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Managerial Turnover: A Problem?
Employee turnover should be a cause for concern in any organisation. It should be even more worrying if it involves key employees such as managers. The exit of employees from an organisation is often an indicator of considerable shortcomings in how the organisation manages its employees (Truss, Mankin & Kelliher, 2012). It could point to dissatisfaction with working conditions, management style, remuneration, workload, and so forth. HealthCare Launder Care (HCLC) has lost 30 of its 120 unit and site managers in the past one year, translating to a 25% managerial turnover rate (Heneman, Judge & Kammeyer-Mueller, 2012). This is without a doubt a disturbing trend that the organisation must urgently address to avoid the potential repercussions. The organisation must investigate the cause of the trend and put in place corrective measures if it is to succeed in the long term.
Managers are critical employees in any organisation. They supervise and oversee the day to day operations of the organisation, and ensure tasks are executed as planned. This is ultimately important for fulfilling the promises an organisation makes to its customers. When an organisation loses managers it loses crucial talent, knowledge, and experience. HCLC should be worried that its site and unit managers are exiting the organisation at such an alarming rate. If this continues or worsens, the organisation may eventually be unable to meet its strategic goals and objectives (Truss,...
Generally, retaining employees is cheaper than hiring new employees (Truss, Mankin & Kelliher, 2012). Recruiting new employees is usually costly because the organisation has to commit time and resources in advertising vacancies, screening applications, selecting candidates, and eventually training them. Every time the organisation loses a key employee, a new cycle of recruitment, training, and integration often has to begin. In the long term, this could be devastatingly expensive for the organisation: it could increase the human resource budget, consequently affecting the bottom line and the top line. More importantly, managerial turnover could kill the morale of other employees in the organisation. When subordinates see their managers quitting the organisation, their enthusiasm towards the organisation could start to reduce. Employees at junior levels may also start to have a sense of insecurity or uncertainty, subsequently affecting their commitment to the organisation.
There could also be legal consequences on the organisation as a result of managerial turnover. The managers could be leaving the organisation due to mistreatment by senior leadership. Mistreatment in this case denotes treating or handling employees in a manner that is not consistent with the relevant laws and regulations. If mistreated employees take legal action against the organisation, litigation…
References
Heneman, H.G., Judge, T.A., & Kammeyer-Mueller, J.D. (2012). Staffing Organizations. 7th ed. New York, NY: McGraw-Hill Irwin.
Truss, K., Mankin, D., & Kelliher, C. (2012). Strategic human resource management. Oxford: Oxford University Press.
Finally, this author suggests that the nature of the relationship and the type of psychological contract that emerges between workers and management is highly subjective and will naturally involve individual perceptions that may not be completely discernible without further investigation. In this regard, Kikul adds that employee perceptions of contract breach "represents a cognitive assessment of contract fulfillment that is based on an individual perception of what each party
In this second phase of interviews with senior management, both direct and indirect studies of the congruence of their behavior and actions with the cultural norms and values they verbally endorse will be compared with their actual behaviors and actions. Seeing if the senior management of Acme Software "walks the talk" of empowering employees and honoring their contributions will be evaluated. While these two attributes are not specifically called out
The leadership style through which the organizational management integrates the staff members in the decision making process reveals two main benefits. First of all, it stimulates the motivation of the employees, who feel like important and valued organizational assets. This sense is increased by the managerial desire to pay attention to the opinions of the subalterns. Consequently, higher levels of employee satisfaction materialized in higher levels of employee performances, operational
Employee Supervising a Problem Employee An Employee Relations Case Study Supervising a Problem Employee: An Employee Relations Case Study SCENARIO: John Jones is a long-term employee of the Lackawanna Police Department. During his first ten years on the force, John was enthusiastic about his job and was promoted quickly. Within the last year, however, John's performance has deteriorated. He is constantly agitated and is frequently late for work in the morning. His paperwork
Managerial Motivation of Generational CohortsTable of ContentsLiterature Review 3The Strauss and Howe generational theory 3Motivational differences of different generational cohorts 4Workforce motivation theories 5Performance management strategies in the workplace 9Job characteristics for different generational cohorts 10Generational differences in work values 12Relationship between the topic (Managerial Motivation of Generational Cohorts) and literature theory 15References 16Bibliography 18Literature ReviewThe Strauss and Howe generational theoryCommended by Newt Gingrich, ex-house speaker, Al Gore, ex-Vice President
businesses, in particular because there is a productivity drop that occurs when an experienced worker is replaced by an inexperienced one. What happens is that the company will see productivity drop, and this can affect the financial results, so the more turnover there is the worse the financial impact will be. If the turnover rate is high enough, as occurs in poorly-run establishments, then it becomes the blind leading