Employer Challenges Post Recession: Company Restructuring Despite High Employee Turnover

When an employee leaves the company of his or her own volition, it is called voluntary turnover. In this essay, I will discuss why voluntary turnover is a problem for many organisations and how to retain employees.

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.

In this paper Team C has discussed the issue of poor employee retention concluding in a high employee turnover rate. This is an issue that can be common among some companies and that is a great example of

In order to determine appropriate interventions to reduce management turnover, an understanding of the underlying causes is required, in addition to an understanding of theoretical perspectives that relate to job satisfaction and organizational commitment. While the case study does not specifically describe the causes of turnover at Bubba Gump Shrimp Company, we can infer the possible causes. Employees typically leave their jobs for one of five reasons: unavoidable reasons, advancement, unmet needs, escape, and unmet expectations” (Aamodt, 2010, p. 394). Specific to the foodservice industry, poor

Throughout the past recent year, the company has been faced with higher numbers of employees leaving the firm to find employment in other organizations. Initially, this movement was perceived as natural and healthy, since organizational staffs need to change, renew and refresh in order to stimulate creativity, new skill development and sharing or ongoing change and development within the firm (Griffeth and Hom, 2004).

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

In 2008, all of the Fortune 500 companies are having a great year because of the strong economy. One of the companies benefiting from this is Company Q, managed by a twenty year veteran CEO, Derek and Director of Customer Relationship Management, Casey. However, even with the strong market, Company Q was failing to meet its goals (of being on time and on budget) with this

Gone is the age when people sought permanence in every vital facet of life, be it relationships or jobs. With the advent of modern era, there has been a tangible shift from securing permanent things to ascertaining better things. It is a typical human behaviour to have an insatiable hunger for development and betterment. This penchant can be evidently contemplated in the corporate employees, since the corporate world is swamped with a surfeit of jobs and there are ample chances for employees to move from one job to another. In such transient job environment, companies need to prepare themselves well in advance to efficiently and professionally handle the exit of employees.

The case study we chose was “The personnel earthquake continuum: Consequences of collective turnover - A case study of Qidian Founders ' Collective Turnover.” Qidian is an online literature company in China. They are credited for developing the business model that almost all online literature companies use in China. While most studies on turnover concentrate on “causes and processes” (Wang, Yuan, & Chen, 2016) of collective turnover, this study focusses on the “consequences” (Wang et al., 2016) of collective turnover. Qidian Founders’ collective turnover is used for this study, where they show the consequences of collective turnover. In this study Qidian Founders’ collective turnover was monitored for 14 months. The goal of the study was to “analyze the consequences of collective turnover and present a theoretical framework of collective turnover in this study.” (Wang et al., 2016), meaning the research will not only provide consequences, but a set of procedures on what can be done to manage these the loss associated with collective turnover. The foundation for this study was based on Qindian Founders’ need to better understand the effect of turnover either negative or positive within their company.

I propose to present practical strategies targeted at reducing the final rate of employee turnover at TFT Corporation to a reasonably productive rate like one or two employees per year. I recommend the establishment of winning strategies for employee motivation, setting of promotion strategies based on employee performance, and training of employees.

One might even speculate that this is related to the disappointing results in so many organizations that have downsized. The emerging evidence (e.g. McKinley, et.al, 1995) questions the bottom-line wisdom of downsizing. Many studies point to the negative consequences of downsizing in terms of morale, commitment and the enduring work of the "survivors.” This analysis discusses ineffective employees and effective leadership qualities so that managers and employees can examine and improve their skills. The conforming, loyal "organizational man and woman" of the 50 's and 60 's (Whyte, 1956) has given way to the authorized, risk-taking "enterprising" employee of the 1990 's. By freeing people of the bureaucratic encumbrances and "empowering" them to take action, New Order organizations aim to promote success through more sophisticated collaboration, through teams whose members represent and integrate different specialties, and through the heightened interpersonal competence which arises as people fill their roles more passionately (Drucker, 1994). A significant shift is taking place in organizations throughout the world-a shift that has important implications for the skills that will be critical to your success both as a member of organizations and as a manager and leader. This shift involves increasing the emphasis on the group or team.

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

The compose research imposes that the organization and businesses incorporates employee turnover cap. DeNicco (2015) study reports an increase in the unemployment rate will decrease the odds of economic job recovery. Nevertheless, the organization needs to encourage managers to interact with employees in order to boast the morale and job satisfaction as well as the organization and performances (Millan, Hessels, Thurik, & Aguado, 2011).

When the staff changes frequently, the employees who stay have a difficult time building a positive team spirit. A group of employees learns to work well together, only to have one or more members leave. High turnover can hurt

Companies almost always go through difficult times. And although those difficult times may appear out of nowhere, most of the time, the warning signs are always there.