Diagnostic Report: MAS Active Linea AITC)

In the globalized and changed competitive business world, it is important responsibility to deal with employee turnover for any organization. Effective and efficient management of employee turnover is an essential task to achieve the organizational overhead goals. Significant amount of research has been undertaken to understand the major causes of employee's turnover and retentions mechanisms that organizations should develop, especially in the field of healthcare.

The first part of this essay will introduce the theoretical synthesis of why employees resign from their jobs based on the Eight Motivational Forces (Jr & Griffeth 2004). The second part of this essay will discuss the consequences to the organisation left behind by the employee. The third part will then focus on strategies for organisations to retain their highly talented and motivated employees.

As companies continue to try to come up with a plan for remaining profitable, some are overlooking one of their best opportunities due to their short sightedness and obsession for short term gain. It is the very asset which most firms claim is their most important and the one which provides them their competitive advantage. It is also, in some companies, the asset which is most mistreated and neglected as it is the most costly. It is the company’s employees. I don’t know of any company which would not state that employees and their knowledge of the company, its products and services, processes,

Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.

There are two types of turnover, voluntary turnover happens when the employee makes the decision to leave and involuntary turnover is when employees has no choice in their termination (Schmitz, 2012). Every month or sooner managers experience some of their exceedingly qualified employees leave the company. After realizing that their company is becoming less profitable is when they begin to wonder why and brainstorm on ways to retain them. In Information Technology, “the cost of recruiting new staff is high and the loss of continuity when staff leave can also be very expensive” (Bott, 2005, p. 111). In IT, human resources strive to maintain their highly skilled employees while employees’

The issue of employee motivation is extremely important to management .It is one of the most puzzling issues in management. There are plenty of employees that just ‘punch the clock’ i.e.  They go to work just for the sake of paycheck and nothing else. They have no self pride in their work and do the bare minimum for managerial satisfaction. These employees not only hurt themselves but also the company as well.

Pulling into as well as continuing attracted also unflinching labourers are vital to the accomplishment of a business. Enabling capable improvement shows our gathering we consider their progress and in addition their future, and also it motivates steadfastness in employees. Employees are continually being evaluated on their insight as well as abilities. So we can remain on top of the business.

The subsequent resignations and layoffs of employees emphasizes on the diminishing motivation among employees. This relates to Herzberg’s Dual Factor theory of motivation (introduction of job dissatisfiers) and how structural changes in organization can be a barrier to motivation.

All over the globe retaining employees is a most critical factor for the organisations. High employee turnover is more common in private sector as compared to public. In construction industry, to reduce employee turnover and to improve the productivity of an organisation, organisations have to be aware of the reasons why an employees quit the organisation?. Employee turnover can be explained as the expenses, in term of money, time, and quality of work, that an organisation bear while replacing an employee. If an organisation fails to satisfy the needs of its employees then it is obvious that the employees will look forward to fulfill their necessities. This chapter discuss the reasons why employees quit their jobs.

The reason that why, this research topic was selected because in our environment most of the workers are not satisfied with their jobs and most of them are quiet their jobs when they find relatively better job than that one. The reason is not that they are not competent but there are few factors the effect the commitment and satisfaction of the employee towards their job, some are employee workload, work stress, salary, job satisfaction, and work to family conflict. The research study was scrutinized the fact that employee turnover is positively effect on overall performance of the organization.

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

Turnovers lead to hidden costs such as new hiring’s, trainings of new recruits, a sudden reduction in organizational productivity during the learning curve of new employees, supervision required is getting increases and it affects other functions such as customer satisfaction, speed of service and etc. Therefore companies need to take corrective and preventive actions in terms of employee retention in view of achieve organizational goals (Hanif, Khalid and Khan,

I once worked in the HR department of an organisation in Saudi Arabia and was responsible for recruitment and training of the company’s personnel. Although we used to attract top talent, the company experienced a high rate of turnover among the recruited personnel. The company never seemed to maintain the top talent, the loss of personnel affected the image of the company, and it accrued losses related recruitment and training processes. In most cases, challenges related to high employee turnover are a result of different factors with the main contributing factor being low satisfaction among employees, which could be attributed to different elements. Low satisfaction could be predicated by poor interpersonal communication problem among employees, which lowers their levels of satisfaction.

Industrial/Organizational (I/O) Psychology is devoted to the study of employee behavior in the workplace and understanding the issues facing organizations and employees in today’s complex and ever changing environment. Motivation refers to the set of forces that influence people to choose various behaviors among several alternatives available to them. An organization depends on the ability of management to provide a positive, fostering and motivating environment for its employees in order to increase profits, productivity and lower turnover rates of its employees. The purpose of this paper is to discuss and compare six academic journal articles and explore the behavior, job, and need based theories of motivation that can aid management in motivating and understanding their employees. Finding that delicate balance to can sometimes be elusive so effectively learning how to motivate by understanding, controlling and influencing factors to manipulate behavior and choices that are available to employees can produce the desired outcome.

Rotation of workers around the labour market between the status of employment and unemployment is called as Employee turnover (Abassi and Hollman 2000). Labour turnover has become a critical problem for service industries as it depends on human factor. Employees do not leave the organization without any significant reason. Taris et al. (2004), divided two motives for turnover i.e. the push and pull factors. The pull factors include inequity in compensation, availability of opportunities for future development over the external market and the employees who would resign to go into private business. The push factors have relationship with the dissatisfaction of work situation, lack of democratic managerial pattern and job stress. On the other hand, Griffieth (2000), viewed remuneration and remuneration related variables have intense effect on turnover. Griffieth demonstrated a relationship between remuneration, employee's performance and turnover and concluded that when an employee performs extremely well expects a high pay and when they are paid low they quit.