A Study on Labor Turnover Rate and Pension Funding – An Example of Local Hospitals

• Main Authors: Hsi-ying Liao, 廖錫營
• Other Authors: Hsien-Chueh Peter Yang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/24478203881833988915

碩士 === 國立高雄第一科技大學 === 風險管理與保險所 === 93 === The personnel liquid involves in operating cost and management control. For the sake of effective enhancement of business competitiveness, an estimation made on future related labor costs which an employee has to bear when he is assigned must be important reference for setting up the enterprise’s standards for recruitment. Presently because of trend of the times, in addition to the coming of global village era, the business operation is no longer limited to a fixed region. The transnational marketing is in fashion day by day. For the effective transnational competition, the management control on personnel cost is extremely important! This research especially aims at personnel liquid of the medical professionals as the research scope and refers to the Taiwan Standard ordinary Experience mortality Table . With survival analysis concept, the turnover rate of each age level in the future when they report to work is organized, which can be taken into consideration by the enterprise to appraise personnel cost, so as to set staff's contribution target. Transformation of the Workers’ Retirement Fund Law system full affects related retirement pension which enterprise will afford. Especially, the existing problem to fully hand in 2% to15% amount in the account at Central Trust of China will soon appear. Therefore, should the enterprise know precisely personnel turnover rate beforehand meanwhile estimate the future paying amount for retirement pension then appraise the annual deposit amount by present value, inevitably it will alleviate capital turnover pressure also face as early as possible the huge retirement pension under old system. Only then, the enterprise can avoid stepping to shut down or close down a factory which may consume the social cost to the utmost. It is evidently discovered that, among the staffs with work seniority less than four years, the younger staffs have higher turnover rate. As a mater of fact, it simultaneously reveals that 3 years work cycle is the demarcation line when many staffs incline to change their jobs most frequently. It is found that, among the staffs with work seniority more than five years, the elder staffs have higher turnover rate. It is understood that the elder staffs is more stable than the younger. 5 years work cycle is the demarcation line. Among the staffs with seniority more than 6 years, the turnover rate is rare. It is probably because of retirement, occupational injury, marriage and so on. In view of service seniority proportion, it is observed that the staffs younger than 45 years old have highest turnover rate. Maybe it is because they have comparatively superiority to change their jobs; what is more, they may legally tally with the Labor Standard Law. As a conclusion, when an enterprise can effectively establish the turnover rate table, it must be able to precisely understand the timing for the staff to change his job in the future. At the same time, it will allow the enterprise to prepare for insufficiency at the time to face relevant retirement cost of the staffs. By this turnover rate table, the enterprise can set the Key Performance Indicator of various levels of age so as to comprehensively calculate necessary paying cost; meanwhile, effectively manage manpower management, consequently upraise the competitiveness. Never too late to prepare!