Organizations face a challenge in retaining workforce whose knowledge has a high competitive merit. This challenge is as a result of the increase in job mobility and occurs in all types of organizations across all management levels. Previous studies on the topic of, Organization Retention, suggest that an organization's strategic orientation and specific human resource management practices have a significant impact on employee retention and organization performance. Some other studies suggest that when organizations ignore retaining some of their employees, the organizations remain with inadequately qualified employees who will gradually influence the organization's ability to grow (Hausknecht, Rodda and Howard, 2009). Therefore, retention is a vital aspect for every organization because it influences the capability of the human resource department.
Organizations should implement strategies aiming to advance ways of developing, retaining and utilizing employees equitably, and professionally. Employee performance has a direct relation with job satisfaction, which depends on a good working environment that will see JC's Casino meet its current and future business requirement to retain a competitive merit over its competitors. This paper provides an evaluation of the situation in JC's Casino in regards with the current scenario and provides recommendations on the way forward. For instance, if JC designs motivational programs aimed at raising employee performance; this will significantly offer invaluable help.
For an organization to succeed, it should consider issues such as gender, culture, different perceptions and employee ideas. However, leadership in an organization directly determines the growth rate of the business because the relationship between employees and an organization's leadership has significant influence on job performance. An organization with the right leadership will prosper, and the turnover rate is less (Spector, 2008). However, the current situation in JC's casino reveals that the business has very many problems, which results from the leadership and seen through the employee behaviors.
The scenario on JC's Casino reveals several problems relating to the employees working, but most importantly, the lack of professionalism from the management of the Casino stands as the perpetrator of the problems. Some of the cases contributing to the problems include a disrespectful boss, who is uncooperative, a small overworked workforce, and lack of able leaders. This workforce opted to remain with the Casino after other employees left. In addition, the guests become frustrated because there are no available rooms, and the Casino hires additional workers to attend to the guests, which I find inconvenient.
Systems associated with employee motivation should comply with the company's strategy, structure, resources and an organization's culture. For a company to attract and retain an able workforce, the company should recognize the key factors motivating the workplace and offer it as an incentive to potential employees. With regard to the current scenario in JC's Casino, we can develop an approach based on two motivation theories: Reinforcement Theory and Justice Theory of motivation.
Reinforcement theory illustrates how rewards or reinforcements influence behavior. This theory offers an explanation on how behavior as an element of an employee's reinforcement history; for instance, how behavior has brought rewards in the past. In addition, although motivation is core to internal causes, some causes of motivation may result from the environment (Spector, 2008). Reinforcement theory suggests that behavior is an output to the environment, and rewarded behaviors in an organization often repeat. In regard to JC's Casino, the employees do not receive rewards.
The absence of rewards results to the deterioration of job performance characterized with absences and lack of work morale until the workers eventually quit working. In addition, the case study reveals overworking of workers whose efforts go unrewarded and unappreciated. The housekeeping staff hires new employees, but the existing housekeepers need motivation by a reliable reward organization (Spector, 2008). In addition, the scenario reveals that providing an extra reward for completed tasks will create a reinforcement history and the housekeeper's will tend to perform willing fully in a devoted manner. The Casino can adopt simple rewards such as movie tickets, shopping coupons or some services offered in JC's Casino.
Justice theory comments on the value of fair treatment of employees by their employers and states that they value fair treatment, which motivates the workers to maintain equity within their organizational relationships. Organizations should recognize that equity in the workplace relies on the contributions of the workers in an organization. In addition, the theory suggests that fair treatment of employees will motivate them to work hard and change their levels of performance. Motivation of employees leads to equilibrium, and when a situation is out of stability employees become unhappy, unmotivated, and tense.
The theory further suggests that employees in an organization compare themselves with others for the same job to verify for fairness. Equity is a factor that employees incorporate into their perceptions of life, work and family life making it a significant ingredient in the well-being of the employees (Spector, 2008). The housekeepers at JC's Casino work but offered more work to produce additional results. It is evident that treatment is neither fair nor equitable; in addition, their extra performance is not rewarded. Owing to the management's expectation, the house keepers have become angry, resentful, unmotivated while other employees opted to quit. In additional, the working conditions or their workplace has a toxic, overbearing, evil and incompetent manager revealing that there is no fairness expected from such a manager.
A job stressor is a situation at a workplace that requires an adaptive response from the part of the worker. There are various reasons in a work environment that can create stressors for employees. Several occupational stressors in JC's Casino are making the workers upset. Occupational stressors are causing dissatisfaction of employees at the casino. For instance, the casino lacks a communication model, whereby employees cannot communicate due to fear creating an unpleasant working place at the casino. In addition, the pit boss is "toxic, overbearing, evil and incompetent," which leads to further stress on the workers because they experience unfair treatment.
Unfair treatment, combined with absentees only makes recruitment and retention an impossible practice for any human resource manager. JC Casino fails to make the business appealing, which is the main objective for any business. The ultimate aim is complete satisfaction of an employee and achieving this, business can experience better health in terms of performance and well-being of their workforce, which is an important asset of the human resource management (Hausknecht, Rodda and Howard, 2009). Implementing achievable working hours, sharing responsibilities between workers and incorporating employees in making company decisions will create positive feelings and generate productive results.
Role of Job Satisfaction on Retention
The Casino has not addressed the complaints of the dealers because the human resource director cannot confront the owner concerning the step son. In addition, the director lacks the ability to hire an able workforce to cater for the casino's needs. Therefore, the casino should hire a new manager who facilitates the well-being of the business. However, the human resource has the responsibility to recruit employees. Job dissatisfaction in the casino is extensive, and the managerial staff opts to quit because the casino asks them to work as housekeepers. The dealers do not stay long in the casino and overworking of the housekeeper's calls for compensation of the housekeepers for doing extra work, and the hiring of new staff.
The pit boss needs professional managerial training in order to maintain dealer retention. In addition, behaviors such as toxicity, overbearing, evilness and incompetency characterize failed management. However, sacking Joe, or training him will help in regaining dealer retention (Hausknecht, Rodda and Howard, 2009). The organization should not subject employees to an incompetent, degrading and unethical leadership and expect to retain employees. In addition, the human resource director also needs training to learn adequate employee selection…