 83.9; e Frequency is based on standard work force in each case. TABLE XI FRMUEIE’C'I'NI DISTRIBUTION OF MIX RATE PAID E 1 r— Rate per week number of Supervisory and Clerical Staff Receiving the rate \Q\ Campus Commercial Industrial $65 to $69 60 64 1 1 55 59 l 50 54 3 l 45 49 1 l 40 44 2 55 39 l 1 30 34 "ififih£ ‘5 4 WEIGHTED AVERAGE CF'WKLY RATES $46.61 $46.12 t Frequency is based on standard work force in each case. surveyed for this study; due to the complexity of the reasons given, it is necessary to compare the wage policy of each conern. The figures are given on Table IX, on page 55. The industrial unit has the highest weighted average of hourly wage rates; the commercial unit has the lowest. This is shown on Table X, page 59. The weighted average weekly earnings for the supervisory and clerical staff is $48.00 a week for both the indus- trial and campus units. There was no way of determining this figure for the commercial unit. However, in the industrial unit, the $48.00 weekly wage is in payment for a 40-hour week; while in the sample situation the same weekly wage is paid for a 44-hour week. Assuming that members of the supervisory and clerical staff work the number of hours indicated, the industrial staff members receive $1.20 per hour‘ which is 5;! more than the average hourly rate pid to the campus cafeteria staff. These averages for the staff pay is the weighted average of the weekly or hourly wage rate. Table X1. P380 59. The production employees of the commercial unit receive the lowest average hourly rates and also the lowest weekly rates , comparing the weighted average rates. The production employees of the industrial unit receive the highest average hourly rate, but for a 40-hour week the average weekly earning is approximtely the same, only 50;! more, than the campus weighted average of weekly rates. It met be noted here that second shift employees of the industrial cafe- teria get 5;! more per hour and the third shift get 10;! more per hour than hourly rates that. the weighted average is based upon. Further- more, for any hour worked beyond the 40 per week, the wage rate is i-61w one and a half times the basic rate. To include the bonus pay and over-time pay would increase the weighted average hourly rate as well as the weighted average weekly rate. 0 In one case, the campus unit, the chef is the highest paid of the production employees and is also paid a higher salary than some of the managerial staff. This also occurs in the commercial unit, fiuwhere the chef has managerial and supervisory responsibilities as 'well as a production schedule. In the campus unit the chef has only production jobs. The supervisory staff has the supervisory respon- sibility, although the chef has the highest rate of pay. In the industrial unit, the highest rate of pay is for the meat cutter. This may seem.out of line, but the operation is supervised by a staff and production jobs are done by the cooks while the meat cutter works without supervision. The commercial unit has the highest labor cost percentage, but the lowest weighted average hourly rate and the lowest wiighted average weekly rate. The industrial unit pays the highest weighted average hourly rate, but it has the lowest labor cost percentage. The average rate of pay for skilled employees, defined according to type of Job performed and confined to production workers, is higher than.the average hourly rate for the unskilled worker in each unit studied. Below is a chart showing these weighted average hourly rates. weighted Average Hourly‘nage Rates‘ Skilled Unskilled Difference Campus Cafeteria 3 0.924 3 0.701 3 0.22 Commercial Cafeteria 0.788 0.626 0.16 Industrial Cafeteria 0.918 0.814 0.11 I“Figures are from Table II, page 55. The industrial and the campus skilled workers both receive approximately 90¢ pa' hour. The commercial skilled workers receive approximately 80¢ per hour. The industrial unskilled workers receive the highest weighted average hourly rate. The hourly wage for industrial unskilled workers is 10¢ higher than the rate for the campus unskilled and 20¢ higher than for the commercial. Since in each case the unskilled work force is larger than the skilled, these differemnes in rates for unskilled workers have the same relative position as the weighted average hour- ly rates for the total work force. There is a differential of wage rates between those paid to the unskilled and to the skilled employees. The campus skilled workers receive approximately 22¢ an hour more than the campus unskilled workers. The commercial skilled workers get only 16¢ per hour more than the unskilled do. The 11¢ difference in weighted average hourly rates‘ for the industrial skilled and unskilled employees develops only a differential of approximately 35.00 per week. The actual pay- roll figures show that the highest paid skilled worker receives only 39.00 more per week than the lowest paid unskilled worker. The in- dustrial skilled work force constitutes 45% of the total work force. Hence, this large group is paid, on the average, only $5.00 more per week than the other 55 percent. The two-year average work force is higher than the number of people actually needed to maintain operation. In the comnercial study 56 is the average work force, but only 26 are actually needed for -53- performance. This indicates that 30 more names appeared on the pay- roll than were actually needed. The industrial unit shows 14 extra names and the campus study shows 18 names over and above the number needed to maintain the operation. The weighted averages of wage rates are based on the standard work force instead of the aserage work force. -54- D. Analytical Correlation of Data on Factors Related to Labor firnover Rates. Labor turnover, according to Slichter,(28) is a product of W variables. Among the variables, which he lists and which have already been.memtioned on page :3, are demand for labor, employment opportunities, living conditions, steadiness of work, nature of work and work conditions, character of anployees, character of san- agement, and season of the year. Slichter also points out that labor turnover will vary according to industry, locality, and indivi— dual firm. This study is limited to one industry, the food service industry. The variable factors are further limited by concentration of the study of labor turnover in the cafeteria type food service only. Locality is a less important variable, since each of the three estab- lishments are within.the same metropolitan.area. more specific loca- tion of the plant has some effect but that is not included in the analysis. Individual firm appears as a major factor in the variability of labor turnover for the cases in this study. Each cafeteria is operated by a different firm. An additional variable enters here. The cafeterias are not complete businesses within themselves for each is a part of a different major organization.‘ One unit is a food ser- vice within a state educational institution; another, operated by an outside catering concern, provides food service for an automobile manufacturing plant; the third is one of the sales departments in a retail grocery and bakery in.which all departments are operated by -55- the owners of the five-chain company. Interpretation and analysis are based upon this variable factor. The classification of the cafeterias is based on.the business or industry in whidi the food service operates. Therfcre, the three classes of cafeterias are campus, commercial, and industrial. These cafeterias can not be compared with anything but each other since there are no government statistics for the restaurant industry. It should'be understood that these cafeterias may or may not be repre- sentative of the industry as a whole. However,‘Woytinsky* says that investigations of turnover in individual firms have the advantage of inall sample studies because they contain.details which usually are not included in.a large scale program. The sample studies used here are small, monthly turnover rates being based on line than.100 as the average number of employees on the work force. No statistical comparisons are made for the data of each cafeteria. The samples were of too small a number and the differences in the data are so great that calculation of significant differences are not needed." Further- more there was a difference in the way the obtainable data had been recorded in each unit and so the conditions of the collection of data varied. .Another way that the conditions varied was that different people had reccrded the data from month to month in the three units. Statistical correlations would be of no significance." ‘ Woytinsky, w. 5., Three Aspogtg of Labor wnamics. Social Science Research Cmnoil,W’ashingt-onTD. C. 1942. p. 11,. u These are the opinions of Dr. Katz, Assistant Professor of Mathematics and of Dr. Baten, Professor of Mathematics and Research Professor of Statistics in the Michigan Agricul- tural Experimmt Station. -55- From the summary of data found in Tables I, IV, V, VIII, and IX on pages 34.43.45. 51. 55.the following comparisons are made. The labor cost percentage is an identification figure for the general productive efficiency of labor. One of the most variable factors affecting labor cost is the turnover. Excessive labor turnover would increase the labor cost of an individual firm, if the volume of receipts remins constant. There is evidence of this relationship in each of the three situa- tions. The commercial turnover rate is 8% to 9% higher than the other turnover rates. The labor cost is 15% to 17% higher than the two lower labor cost percentages. .However, the campus unit which has the lowest turnover rate, does not have the lowest labor cost percentage. The industrial labor cost is approximtely 2% less than that of the campus, but its turnover rate is 4% higher. This is explained in part by the efficiency of the man hours of labor, which is not a part of this survey. Further explanation shows that there are two possibil- ities; either the receipts can be higher or the wages can be lower to mks the labor cost pa’centage higher. Average daily patron check is a figure used to indicate the volume of sales, for this figure mltiplied by the average daily patron count gives average daily receipts. The industrial figure for average daily patron check is 37%,1. Forthe campus it is 35¢. These are averages for the 24-month period which does not include the catering checks. In addition to the higha' patron check, the industrial cafeteria had the highest patron count. These two figures give a lower labor cost percentage if the labor cost is constant. -67- The industrial cafeteria has a smaller work force than the cam- pus cafeteria. The number on the work force times the wage rate paid each gives the payroll cost of labor. The campus cafeteria hires 85 employees on the average: the industrial cafeteria has 64 on its payroll. If the weighted average wage rates were the same for both food service places the payroll cost amuld be higher in the campus unit. Actually, howmver, the weighted average of the hourly wage rates paid to employees in the industrial unit is approximately 5¢ higher than.the weighted average of the hourly wage rates paid in the campus cafeteria.t Of both of the two possibilities mentioned on page 66 the industrial cafeteria is an example. That is to say, the receipts are higher than those of the campus cafeteria and the wages are lower. The industrial cafeteria, therefore, has higher average daily receipts and lower labor cost. The direct relationship between labor cost percentage and rate of turnover does not hold true here. The element of labor efficiency is encountered. There are many environmental factors which affect the efficiency of labor performance: physical layout, condition.and type of equipment, kind of flooring, light, and ventilation. Aside from these, however, the efficienoy of the employees in the industrial plant is higher than that in either the campus or the commercial plants. The efficiency of labor can be expressed as daily patrons per employee. Each employee in the industrial unit serves as many as 57 patrons every * Only hourly wages are discussed here, because the weighted averages of the weekly wage rates are the same for the campus and the industrial units. -68- day. The campus cafeteria employee serves up to 38 patrons each day, and each commercial cafeteria worker serves the least, as nany as 33 patrons per day. From this, it my be concluded that the cafeteria employees in the industrial plant with the available lay- out of equipment have higher labor efficiency than the employees of the other cafeterias. Perhaps the industrial cafeteria anployees are directed beyond the point of efficiency, that point corresponding to the point of cptiwm turnover. If productivity over and above the optimm is received from labor, it may be expected that the employees will be- come dissatisfied with the compensation for the volume of work done. This could account for the higher labor turnover of the industrial unit as compared to that of the campus cafeteria. 8. Discussion of Reasons Given for Quits The need for definite and detailed informtion on the causes of labor turnover is obvious. It my be assumed that management will know why a worker is discharged or why there is a lay-off of workers, since it is management which initiates these two kinds of termini- tions. Causes for terminations which come under miscellaneous quits are from external forces: they .are neither initiated by the employee or by mnagement. Euployees voluntarily leave a job and they any know the reasons. However, in some cases their expression of this reason is inadequate and sunny times does not give the basic or real reason for the quit. It is important, therefore, to analyse carefully the reasons that are given in order to determine the actual cause of the voluntary quits if possible. Quits account for the largest number of separations as shown in the table below and as illustrated in Figure VIII, page 99. TABLE XII KINDS or SEPARATIONS RATES. Wonthly Averages Campus fimercial Industrial Quit Rate 5.5o% . 14.14% 6.51% Discharge Rate 2.09% 4.43% 4.2 3% Lay-Off Rate ‘ 0.27% -- -- Miscellanecus Rate 0.122. 0.6 3% 0.81 Total Separation Rate 7.98% 19.177: 11.58% # These figures are taken from Table I, page 34. -70.. .mNH one .MNH .mfl” semen loan fleas» ens .oae .353 no heal—l can .33» teneme- uo genea— nevcv ea» c». deaf—each“ 3 due .233 no emevaeoaea .3553 no eeuea van one came» e393 newevaeohea emu. . on» one 95 he." amounted; aspen. ». 4. 3 o. I.» a a. on.” a 8.32.9» 25.52.85 I .5 2. I .3 .i u. e... a :8 a... .5 a. N .3 a. u .5 9 3mgga “80.3 8 . x86» .3 o «8... 8H .33 25.3 used» . 38.3 reads» as; seas» hep scheme» he; ~38 . is: as...“ is: "Bee .5: o a. e o o 935 c 75265 menace-loo sen—lee 563.3.» a. can. a. :3.»3r3.8 HHHN Ends -71 From Tables I and III, the difference in the campus and indus- trial separation rates is only 3%%. The commercial is higher than the industrial, and the industrial separation rate is higher than the campus. In each case, the quit rate makes up the largest part of the total separation rate and discharge rates make up the second largest group as shown in Table XIII page 70. The campus and industrial quit and separation are the lower rates and are close together, and in the case of discharge rates the two higher ones, commercial and industrial, are as close as 2%. we see that, like discharges, the commercial and industrial miscellaneous rates are the higher ones and also show the least difference. The proportion of miscellaneous rates to total separations is low, being highest in the industrial unit. Lay-offs do not appear in the industrial or commercial data. The combined proportions of miscellaneous rate and lay-off rate would still make the proportion in the campus separations less than the proportion of industrial mdscellaneous rate to industrial separa- tion rate. The proportion of industrial quit rate is 13% less than the campus quit rate proportion. Campus quit rates have only 5% less effect on separations than do the commercial quit rates. This gives the industrial 6% greater proportion combined than it does the campus rates combined. However, commercial rates combined become a 2% instead of a 5% greater proportion of separations than the campus combination does. This shows that the combination of miscellaneous and quit rates does not alter the relative proportion rank among the three studies. Brissenden and Frankel(z) say that two establishments in the same locality, of about equal size, employing about the same type of worker and engaged in making the same kind of product, differ widehy in the extent of labor turnover during identical per- iods of time. The difference usually indicates that the company 'with the more nearly normal labor turnover is pursuing a more ad- vanced labor polioy or that the labor conditions (hours, wages, etc.) are better. In order to devise methods of stabilizing the work force and eliminating unnecessary labor change, it is quite necessary to know the factors responsible for the labor shiftings. The preceding analy- sis of the makedup of the separation rate shows voluntary quite to be the major factor. A quit is a case where the employee seeks termdna- tion of employment for his own reasons. The practice of exit inter- views in such cases could reveal the employee's reasons, but to the difficulties of learning the employee's reasons is added the diffi— culty of analysing and classifying the results. It is not always easy to reduce the reason expressed to a single classifiable category. For example, Brissenden and Frankel(2) have said that it is safe to assume that the wage motive in one form or another enters into most specified reasons for leaving a job. . In.view of the importance of causes of labor turnover as indi- cated by reasons given for quits, an attempt is made to classify those reasons within the limits of the terminology used in the per- sonnel records of the three cafeterias. Reasons given by employees -73- vary'wideLy. The same basic cause may be present in five quit cases: and yet five different reasons may be recorded. Employees sometimes do not like to tell the real reason for leaving a Job. Some employees are unable to express themselves adequately, in'which cases the inter- viewer mist interpret the reasons and here another element of chance comes in. Furthermore, for purposes of simplified records, categorical reasons are formulated and recording of reasons is likely to follow'a pattern. At the close of the first world war, Slichter(28) listed the four most important features of’a job that appealcd'to the average worker. These were wages, steady employment, physical and nervous demands on the worker, and hours of work. It might be expected that employees would voluntarily quit if the job failed to offer any one of these. Reasons or causes for quits may be either avoidable or unavoid- able. An.avoidable cause or reason would be one which can be elimi- nated by management. The unavoidable cause, management can not control.(14) The reasons given in.the cafeterias used in this study fall into four categories. Two are avoidable and two are unavoidable. The un- avoidable quits are those for such reasons as personal reactions and family conditions. These are unavoidable since magement can not prevent their occurrence except through the processes of hiring and selection, but once the worker is hired management can not prevent illness in the family, or the demands by the famdly which cause a 'worker to react to news of a lay-off by quitting. Reasons for quite -74.. included in these two categories are unavoidable only when they are statements of the actual situation and are the fundamental, basic, or primry reason and not when they are secondary to a basic and avoidable reason. Work conditions and managerial policies are the categories which are considered as avoidable, because the correction of factors which cause quits for these reasons can be nade by management. In theory, management can avoid dissatisfaction with wages, hours, staff prac- tices and so on, but complete satisfaction of all workers can not be attained. In such cases as quite because of enployee absenteeism or conduct, sanagement can sake use of incentives for reducing the use of disciplinary action. The reasons recorded for quite were such that other job and family conditions may mean almost anything, therefore the breakdown into avoidable or unavoidable quits can only be approximately correct. Explanation of Terms to be Used in the Analysis of Reasons for Quits. Work conditions is that class of reasons for quite which includes wages, hours of work, dislike for the job, and job elsewhere. Manager- ial policies is that class of reasons for quite which includes policy concerning no work available, staff practices, absenteeism, and dis- ciplinary action for employee conduct. All quit cases in this cate- gory of reasons are those which would have eventually resulted in dis- charges. Ersonal reactions is that class of reasons for quits which is peculiar to a single person or individual without an effect on other workers. Expression of reasons within this class are primarily -75.. the personal reaction of the anployee to the directive from mage- ment. This class includes reasons for quite which (1) were the re- sult when the employee was told of a lay-off, or when he was told to apply for another job; and (2) were individual characteristics or desires such as incapability and the employee's wish for tenporary employment only. .Family conditions is that class of reasons for quite which includes staying at home, illness in the family, moving from the work area, and returning to school. No reason is that class of reasons for quits which is a grouping of quite nade either without a reason expressed by the employee or without a record being nade. Dislike for the job is the reason which covers all those reasons for quitting which mentioned dissatisfaction with a specific phase of the work or characteristic of the job. m and M are two specific features of working conditions which were recorded and no other specific ones were listed in any. of .. the three places surveyed. Job elsewhere is a broad term inclusive of better job and another job, not indicated but, implied as an improvement over the job which the employee is leaving. Union activities refers to dissatisfaction or disagreanent with some factor upon which the union and nanagement had agreed. No work available is a term which describes the quit case of a group of employees who were told that, and who quit in advance of a discharge action. Staff practices is a term descriptive of quit cases in which there was disagreement between the anployee and some menber of the managerial or supervisory staff. These cases had been -75- handled as grievance procedures, the result of which was unsatisfac- tory to the employee. Absenteeism and conduct are terms which were causes, initiated by'the employee himself, of disciplinary action against the employee's actions. Dissatisfaction with the managerial policy concerning these two forms of misconduct is the reason given for the qzit. I Told of lay-off and told to applLf or job elsewhere are phrases which express the gist of a managerial directive to specific indivi- duals who chose to quit, giving the directive as the reason. Tempor- ary employment represents cases of certain unployees who had asked for short-time employment. Management hired these employees with the knowledge that they would voluntarily leave when they had to re- turn to their farm work. Incapabilijy describes the individual employee who quit with the admission of his incapability to perform the work. Staying home is a reason which includes those young women who are getting married and those employees who were needed at home. Illness, as a reason for a quit, means illness not only of the em- ployee himself but of any member of the family. Moving from the work area includes unployees who went South for the winter months as well as those who moved from the area permanently. Returning to schog may be the action of the employee or of any member of his family which would be cause for his leaving the job. -77- uefindflwfla I zb can» :3 I E Oflgh I .m as Ed E IH «830 mom nos 8 hogan“:— E ”.549 Hosanna I an 25» tea I am seemed?! ed. I : “coco no 831335.. 1.23 _2. S _ a... _E. 8 mean ego _ _ 8 3 _ 8H 2. _ 38.. «no... sea: .8 863 _ 8.2 3.: F 862 _ - 3.3 36 _ EH8 .32 no _ nHH :2 e _ nHH .... _8H 0H mum—EH 3.8 3.2 _. H» 3.3 3.... _ 3 o more _ H» 2. 8...." «as _ on a Eu 8 Boa. £853 on g. - H noose. omwmmwsaspea on.» o seas 3.33 loan mouse! , mm.v . “Huh I elem,wawawve 86H _ 3 3:: 8&- 2 a 3.3 _ 3 .I 86H _mH 1. Eng: 8.. H S. H 3. H 8. H aaHHdeos—H «is a «as e 83 u 9:. a «sisal Eton-s» new new hams o» 3.0» neg! fibre ‘mIIIIJLRH FIE hr ESP nos. 8... _ a 8.» _ m 1. mos. _ a .5 8:. _ m .. 228:8 acumen an. H 2. H 2. H 3. H 888° amaee»aeens eeeuaesam «no». eHmeHebsxwmos.oa 8. _ H 3. _ H 2. S. _ H I. 8. _ H 2. 838 $2545: eeuvabupos ooHns 3.3 S 2.3 S. on H 8.3 3 "in“ 3.» 3 e obi-.1 son 3.: «a 3.2 3. 3 H 3.3 3 3.8 3. 2 H no... .3“ 3:13 ease: 1L5. r . H 48.: H . r so... 2.: _ 3 _ «a a _ 3 .5 _ 3 a E23880 Eon EH1 . e . .N 9:3 32.8 .5 He .8 J E E .. a w a a .538 . . o . fl... o u . _. m , . ll... ..78.. Analysis for Reasons for Quits in the Campus Cafeteria. Reason Given by All Employees. ‘ There were 113 quits recorded in the campus operation. Quits 'were 53.81% of the total separations. This information is given in Table XIV on page 77, and in graphs in.Figure VII on page 98. Reasons for quitting the job in the campus unit are distributed among the five categories as follows. Class Number of Quits % to Total Quits work Conditions 54 47.78% No Reason 31 27.43 Family Conditions 19 16.81 Personal Reactions 8 7.08 managerial Policies 1 .88 Total 113 100.00% For nearly 1/3 of the quite, there was no reason recorded. This implies that no reason was given by the employee; but, since there 'were numerous personnel cards with nothing recorded for reason given, this one-third represents two groups. The employees in this group include those who did not give a reason or who did not have the privilege of expressing their reason, and those for which no record was made as to why the employee quit. Among the other categories, nearly l/Q of the quits, employees made because of work conditions. Following is the percentage of reasons within the work condition category. Wages .8831 Hours -- Dislike of Job 21.23% Job Elsewhere 25.66% Union Activities -- From these figures it may be concluded that one-fourth of the total quits occurred because the worker had found another job. However,' if it had been possible a complete analysis of exit interviews say have shown various reasons for having sought another job. Actually the underlying cause for seeking other employment would have shom truer reason for quitting. Some workers left the place because they did not like the work. Just what phase. of the work they did not like is not known. If one particular condition or factor of work was recorded or known, it occurs within its own class. The reason, dislike of job, is a catch- all for reasons indicating general but not specific dissatisfaction. This reason was given by one-fifth of the employees who quit the campus cafeteria. Dissatisfaction with wages was given as a reason by less than 1% of those who quit. It can be assumed that there were others who quit because of factors of pay. Wage reasons could have fallen into either of the two largest groups. In fact, these two large groups of reasons may, easily enough, have been in either one or the other reasons within the work conditions category. Less than 1% of reasons for quits were reactions to managerial policies. In this case the employee quit because of the disciplinary action due to his own conduct. Perhaps, if the employee had not quit, the disciplinary action would have culminated a discharge. Approximately one-fourth of the reasons recorded for quits. were those peculiar to the individual. Four pa‘cent of those who quit, accepted the job temporarily and of their own accord. Less than 1% quit because of their own admitted incapability for the work. Nearly 2% quit when they were given advance notice of a lay- off. This could be analysed as fear of not being given the same job back after the lay-off, or as necessity for wages during the lay-off period. If such reasons had been given they would have been in other categories and no doubt would have eliminated this group. The last of the four categories for reasons is 17% of the total quits. This group of reasons includes those factors of family life which are paramount and which lessen the relative importance of hav- ing a job. Some people quit to stay at home. Such a reason could mean that household and family responsibilities demanded their attention. How- ever, this reason rny have been given as a iubstitute for the real reason. They say have stayed at home because of work conditions, mna- gerial policies, or personal reactions. Illness was the next largest group of reasons within the family class, and moving from the work area was given more frequently than returning to school. It may be concluded that most of the unployees quit because they had another job. The following is the order in which reasons, for quitting the food service job in the campus cafeteria, occur. The reason given most frequently is listed first. 1. Job Elsewhere. 2e Dislike Of jObe 3. Illness in the family. -81- 4. Staying home and temporary employment. 5. Moving from the work area. 6. Told of lay-offs 7. Returning to school, personal incapability, and disciplinary action of conduct. These reasons were given for 72.57% of the quite: for the other 27.43%, either no reason was given or no record was nnde. Reasons Given by Men and Women Among the 113 employees who quit in the campus unit, 8.85% were men and 91.12% were women. The men gave job elsewhere as 3%% of the total reasons for quit- ting. The women were responsible for 22% of reasons classed as 30b elsewhere and 20% of those classed as dislike for job. About 1% of the reasons given were given by men who said they disliked the Job. All of the reasons given by men were related to conditions of work; but wages or hours did not occur as reasons. Most of the women quit because of work conditi one, wages being the reason for just one. All of the reasons in the categories of managerial policies, personal, and family were given by women. Half of the men gave no reasons for quitting and nearly one-fourth of the quite were women who gave no reason. Reasons Given by Full Time and Part Time Employees. Since all of the work force of the campus unit is full time, working more than six hours each day of the work week, the analysis of reasons given by all of the workers who quit applies to full time employees . Reasons Given by Skilled and Unskilled Employees. Nine skilled and one hundred and four unskilled enployees quit during the two-year period studied. These figures, from Table XIV on page 77, show quits being 8% skilled and 92% unskilled. The skilled employees quit for two reasons, dislike for job and job elsewhere. These two reasons grouped as work conditions make up less than 2% of the total quits. Three and a half percent of the total quits by skilled employees appeared with no reason recorded. The reasons for unskilled workers quitting appear in the same order as those for all workers. Work condition is the largest group of reasons, and the next largest group is the no reason category. Since information on the age of employees who terminated employ- ment was not available in the campus study, the analysis of reasons for quits may be sumnarised. Approximately the same proportion of women quit as did unskilled anployees. Ten times as many women quit as did men. Eleven and a half times as many unskilled workers quit as did skilled workers. Of course, this is affected by the composition of the average work force which is mostly unskilled and mostly women and full time adult workers. Student groups are anployed, but the payroll records were not available for making a study of student labor. The student payroll is approximately 6% of the total labor cost. TABLE XV DISTRIBUTION OF REASONS FOR QUITS IN HIE COMMERCLAL CAFETERIA . % % I % fl ' a 4 15 20 to 40 I ’50 "5* Total % of Total REASON M F M F PT FT PT FT SK UN;_ SK UN I%‘_ J % | % I % I % Reasons , Quits 6.45 27.95 ‘51C6I”32.79 h I ' WORK CONDITIONS 12 52 I 3 61 4 60 I2.15 32.26 30I16.13F2__1.8 e 3.2 3 1.6 3 1.5 64 I 34.41 wages 1 6 .54 3:23 7 3.76 7 3.76 3 1.6 3 1.53 1 .54 ’ 7 3.76 hours 3 1.63 l 2 .54 1.07 3 1.63 3 1.63 3 1.63 dislike for job 1 14 .54 7.53 15 8.06 15 8.06 5 2.60 7 3.76 2 1.07 1 .54 15 8.06 job elsewhere 10 27 5.37 14.51 2 35 1.07 18.82 4 33 2.15 17.74 19 10.2210 5.37 3 1.63 3 1.63 2 1.07 37 19.89 union activities 2 1.07 2 1.07 2 1.07 - 2 1.07 2 1.07 > I NMNAGERIAL POLICIES 2 4 I1.07 2.15 -- 6 -— 3.23 2 4 1.07 2.15 SI 1.6 I1 I .5 2I 1.1 6 I 3.23 no work available ’ staff practices 1 3 .54 1.51 4 2.15 2 2 1.07 1.07 1 .54 1 .54 2 1.07 4 2.15 absenteeism 1 1 .54 .54 2 1.07 2 1.07 2 1.07 2 1.07 .conduct A_‘ : PERSONAL REACTIONS -- -~ I *_- -- -- __ -- -- I -I I I I -- -- When field of layOff ’ when told to apply for job temporary employment incapability FAMILY CONDITIONS 5 64I 2.69 34.41 5 64 I2.69 34.41 4» 65 I2.15 34.95 3OI16.1 22 11.8 13I 6.9 2 1.1 2 1.1 69 37.10 stayingwhome 29 15.58 illness 14 7.53 moving from work area 20 10.75 returning to school 6 3.23 NO REASONS KNOWN OR GIVEN 14 33I 7.53 17.74 5 42 I2.69 22.58 3 44I 1.61 23.65 21I11.3 16I 8.6 7I 3.9 -- -- I 3 _136 47 I 25.27 TOTAL NUMBER REASONS 33 153' 15 173 I 13 173I 84I 61I 28I 5 I B I 186 I % OF TOTAL QUITS Il7.74 82.27 I6.99 93.00 I 6.99 93.00 I45.l I32.8 15.05 2.7 14.3 I 100.00 % OF AVERAGE WORK FORCE I 2 98 I 27 73I I I I I I I % GIVING REASON 92.5 82I 93 77 I 98 78I $3.8I 4.2I 11.15I 2.7I 2 I 74.75 I * Explanation of Code: M - male employees PT - rt time SK - skilled 15 - 15-20 years of age 40 - 40-50 years F - female FT - ull time UN - unskilled 20 - 20-30 years of age of age. 30~a 30-40 years of age 50 - 50 and over -28— Analysis of Reasons for Quits in the Commercial Cafeteria. Reasons Given by All Employees. There were 186 quits recorded in the commercial unit. Quits were 72.94% of the total separations as shown in Table XV, and Figure VII on pages 33 and 98. Reasons for quitting the job in the commercial unit are distributed among the five classes as fol- lows. Class I Number of Quits % to Total Quits Family 69 37.1% Work Conditions 64 34.41 No Reason 47 _ g 25.27 Ihnagerial Policy 6 3.23 Personal Reactions ___-_-_-__ .. Total 136' 100.00% Either no reason was given or none was recorded for one-fourth of the quits. Three-fourths of the quits fall into three of the other four categories. Dissatisfaction with work cenditions was given as the reason for leaving the job in 34% of the cases. This 34% includes the following reasons. Wag” 3.76% Hours 1.63% Dislike for Job 8.06% Job Elsewhere 19.89% Union Activities 1.07% The high frequency of the reason termed job elsewhere does not indi- cate what factors prompted the worker to seek other employment. This frequency would probably not have been so high if more specific reasons -85.. had been given. Records of more specific reasons would no doubt have raised the frequency of cases occurring in.the other kinds within the same category. Dislike for the job is the second most important reason given. In the category of managerial policies, 1% of the reasons were absenteeism.and 2% were disagreement with practices of certain staff members. Although the percentages here are small; it is well to note, that in the case of absenteeism.given as a reason for leaving the Job, the employees admitted that they could prevent their absenteeism. The company policy in handling absentees prompted the workers to react to the announcement of disciplinary action by voluntarily quitting.‘ There were two cases of disagreement with the supervisor. One of these was the situation.where the chef disagreed with top management and so merely left the place of‘work. From the records made available for this study and from inter- views with various stere executives, there was no evidence of personal reasons being given for voluntarily leaving the job. The largest group of reasons given were in the family class and are distributed within.the class as follows. Staying Home 15.58% Illness in the Family 7.53% MOving fromebrk Area 10.75% Returning to School 3.23% ‘In seeking more information about these cases, the store executives were interviewed. The interviewer presented the question of the likelihood of a discharge rather than a quit having occurred._ In one case discharge had been planned but the employee quit before the discharge was effected. In the other case the intention was to keep the employee but he decided to quit. -86.. Most of the reasons in this group were due to duties of the household or family; or due to the lesser importance or value of the job in relation to the family. Those 'quit"workers, who moved away from the area, included some in travelled to the South in the winter months. Illness in the family and returning to school were given as frequently as moving away from the work area. Some of those reasons occurring in the returning to school group were cases of children re- turning to school in.the fall and not the employee himself. To draw a conclusion.about the occurrence of quite in.the commer- cial unit and the reasons given therefore, it mmy be stated that most of the people quit their jobs at the commercial cafeteria because they had other jObs. Another job meant a better job, no doubt, so the basic reason for seeking the other job is not known. Approximately one-sixth of them.quit because they had to stay at home. Both of these reasons have high frequencies because each is a sort of a cover- up phrase for many underlying causes for labor turnover. An anployee moy have said she had to quit because she must stay at home and take care of her children. The case may have been that if she had not found some factor of the job unsatisfactory, she would have arranged for someone else to care for the children. The reasons given for quitting are listed below'in.the order of their frequenoy. 1. Other Job. 2. Staying at Home. 3. Moving from the Work Area. 4. Dislike for the JOb. 5. Illness in the Family. 6. Wag” O 7. Returning to School. -87.. 8. Disagreement with Staff Practices. 9. Hours of Work. 10. Union Activity and Absenteeism. These reasons were given for 74.73% of the quite: for the other 25.27% either no reason was given or no record was ends of the reason. Reasons Given by Man and Women . Of the 186 quits during the two-year period studied for the commer- cial cafeteria, there were 153 women and 33 men who quit i.e., 82% of the quits were made by women and 18% by the men. The records showed 712% of the .men quit with no reason given. 81: percent of the quite by men were for reasons concerning work conditions. Five percent of the quits left because of another job. One man out of the 14 who quit did so because of unsatisfactory wages. Approximtely 3% of the men gave quit reasons relating to their families. Of the total quits, 18% were made by women who gave no reason. Woman listed family in 34% of the cases and work conditions in 30%. The largest category of reasons given by men was work conditions, by women. it was family conditi one . Reasons Given by Part Time and Full Time Employees. The full time employees are 98% of the commercial average work force. Of those who quit 93% were full time employees and 7% were part time. Among the full time workers, 221% of the quits were made without reason. Familywas given as reason for 34% of the quits and work conditions for 33%. Job elsewhere was reported as the largest single reason, being 19% of the quite. No part time workers quit for- -88.. reasons concerning managerial policies. Reasons given by full time employees and by women employees rank the same in importance as those given by all employees. Reasons Given by Skilled and Unskilled Employees. The skilled work force in the commercial unit is 27% of the total average work force. The unskilled group is 73% of the work force. In contrast with the unskilled, skilled workers in this unit gave family reasons and work conditions for 2% of the quits each. Among the unskilled workers 32% of the quits were nude because of work conditions and 35% because of family relations. Only 2% of the un- skilled quits were for reasons related to nanagerial policies. Nearly one-sixth of the quite were those nde by unskilled workers without reason. The single reason given most frequently was that of another job elsewhere. The reasons for unskilled wa'kers quitting appear in the same order as those for all workers. Reasons Given by Various Age Groups. Information concerning the age of the employees was available for the study of data on labor turnover in the commercial cafeteria only and is shown on Table XV page 83. What follows here is a discussion of the reasons given by the various age groups. Those who quit were divided into five age groups. Age Group % of Employees Who Quit 15 - 20 Years 84 % 20 - so " 61 9; 3O - 4O " 28 % 4o - 50 " - 5 75 50 and over. 8 % -89- The highest occurrence of quite is in the youngest age group. As the age groups advances the percent who quit is less, up to the 'over 50' age group when possibly, failing health causes an increase over the next lower group but it is still lower than any other group., workers under 20 years of age quit because of their family and'work‘ conditions, each being reason for 16% of the quits. Those between 20 and 30 years old gave work conditions and famdly each as reason for 12% of the quits. workers whose age was between 30 and 40 years quit because of the family. Only half as many of the quits were made by this age group for reasons of work conditions. The fewest number of quite appeared in the 40 to so year grmp. or the total quits 1.6% showed reasons as job elsewhere and 1.1% showed reasons as famiky con- ditions. The employees over 50 years of age gave work conditions as reason for 1.6% of the quits. Observing the occurrence of quits with- out reasons recorded or given, note that the youngest age group was responsible for the largest percentage, 11%. Of the total quits, the 40 to 50 age group was responsible for no quits without reasons and the 'over 50' age group 4% of the no reason quits. Older employees would, therefore, seem to be a more stable group. To .unmerize. the same percentage of unskilled workers quit as did full time workers. In each case it was about 13 times that of the skilled or part time workers. Approximately 4 times as mamy women quit as did men. The composition of the average work force in- fluences the prevalence of quits. Full time workers are 98% of the work force and unskilled workers are 73% of the total work force. Most of the reasons given for quits in the commercial cafeteria were job elsewhere by the men; family conditions by the women, the part 1 time employees, and the full time employees; family and other job by the ;. skilled and the unskilled employees. weanuan: I up old,» Ana I am OHaH I h 823. u mm 8H» t8 u E 8.83... .H... .. _— .38 .H. 83.538. _Neee _ _ee 8 _ 3 8H _ee 8% 203m $95 a _ L T» e. 7.3 e.H _ 8%.... EB megs no a 862 _ .3...» 3.8— 8.3 No.N_ 2.2. oN.oN_ EH8 .38 so a _ 8 _e» we _ 3 N _2. 8 fig .298 J _ n -N H _ n .. 2. no EBzm 2025s on iannuaiurnmmum bmpumunwm.H . ,mw u- no.» a H ones on mean»: 3.: «H a. use: seen 3H8... eo.e e eeeeHHH _ mm.mm oaofi washou- _ ee _oN e» _ em I _5 HH 282828 592 _IIIIEI E .ee 2. E H: a: a as: H e no.» e no.» » Ho.H No.N H N no.» n €1ng 8288» men non ‘33s e» was» nos! wore W New 7 n. so; a. e . be». e 3.» seem _ r a. e e e N .._w .. ”2893mm gonad bog. n e god no.” mpom _De _ eeeeeee 523...... aeogosh undue Ho.H H SH -o H HoH fl But flesh... meet 8 _ H T H _ H u- _ .i 8358 aegis Ho.H Ho.H Ho.H, .. Ho.H .. onvasos HHoHHHH. eN.eN eN so.e HN.HN e HN NN.eN eN eH.eH eo.e NH e eterreeH. sen No.N N No.N N No.N N No.N N . sen tee esHHeHe :3: some! _ on _e HN FL on .. _HN e 882828 use: 8.8 en.» “NHN, mam 86 , 3H8 _eseeeem ,5 ca 18 mm ameaF E E .E a a a a 203m gage AdeamBHH E mo BHDG mom ”203m mo onmbmHmamHn Hex 39a Analysis of Reasons Given for Quits in the Industrial Cafeteria. Reasons Given.by All Employees. During the two-year period of the study there were 99 quits re- corded in the industrial unit. The data on reasons is given in TablerXVI on page 91, and Figure VII on page 93. Reasons for quite as given by employees who quit are distributed among the five groups of reasons as follows. Class Number of Quits % to Total Quits Family 58 58.58% work Conditions 30 30.3 % Personal Reactions 7 7.0T% No Reason 3 3.03% Managerial Policies 1 1.0I% Total 99 100.00% A small percentage of the quits were recorded without reason. Either the employee gave no reason, or a record was not made of his reason. Reasons were given for 98.92% of the quits. Employees who quit in the industrial unit were dissatisfied with working conditions in 30.3% of the cases. Two different reasons were given within this category, dislike for the job and job elsewhere, but wages or hours were not recorded as reason for leaving the job. However, the large number in job elsewhere, may have included some who sought a,;)ob elsewhere because the wages or hours were not satisfactory. Although the cafeteria employees are unionized and a collective bargaining con- tract is held with a 010 local; in no case was union activity given as a reason for a quit. Only one skilled, full time, female employee quit her job. The reason for this quit falls into the no work reason under managerial -93- policy. This was a case of management telling the employee that no work was available for her in the department she had been working in. The employee merely said she would quit. The supposition is that she would have remained an.employee if she had never been told there was no work. She may have reported every day and have been placed wherever needed. The chances are that after a time of being shifted from job. to job as a fill-in, she would have quit anyway. Of course, a dis- charge of this employee may have followed an exit interview had the 'worker not said she would quit. From.an interview'with one of the staff at the industrial cafeteria it was learned that this worker was valuable and that management would have preferred to retain her. It was a case of declining volume of business, one of the food ser- vice units having been closed after the war production years. .The employees, who were told of the loy-off, worked in.the same department as the one case just related. However, these four em-l ployees'were told there was to be a lay-off in the future and that if they found'work elsewhere, they could leave at any time. The employees' reactions to this directive from.management were to quit their jobs. 'If the workers had not been given the opportunity of getting another job; their terminations may have appeared later as lay- offs or discharges. 1 The three who were temporarily employed were people who sought temporary employment. Both management and the workers, themselves, knew that they'would stay on the job several months only. -Therefore, the quit was not caused by any factor of the job or any characteristic of management. The reason given most frequently in the industrial unit was stay- ing home. Moving away from the work area, illness and returning to school are next in importance. The large percentage of people naming staying at home as a reason for quitting the job may have actually quit because of an unsatisfactory work condition. The basic reason could have been anyone of the reasons other than staying at home. To summarize the reasons given by all the work force: the em- ployees in the industrial unit quit for two main reasons, staying home and job elsewhere. The following is the rank of reasons for quite in the industrial cafeteria. 1. Staying Home. 2. Job Elsewhere. 3. Moving away from Work Area. 4. Illness in Family. 5. Returning to School. 6. Personal Reaction When Told of Lay-Off. 7. Personal Request for Temporary Employment. 8. Dislike for the Job. 9. Managerial Policy on No Work Available. These reasons were given for 96.97% of the quits; the remining 3% had no reason recorded. Reasons Given by Mm and Women. Women employees nude 80% of the quite; the men nude 20% ofthsun. The men quit for two reasons, other job and family conditions. All of the men who quit gave reason for doing so. The no reason group is made up entirely of wcmen employees. Women gave family reasons for nearly half of the quits, job elsewhere for nearly one. third while personal reaction accounted for one. fourteenth. Reasons Given by Part Time and Full Time Esployees. Comparing the full time workers and the part time workers, 98.4% of the total work force was full time and 98% of the total quits were node by full time employees. The rest of the quite were made by the part time unployees who had sought temporary employment. Only one full time employee gave temporary unployment as a reason for quitting, therefore, the reasons for the full time quits and for the total quits rank the same in frequency of occurrence. Reasons Given by Skilled and Unskilled haployees. Note that more of the quits were mde by skilled workers than by unskilled workers. Out of the 99 total quits, 65% were those made by skilled employees and only 34% were made by unskilled workers. The industrial unit has a large percentage, 45%, of skilled workers on the average work force. This could account somewhat for such high percentage of skilled quits. Of the total quits only 1% was made by a skilleiworker giving no reason. More family reasons were given by skilled than by unskilled workers, and family conditions was the largest group for the skilled. The only single reason under the work condition category was Job elsewhere given for 21% of the quits. All those rho were told of the lay-off were skilled workers. The unskilled workers gave family conditions, then job elsewhere, and least in impor- tance was dislike for the job. All of those quitting with temporary employment as a reason were unskilled workers. Informti on concerning age was not available for the industrial employees, therefore all other reasons will be summarized. Four times -96.. as many women quit as did men; all but 2% of the quite were full time; nearly twice as many skilled workers quit as did unskilled workers. This is affected somewhat by the composition of the work force. All but 1% of the industrial food service workers were in the adult age group, and all of them are members of the CIO local. PPHCENTAGE IS‘TRIBUTICF.T CF REASONS (JYrI*""’\.T I'CR CUITS 8‘ ”E”, WOI. EN, PAL? 1‘ AND TOTAL WORK FORCES. OT1 THE CAMPUS, ’L OTVWRCIAL, AND INJUB..{IAL :TO 0721.1VN711. OF OIITC OF *NN’N‘ ‘WOMEN J LL e.,w ~§.--- b~n‘mWw~m—~fi‘~~‘m TABLE XVI I P1. 13C flhT'i union activities MANAGERIAL Pcticlss __ hflfli. 01* ‘OO* ‘1N’*" % N % ‘NORK‘EO’N DI 111 0113 ‘ W4 6 ' ‘ 9 wag as In“ 5”“ “I--- hours dislike for job .9 .5 job elsewhere 3.5 5. 9 A wubfi .- “~,.‘.b. .g "W‘FILLFD “,h:tl k.” ,5 ‘ ‘4‘. be.~ § "fl. . 9‘.‘ “7‘- m .fi“-.. .- fig. -' m- CA‘WWHOWWW n* 03/: 0/7 of zrfli ’ ~ V' r h FULL TIME Mum‘s-A—..~—A 43'“’W 28 W" 21 ‘0»..- —-- LA.) .-~ .‘N-‘Whm..w'.h> T§1-W§W-M-_ii 1.6 20 7.5 2 22 14.5 1w 1 '“““”2. "‘2‘”“"1“”‘ <“fi-_H.MWM“J Wm“ AV --~w~- staying home illness moving from work area going to school M a~n¥~m “4‘ . --~~» --—< ‘4. no workwavailablb ”I‘””“~‘I'..*I*I"”I‘I" staff practices .5 l absenteeism .5 .5 conduct .9 PNRSONII”FFNCF1ONS “ “‘”"“‘”"" '”'“‘“”””"“T“ whenftoldfbfilayOTf _I II ’WW “~1.7 “~‘_ 4 when told to apply for job temporary employment 4 3 incapability _ b .9 1mmmycmmmfimn ”W“‘ “2.7 flW“ '“ WTWWTQWW”47 NO REASON GIVEN OR KNONN 4 "’:3;Eff”“”““”””””‘:§§_k::his 5‘?‘ PFRCENT TOTAL REASONS_TO TOT QUIIS % 12‘ J 20 _ 91 82 7g_ TmuLQNms(NgmNU -1O.IMEEMWNEEIM_ J1os 15%“. 79 PERCENT_OF AVERAGE WORK FORCE" PERCENT 217139 REASON __96 .92.5 100 .77 82 _ 21M“ *CA - Campus Cafeteria *CO - Commercial Cafeteria *IN - Industrial Cafeteria "“‘ICFEIIZZED 10211 CO 1N CO IN 7: 1% 73 % 32 _g 54 “‘8O 4 4 1.6 1.6 8 2 8 2 18 7 20 8 1_ _1 1 2g 5 ‘ <_1 1__ 1 2 1 1 ~_ 3 7 “‘ 4 3 3 ’35”“ 29 37‘ 58 16 33‘“‘ 7 6 11 14 _J__ 3 5 24 2_ 25 3 93 34 100 100 173 34 186 99 73 55 7e 98 J‘92127 74.75 96.97 N u‘..M..a—f“ —fi'\-s \.—-— 1'- I-’1 '2l;i§ni +2.... nmtnmo . 11391 -. . 9 . so" goal-anew on 33 935.53. clan-vouch “Saves—n on. £393.00 £27.60 25 5 . 3.25. now uaounom no 32230 no 53.3995 oraaunom w...“ —__—.. , ._ Percent 19%-.1:wa M ‘ 3. £5? to .1 nl m 66 J3? 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