project

Introduction

Incorporated in 1994, Crescent Point Energy is an intermediate sized conventional oil and gas company, with its head office located in Calgary, Alberta, Canada. Since going public in 2001, Crescent Point has focused on properties comprised of high quality, long life, operated light oil and natural gas reserves in United States and Canada (Crescent Point Energy Corporation [CPG], 2013a). To ensure the continuation of the company’s successful business plan, Crescent Point has recently converted to a dividend paying corporation, opened an office in Denver, Colorado, and listed on the New York Stock Exchange (CPG, 2013b). The team has elected to interview and collectively analyze the Manager of Operations Accounting at Crescent Point, Lisa Howland. Ms. Howland has been with Crescent Point for the past nine years, and currently manages 22-25 employees across various operational accounting departments.

Literature Review

1. Employee Retention for Sustainable Development

Varaprasad Goud (2014) commenced this article by acknowledging that the “worldwide retention of skilled employees has been of serious concern to managers in the face of ever increasing high rate of employee turnover” (p.10). In today’s competitive business environment, the loss of a skilled employee has the potential to expose an organization to multiple setbacks, which can be extremely exorbitant. This is because, not only is there expensive replacement costs and decreased productivity, but skilled employees will often “migrate to competing organizations with knowledge acquired from their former employers” (Goud, 2014, p.11). Situations such as this require managers to develop retention strategies, which will help ensure that essential employees stay with ...

... middle of paper ...

...rs to fulfil their leader’s expectations, while transformational leaders motivate their followers to perform beyond what is expected of them” (Breevaart et al., 2014, p.139). It is also important to note that, “every leader uses both transactional and transformational leadership to some extent, but the most effective leaders use transformational leadership more frequently” (Breevaart et al., 2014, p.139). The article lists many skills that are held by an inspirational, transformational leader such as they hold the ability to, “stimulate followers to prefer the interest of the group over their self-interests” (Breevaart et al., 2014, p.141). Their most influential strength is the capacity to, “communicate an appealing vision of the future and show confidence in their followers’ ability to contribute to the realization of this vision” (Breevaart et al., 2014, p.142).