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Challenges in employee retention
Factors contributing to employee motivation
Factors contributing to employee motivation
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Recommended: Challenges in employee retention
One of the significant functions, and probably the one that most people first consider when they think of human resources is the function of hiring employees for an organization. The demand for additional employees can be a result of expansion within the organization or from turnover. The hope for any human resource department is that the reason for additional employees is a result of expansion and not because of involuntary or voluntary turnover. Involuntary turnover is the termination of employees from the organization whose services are no longer needed or desired. When termination of an employee occurs, it “represents a failure of some part of the HR system” (DeNisi & Griffin, 2011, p. 129). It is unfortunate but even with the best recruiting and staffing methods, an employee can be hired that is unmotivated to do the job in an acceptable manner, or in some circumstances is not capable of performing the job duties. If there is any possible way of retaining the employee by counseling, retraining, or reassigning the employee it is in the best interest of the organization. Losing an employee, through involuntary or voluntary turnover is costly to the organization in terms of time and money spent recruiting and training the employee that is leaving, as well as the cost for the subsequent recruiting and training of a new employee.
If an employee is experiencing performance problems due to lack of training or perhaps incompatibility with their current supervisor, there are options such as reassignment into an area where they are more capable of performing the job duties or under a supervisor with a different management style. Employee assistance programs can be beneficial for employees who are faced with personal issues affecting ...
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...y, ethics, corporate culture and mission statements be reviewed in order to reinforce the goals and direction of the organization. I also have a strong belief that an organization should encourage and help with any job enrichment training and education that employees are interested in pursuing.
Yearly confidential surveys will be conducted regarding job satisfaction and employee needs. When possible, action will be taking in order to improve satisfaction and reassess needs that change within the organization. I would like to have an open door policy, so that employees feel that they are valued and seen as individuals in an organization willing to work with them in accommodating where possible, for their needs.
Works Cited
DeNisi, A. & Griffin, R. (2011). Human resource decision making in organizations. In HR (pp.129-138). Mason,OH. South-Western Cengage.
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
One indicator that there is a problem with employee satisfaction is that multiple, valued employees have left for other jobs citing low job satisfaction and cultural problems as their primary motivations for leaving. These employees asked for exit interviews and were disappointed that they had to request them. As further evidence that this problem exists, employees often answer informal questions about teamwork, job satisfaction, accountability and communication in a negative way. To gather further evidence of this problem, I propose that a survey be conducted to all employees to collect formal data on employee satisfaction and morale, among other things.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Bohlander, G. & Snell, S. (2010). Managing Human Resources. (15th ed.). Mason, OH: South-Western Cengage Learning.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Byars, L. L. (1997). Human Resource Management. Chicago, IL: The McGraw-Hill Companies, Inc. Mills, D. Q. (1994).
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
673), retention management must be based on three types of turnover, voluntary, discharged, and downsizing. Not all businesses are freighted by turnovers, for some it is the way of life and cost is built into the budget. However, for others any type of high turnover can be detrimental for company profit, employee wage and benefits offered. First, let’s take a look at voluntary and involuntary turnover that affects retention. Voluntary turnovers are caused by many different reasons. Turnover may result from topics such as job dissatisfaction, job mismatching, knowing that job opportunities are plentiful. Two reasons that I will discuss more are micromanagement and employee loyalty. Like stated before in the introduction, when employees are dissatisfied, possibly due to being placed in an area that doesn’t fit with their skill set, one is more likely to seek new employment. Another part of turnover is discharging and downsizing. Discharge is just that, members being discharged due to discipline and job performance. While downsizing turnover is a result of business being overstaffed (Heneman III, Judge, Kammeyer-Mueller, 2015, pg. 675). There are also other reasons for voluntarily employee turnover, such as generation differences when it relates to employment. The current generations are more likely to see a job as one piece in their life puzzle rather than as the first, indispensable anchor piece without
2. Why is it important for organizations to have a Code of Ethics and Sustainability Program?