Employee Retention Rates And The Quality Of Work

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.

Unhappy employees can be toxic to any organization. The lack of interest, blatant disregard for company policies and procedures, tardiness and a host of other negative behavior can quickly spread to other employees, especially new recruits. The key is to diagnosis the situation and deal with it sooner than later. Providing immediate attention to an escalating issue displays not only efficient leadership but also builds trust with other currently loyal workers.

In any organization it is essential to understand the relationship between organizational culture, leadership behavior and job satisfaction. This understanding allows management to know what cultural factors drive the organization and can be used to align the organization with its strategy allow for a good reward system. Culture within organizations is important as it plays an enormous role on whether employees are in happy and safe environments and can perform at the full capacity. Strong cultures are based on two characteristics, high levels of agreement among employees about what’s a valued and high level of intensity about these values CITATION Cha03 \l 1033 (Chatman & Cha, 2003). Although it seemed as if it had a great culture

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.

Management can improve culture within an organization and increase employee retention is by implementing strategies that benefit employees. This can be done by having flexible workplace policies. Some ways that will increase employee retention and employee loyalty is by increased sick day approvals, longer paid vacation days, as well as increasing wages and benefits (Boushey and Glynn, 2012)). Furthermore, management can implement strategies to encourage friendly competition within an organization by giving employees incentives and rewards. An example of a company that understands the importance of employee satisfaction is Costco. According to Costco’s CEO when gas prices were high, the organization made the initiative to help employees. For

Not every person is a suitable candidate to be in the leadership of a company. It may be because they do not want the reasonability and extra obligation to being in charge of other individuals, or they are not successful in the position. It is important to have the right people in command of other personnel because it will lead to violence, unproductive work and the failure of a business. Traits that make a good leader include, being organized, taking care of your employees, understanding the task at hand and meeting deadline and many more qualities. However, if it is present, there is an important characteristic of a manager that will lead to the decrease in confrontations among their employees and it is communication. In an article it states, “A manager with strong communication skills is able to instruct as well as he listens. Managers who can communicate effectively can process information and then relate it back to their teams clearly. Effective managers should be able to understand, decipher, and relate the organization's vision back to their employees in order to maintain productivity.” (Dario, Priolo) Communication will go a long way in a workspace. If there is a positive flow of messages between employees, this will result in less confusion. Usually, issues occur when there is a lack of communication because workers get confused, they do not have the right idea of what needs to be

Chern’s talent philosophy is focused on the retention and development of their employees. They are the primary source for their associate department managers and department managers is their sales associate position, with 75 percent of their promotion coming from this source. In a review of the turnover data, the leadership team learned that they are losing a large number of good sales associates. The executives learned that a disproportionate number of good sales associates had left the organization. The exit interview data shows that the sales associates are leaving because they don’t feel there is opportunities available for them to reach managerial positions in the company they are looking for. This indicates that the organization is not doing an effective job communicating promotional opportunities and career development planning to high-potential sales associates. Chern’s needs to improve their communication process for promotional opportunities and ensure that they have a strong succession planning strategy in place to develop high-potential sales associates for open managerial positions.

Laura Michaud expresses the importance and what it takes to retain employees in her article, The Value of Retaining Employees. It’s hard to retain employees especially when opposing organizations try to influence employees with offers of more money or more perks. Michaud discusses five important retention tips that will keep employees happy; build relationships, offer praise, listen, create a fun environment, and strengthen the team. Retention is important for a company because losing employees can potentially cost a lot of money. “According to the U.S. Department of Labor, it costs a company one-third of a new hire’s annual salary to replace him or her” (Michaud 2000). The direct costs the company uses to find new employees includes

Research indicates that organizational culture is powerful in determining employee attitude, behavior, and reactions to specific events and practices. This study suggests that culture does have a direct influence on how fairness is perceived and moderates the relationship in participation, object, amount, and the fairness of the monitoring system. Organizational culture type is defined into three categories; bureaucratic, innovative, and supportive. Bureaucratic and innovative cultures have both been associated with high levels of worker stress and burnout. The bureaucratic is a hierarchical, structured, regulated, and procedural culture. Innovative is a results oriented, risk taking, challenge, and creativity type of culture. The supportive culture promotes "family values," such as harmony, openness, friendship, collaboration, and trust.

In the course of their existence all people have experiences and respond to the roots and traditions of their culture, spirituality and the social, political and economic conditions in which they find themselves1. Shift from one organization to another is also a type of response.

High employee turnover rates bear an overall impact on organizational performance. More specifically, the costs of turnover will impact the company’s productivity. The cost of replacing employees can exceed 100% of the annual salary for the open position (Cascio, 2006). There are two types of costs associated with managing turnover, Separation costs and Replacement costs (Allen, Bryant and Vardaman, 2010). When employees voluntarily resign the organization acquires loss time and money to separate from the former employee. These costs include recruiting, selecting and training a suitable replacement. The relationship between turnover rate and performance are inverse. As collective turnover increases, an organizations productivity will decrease (Hausknecht and Trevor’s 2011). Developing mechanisms to offset the desire for employee’s to resign could mitigate the risk of company’s falling short on productivity, and incurring those costs that affect the bottom line.

Employee Retention: Employees subject to an employer restructuring process may become stressed or distrustful of their employer, its management and their coworkers. Restructuring may cause sudden departures of coworkers and management. Human Resources Management is responsible for convincing remaining employees to stay with the organization. Employee retention efforts may include bonuses, employee training, internal promotion opportunities and improving workplace policies and procedures. Although restructuring resulting from falling profits are unlikely to provide salary increases, such restructuring may provide employees with incentives such as additional time off, flexible work schedules or on-site amenities. Human Resources Management is accountable for researching, recommending and implementing employee retention strategies during restructuring.

Talent is a driving force behind Human Resource contributions to organizational success. The ability to attract and retain such talent is rapidly becoming one of the key issues for human resource managers and their organizations across the globe.

Any business with unhappy employees will lead to high rate of staff turnover and generally create a negative work environment. This has been an ongoing and serious issue, it is definitely something that requires addressing and to be improved so JW Manufacturing can become an environment where workers are happy working, this will in turn also reduce the staff turnover figures. Currently there are 40% of the workers that are not happy working particularly in the afternoon and night shifts, of the amount of staff that have left the company and even express interest in leaving the company, 90% have been from the workers who are rostered on the afternoon and night shifts. So unhappy employees lead to workers leaving, money and