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￿ Forty-four percent of working moms admit to being preoccupied
about work while at home and one-fourth say they bring home pro-
jects at least 1 day a week.
￿ Nineteen percent of working moms reported they often or always
work weekends.
￿ Thirty-seven percent of all working dads said they would consider the
option of taking a new job with less pay if it offered a better work/life
￿ Thirty-six percent of working dads reported they bring work home at
least 1 day a week, and 30% say they often or always work weekends.
Noting declining rates of job satisfaction in an environment where
people work more hours and have less time off to renew themselves or to
have a personal
the American Management Association (2007)
reports the following.
￿ Compared with workers in developed nations such as France and
Norway, which have high rates of productivity, US workers log many
more work hours.
￿ There is a strong feeling among US workers that they must work
more hours to get ahead in their careers because managers often judge
performance largely in terms of hours spent working and are often
unwilling to ask for a decrease in hours for fear they'll be branded as
indolent or uncommitted to their job, a dynamic that can lead to
overwork, burnout, and a range of problems that stem from burnout.
￿ Burnout was cited as the primary reason for employee turnover by
three-quarters of US workers surveyed in 2006.
￿ US workers feel so consumed by work that they often skip vacations
entirely, often out of fear that when they return, they won't have a
job. In 2006, US workers stockpiled an estimated total of 574 million
unused vacation days in 2006.
Another measure of job dissatisfaction is worker turnover, Wolfe ( June
10, 2010) reports that yearly turnover in North American jobs consistently
ranges between 25% and 30% on average. With estimates for the true cost
of turnover ranging from 25% for entry level jobs to 250% or more of
annual salary for senior management, Wolfe believes that these high rates of
turnover take valuable managerial time away from projects, resources, and
profits to reinvest for growth and innovation. As an example of what high
turnover rates cost organizations, the Canadian Grocery Human Resource
Council (CGHRC) reported an overall employee turnover rate of 38.7% in
the grocery industry at a cost of
training, and
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