Organization I Chose to Study Is Called

¶ … organization I chose to study is called Meritorious Staffing Services. This is a temporary employment agency serving South Florida. It is located in Miami Beach. The service it provides is finding qualified individuals to fill a variety of staffing positions for employers. Meritorious has six full time employees, two part-timers, as well as a summer intern.

p. 676 #2. The job holder's title that I chose to study is senior staffing consultant. The individual filling this position is Maria Raspatelli. I opted to study this person's job largely based on Raspatelli's title, for the simple fact that the title sounded like one denoting authority and senior level responsibility. Additionally, I was interested to see what it takes for individuals to advance in rank in temporary employment agencies.

p. 676 #3. Raspatelli provides a number of managerial like services for this agency. She supervises the work of the other five full-time employees at the agency. As such, she is responsible for interviewing, hiring, and training all of the staff in this relatively small temporary agency -- although she only manages the full-time staff. Additionally, she is actively involved in communicating with employers about potential openings. She assists in interviewing applicants and leading them through their skills assessment as well.

p. 676 #4. The intrinsic rewards associated with Raspatelli's position is the fact that she has a partial stake in the ownership of this company. As such, it is in her best interest to work hard and see it succeed. She appears to take pride in fostering solid professional relationships with employers. Extrinsic rewards, a palpable demonstration of the return from working such as financial incentives (Pritchards et al., 1977, p. 9) include a medium-high five figures salary as well as a benefits package.

p. 676 #5. The unique characteristics of this job that I did not know would be a part of Raspatelli's work includes administrative duties. Since this is such a small temporary agency, everyone helps out answering the phones and taking messages.

p.732 #1. The loss of 30 managers out of 120 in the course of a year is definitely a need for concern for HCLC. That is 25% of the company's managers -- not regular employees. Management, conceivably has good jobs with accordant salaries. This sort of loss rate denotes a problem.

p. 732 #2. The additional data that is required to learn more about the managerial turnover rate is that which pertains to the circumstances of the managers leaving. Granted, there are a few "angry" resignation letters to consider ( Henemen et al., 2012, p. 732). However, for the majority of the resignations, "no reasons for leaving were given" (Henemen et al., 2012, p. 732). Ideally, exit interviews should accompany departure to provide insight into the causes of managers leaving.

p.732 #3. The costs of this turnover are substantial. They include retraining employees to fulfill these management positions, ultimately. Training involves a dedication of resources and time that could be devoted otherwise. The potential benefits of this situation are that they allow the company to promote within its own organization. Such a practice encourages employees to concentrate on their jobs and to have an extra from of extrinsic motivation to improve their work.