Background of the problem/gap Apart from profitability, there are a wide range of other factors that determine how successful an enterprise is likely to be in the long-term. These include, but they are not limited to, the motivation levels of employees, employee commitment to organizational goals, and employee training and skills. It should also be noted that how an organization identifies and resolves the various workplace concerns and conflicts that emerge from time to time is key to its long-term success. Towards this end, the relevance of the evaluation and assessment of human behavior in the organizational setting, i.e. industrial and organizational psychology, cannot be overstated. This is more so the case given that an assessment of this nature is critical in developing an understanding of the relevant dynamics at the organizational, group, and individual levels so as to not only properly diagnose problems and implement solutions, but also put in place measures that further enhance the performance of the organization in the short-term as well as the long-term. Studies conducted in the past, in relation to work behaviors as well as job attitudes, indicate that workers who harbor dissatisfaction are likely to actively seek other job opportunities from outside the organization (Brooks, 2018).

Theoretical Foundations (models and theories to be foundation for study)

The impact of attrition on the long-term success of an organization is undeniable. Employee replacement costs are inclusive of costs associated with the reassignment of employees engaged elsewhere to important duties and roles left behind by exiting employees (in terms of overtime, etc.), exit interview costs, and employee move processing costs (Johnson and Beehr, 2013). There are also costs associated with replacement (i.e. orientation expenses) and training costs (i.e. formal training for specific roles) (Johnson and Beehr, 2013). According to Brooks (2018) employees that are well motivated are unlikely to actively seek greener...

These include, but they are not limited to, the expectancy theory, job-characteristics model, and the equity theory. The present study will largely be founded on Richard Hackman’s and Greg Oldham’s job-characteristics model. This model, according to Daft and Marcic (2010) “comprises core job dimensions, critical psychological states, and employee growth-need strength” (421).
Review of literature topics with key theme for each one

Summary

There are a wide range of factors that band together to ensure that employees do not leave the organization in search of better opportunities. According to Brooks (2018), the attitudes employees have towards not only a job, but also the entire organization as a whole in relation to the management, team members, as well as work environment has a significant impact on morale. Towards this end, it would be prudent to assess the various factors that impact not only employee work experience, but also their output in terms of productivity. These have been aligned with Hackman and Oldham’s dimensions.

Employee Development

According to Daft and Marcic (2010), the relevance of the personal as well as professional development of employee cannot be overstated when it comes to the promotion of workplace satisfaction. With that said, organizational wellbeing could be promoted in the long-term through the development and implementation of various talent management initiatives. Pinder (2014) adds that studies have in the past indicated that employee learning and development is a critical ingredient for innovation and enhanced performance. In the words of Brooks (2018) “employees who are satisfied in the performance of…