Employee Retention In Jc's Casino

Like any other business, the casino industry is seeking employees with a set of good skills, experience, and high standard of customer service. Hiring and training a new employee can cost casino money and time. The costs are associated with new employee’s background check, drug test, licensing, and orientation. Once the employee has gone through the initial hiring process he or she is paired with a senior employee to do a 40hr training on the casino floor. Such training is an additional cost to the company as it combines 80hr of pay for training of the new employee.

It is not easy to manage a place where financial transactions of millions of dollars are made every day. Casino management is a challenging task for the casino

Stress has been linked to hypertension, heart attacks, diabetes, asthma, chronic pain, allegeries, headaches, skin disorders, cancer, immune system weakness and decrease blood count (Cummings et al, 2005). It has also been linked to an increase risk of alcoholism and drug use. High levels of stress can lead to higher absenteeism, larger staff turnover and low productivity. The symptoms are evident in the quantitative data, with an

Industrial Organizational (I/O) Psychology deals with employee training and development, structure organization and consumer behavior including stress management and motivation techniques. The purpose of this paper is to apply I/O Psychology to a casino security officer employee and the organization. Working as a security officer for a casino can be challenging, however, with a

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 Bubba Gump Shrimp Company, a national chain of franchised seafood restaurants, prides itself on great customer service and affordable high-quality food, and knows that to meet their goals, they need a culture that attracts and retains the best employees (Bubba Gump Shrimp Company, 2011). In an industry notorious for high employee turnover and low job satisfaction (Prewitt, 2000), the Bubba Gump Shrimp Company reduced “management turnover from 36% to 16% in 2 years” (Aamodt, 2010, p. 397). What intervention opportunities exist for restaurant operators to reduce turnover of both managers and restaurant staff and more importantly, what resulting performance improvements can operators expect? While openly competitive pay and benefits

Effective employee retention is a systematic effort by employers to create and foster an environment that encourages current employees to remain employed by having policies and practices in place that address their diverse needs. These practices are used to prevent valuable employees from leaving their jobs. How to retain valuable employees is one of the biggest problem that plague organizations in the competitive marketplace. Nowadays, employee retention is the most critical issue facing hotel managers as a result of the shortage of skilled labor, low economic growth and employee turnover. A wise management will learn how to attract and keep good employees, because in the long run, this workforce will make or break a hotel 's reputation. The purpose of this research is to: 1) assess employee retention policies and practices designed and applied in floating hotels, and 2) describe the importance of retaining critical employees and developing strategies to enhance employee retention practices, and 3) determine the factors that most significantly influence employee retention to meet the diverse needs of employees and create an environment that encourages current employees to remain employed. The results of this study were clarified that compensation, fringe benefits and job satisfaction play a vital role in employee 's motivation which leads to employee 's retention. Similarly, Training, career development and recognition were found motivating factor which leads to

Business leaders among a wide range of industries agree that an organization’s success is determined by attracting and retaining a quality workforce. However, many organization’s hire employees based on a certain set of skills the employees possess, or acquaintances they have within the organization. Many organizations fail to consider if the prospective employee fits the organizational culture. In the case of Two Tough Calls, the Program Manager, Susan, was faced with a managerial dilemma; retain or terminate two underachieving employees.

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

Since the country's recent recession, individual workers throughout the nation have struggled to get their bearings. Decreased paychecks, increased cuts to labor forces, reduced or eliminated benefits, and the overall gloomy state of the nation's economy has kept finding or keeping a job a dismal prospect. As such, certain companies have been left to face work environments with all-time high turnover rates coupled with all-time low levels of employee morale. In viewing the current status of Company X, in which environment exists, it becomes imperative that company executives discover a way to re-organize and restructure jobs and responsibilities throughout the company that can be implemented in spite of the continuing turnover. In viewing the details of Company X's current situation, and in developing strategies for success that can be implemented despite employee turnover, one can see that the prospect of success still remains for Company X, as long as everyone left can work together in this time of need.

People begin to spend several long hours at work, and thus have less time for other things. Stressed employees may be unhappy and thus produce nominally. Worries about whether or not people will be able to keep their job, their health insurance, and even keep their homes, plays a large role in stress, and the possibility of losing a job can be scary. Another word for stress is tension or anxiety. Stress can deteriorate social and family relationships. When someone experiences stress, there are many different symptoms. In the short-term, people may experience pressure to meet a deadline or to fulfill a challenging obligation. But when work stress becomes chronic, it can be overwhelming — and harmful to both physical and emotional health. Organizations need to recognize stress as a problem and decide whether or not to act upon it.

As a result of an unusually high turnover rate of 33% within the first 90 days of employment, Partners in Behavioral Milestones’ (PBM) upper management and the company involved in the acquisition must understand the factors leading to such high turnover and low retention rate (M. Goff, personal communication, June 29,2016). Additionally, while the company performed services in the behavioral health arena and focused on the highest behavioral disruptive individuals in the Kansas City, Missouri area, DMH and other state agencies had a great deal interest in the staffing capabilities of PBM (M.McGraw, personal communication, August 5, 2016). Therefore, the purpose of this investigation will be to study the factors contributing to the turnover/retention of employees in the behavioral health sector of public service. Ultimately, the research would serve as basis for PBM to develop retention strategies for their workforce.

As Employers, they face enormous challenges when they consider the increasing difficulty of finding skilled people, a more demanding younger workforce, and a growing population of older workers heading toward retirement. Money and benefits are important, but studies show most employees leave for other reasons. Obviously, a certain degree of turnover is unavoidable, but with a small amount of effort organizations can make a major difference. For a company to develop a retention strategy, employers must

Attracting and retaining employees is a topic of in numerous articles, conference sessions, books and Websites, as well as the basis for numerous product launches to cub the concern of many organizations (Klepinger, 2007). Smith, (2007) notes that there is difficulty in finding and keeping talented people is having a catastrophic impact on many businesses and industries throughout the world. Money and benefits are important, but studies show most employees leave for other reasons. Employers have the need to retain the talents they have to attain the desired organizational goals which could include quality, customer satisfaction and the bottom line. Earle (2003) observes that

According to Collings and Mellahi (2009), a talent management involves some activities in human resource practices one of which is to maintain the loyalty of employees to a company. High turnover rate of employees as an indication of low workers’ commitment (in companies’ views) or poor retention applications (in employees’ views) is a big problem in some companies (Becker & Huselid, 1998). The problem can lead to inefficiency in the cost of employment and may also influence companies’ performance (Boselie, Dietz, & Boon, 2005). Therefore, some companies may set and implement a retention strategy as an