Employee Retention

Psychological stressors include interpersonal conflict, role stressors, work-family conflict, and emotional labor, which is the regulation of one’s emotions to meet job or organizational demands. Another psychological stressor that may have the most influence in determining an individual’s response to a situation is a lack of control or predictability, which is related to the amount of autonomy an employee perceives in controlling how and when they perform the tasks of their job. (Landy & Conte, 2009) Stress may result in negative behavioral, psychological, or physiological consequences and the effects of multiple stressors can be cumulative. Absenteeism, accidents,

Chern’s talent philosophy involves the retention and development of their employees. In a recent analysis of the turnover data, the executives learned that a disproportionate number of good sales associates had left the organization. These sales associates could have been potentially strong candidates for the department manager and assistant department manager positions. Chern’s uses supervisor recommendations and structured interviews to promote about 75 percent of their sales associates to department managers and assistant department managers. In the exit interviews the sales associates indicated that they were leaving because they didn’t feel there was the potential of reaching the managerial positions they wanted. This indicates that Chern’s efforts to communicate promotional opportunities and succession planning intentions to high-potential sales associates is not sufficient. Chern’s needs to improve their internal promotion practices to ensure high-potential sales associates are developed and retained or the managerial positions.

There are numerous challenges that organizations are faced with in order for them to survive and grow. These challenges are mainly faced by people who are tasked with making decisions on a daily basis within the organizations because a majority of the challenges are human based. The employees working in an organization are likely to suffer from occupational stress depending on their work. Occupational stress comes along when an employee is faced with demands within the workplace, and they are not able to complete or carry out these demands. The failure to complete the demands placed upon them would cause the employee mental and physical strain as their body would have a physiological reaction. According to research there are various factors that contribute to stress in the workplace. These factors include isolation, extensive working hours, negative workloads, unhealthy working environments, harassment, bullying by management, and lack of motivation or advancement opportunities. The factors mentioned are not exhaustive as there might be other causes to occupational stress depending on the individual or employees.

According to Merriam-Webster Collegiate Dictionary (2013), stress in general is a physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation (Full definition of stress, 1c.). Job stress may involve the type of work your do, your boss, or co-workers or your hours you work. When it comes to job stress, it can take a toll on your productivity, as well as your physical and emotional health.

The second pillar, destination healthcare employer, aims at recruiting high performers and improving employee retention. The current rate of turnover at Tuality is high compared to other Portland Metro counterparts and training is expensive. Other plans for retention include providing a market competitive wage and benefits package. High visibility recognition will be seen featured more in the coming years with the initiation of the President’s Award and other programs aimed at ensuring employees feel valued. Mr. Berman strongly feels that Tuality employees are its most valued resource and it is apparent in his first years as the CEO that he wishes to improve employee satisfaction. On the other side of high performers, however, low

Some issues can be found with the employees working at the casino, but others can be attributed to the lack of professionalism and leadership within the different leaders and management of the casino. For example, it was mentioned several times during exit interviews that Joe, the pit boss, was toxic, overbearing, evil, and incompetent. The human resources director, Tom Sneed, is afraid of doing what is necessary due to the fact that Joe is the owner’s stepson. This increases the amount of work for the employees

Succession, in simple terms, refers to the concept of recruiting competent staff members to carry on the work of an organization (Titzer, Phillips, Tooley, Hall, & Shirey, 2013). With retirement of long-term staff members comes the need for new workers who can carry the torch. Part of succession planning is developing the leadership potential of prospective candidates. As important as succession planning is to the long-term wellbeing of an organization, many obstacles stand in the way of this being completed. These can include egotism, insecurity, failure to plan for the future, inadequate resources, lack of clear positions, and constant change (Titzer et al., 2013).

I would like to conclude on a few points that we have discussed. The term stress was coined by Dr. Hans Selye from the University of Montreal and the basic definition of stress is the body’s response to any demand placed on it, pleasant or unpleasant (Cunningham, 2000). Some major causes of stress are “high physical, mental and or emotional demands, lack of variety, short work cycles, fragmented or meaningless work, underutilization and high uncertainty of work” (NOHSC, 2000, P. 29). There are also psychological stressors that affect workplace but that I will save that for another

reference to her lack of time management, detail and initiative as it related to her position. This occurred in early 2009 prior to the assault.

One of the biggest concerns among healthcare professionals today is job satisfaction. There are many articles which discuss issues related to this subject, and Nurse Staffing and the Relationship to Job Satisfaction and Retention is one of them. Four College professors, Debra Hairr, Helen Salisbury, Mark Johannsson, and Nancy Redfern-Vance came together in 2014 to conduct a study to see if nurse-patient ratios have a connection between job satisfaction and retention and to write a research article on their findings.

& Hacooun, 2015, p.7). Adding this type of program can help increase satisfaction from patients, increase effectiveness of practices used within the hospital, and hopefully increase employee retention.

100% of the staff of a restaurant, hotel, airline, cruise ship, etc. is replaced four (4) times per year. There

Even though employee retention starts with attracting potential employees, today’s society has placed a new and greater demand for skilled and educated employees as new hires for their companies. These employees, however, are starting to become harder and harder to find. So

Research indicates that employers can increase employee retention, increase employee productivity, and reduce employee healthcare costs by implementing a workplace wellness program.

Employee turnover is one of the major concerns in the professional environment. The businesses are in need of employees who can relate with the organizations so their employee turnover rate can be reduced. Human Resources Management (HRM) suggests that managerial procedures are strengthening the relationship between the employees commitment towards organization and make it easy to understand the objectives along with mission. HRM practices and organization execution are the one that directs the employees and determine their intentions for turnover rate.