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What Works est?
We discussed this in "The Future" above, but other studies show curious results as well.
ucklin and Dickinson (2001) indicated that most of the common variations in incentive plans make no difference in performance. One of her studies showed that performance did not differ significantly whether the amount to be earned as an incentive was three percent or 100% of total pay. As her work seems to indicate, any incentive plan, regardless of its structure, is better than none at all. Three suggestions: consider non-cash incentives to offer on top of competitive compensation; customized individual incentives are more effective than group incentives; and make sure that every employee's day-to-day manager or supervisor is positive. Remember, employees leave supervisors more often than they leave companies.
American vs. European
American workers, on average, have less job security than European workers. When faced
with a need to reduce their workforce,…
Cyprus, S. (n.d.). What are the Best Employee Retention Practices? Retrieved May 4, 2009, from Wisegeek.com: http://www.wisegeek.com/what-are-the-best-employee-retention-practices.htm
Dickinson, A. (2001). Individual Monetary Incentives: A Review of Different Types of Arrangements Between Performance and Pay. Journal of Organizational Behavior Management, Vol. 21, No. 3.
Employee Retention. (n.d.). Retrieved May 3, 2009, from Spectracomm.com: http://spectracomm.com/Article06.htm
Heathfield, S. (n.d.). The Bottom Line for Employee Retention. Retrieved May 4, 2009, from About.com: http://humanresources.about.com/od/retention/a/manager_role.htm
Investment in intranet technology for human resources and employee communication purposes is the single-most important means by which we can improve employee retention, because it addresses the most significant drivers of turnover (ard, 2009).
There are other low-cost means by which the firm can improve retention as well. One not yet discussed is fostering a team-like environment. ith 41.8% of workers driven by having a positive work environment and strong interpersonal relationships, the benefits of building greater camaraderie among workers are obvious. This can be done inexpensively. At FedEx Canada, team meetings are held each morning for each workgroup. The meetings are short, and are used to cover basic issues, but by bringing employees together physically and discussing the issues of the day in a "team" sense, the idea of teamwork is promoted. Employees will naturally talk to each other as they come together and disperse.
Although the role of…
No author (2009). Employee Turnover -- How Much is it Costing You? Go2HR.com. Retrieved August 6, 2009 from http://www.go2hr.ca/ForbrEmployers/Retention/StaffTurnover/tabid/110/Default.aspx
Ho, Vanessa. (2007). Focus on Employee Retention Should be the Same as Recruitment. ConnectIT. Retrieved August 6, 2009 from http://www.connectitnews.com/canada/story.cfm?item=4737
Hannay, Maureen & Northam, Melissa. (2000). Low-Cost Strategies for Employee Retention. Compensation & Benefits Review. Vol. 32, No. 4, pp. 65-72.
Ward, Toby. (2009). The Intranet as an Employee Retention Tool. Prescient Digital Media. Retrieved August 6, 2009 from http://www.prescientdigital.com/articles/intranet-articles/the-intranet-as-an-employee-retention-tool/
The central question of the research would be: Is it enough to offer attractive remuneration package to reduce turnover rate?
Literature will include peer reviewed and scholarly journals that have dealt with the topic of retention and employee growth etc. These journals will study the subjects from different angles including what is really important for an employee at work, what make them stay with a firm and what doesn't, what works for an employee and how remuneration can help.
We shall be distributing questionnaires to people at various positions. We have also designed a survey that will help us study the question in greater depth.
The methods we have chosen are appropriate because they will give us first hand knowledge of what a firm is doing and what works for an employee and what doesn't. Instead of only relying on journals and literature, surveys and questionnaires will also be used…
Employee Retention Management and Measures
There are a number of different means by which contemporary companies and their human resource departments can retain the talent they are able to attract to their organizations. Some of these are based on providing palpable employee value. Of equal importance is the ability to create salient brands which can increase employee attention rates, in addition to performance management tactics. All of these approaches should coalesce to form an environment in which employees favor remaining with an organization, rather than leaving it.
Branding positively affects employee retention in a number of critical ways. Firstly, it is a key point of differentiation between an organization and its competitors’, since it involves some of the core values and attributes of an organization. Organizations tend to become known—both to the general public as well as to those operating within their industries—according to their brands. This notion is readily…
Cardy, R.L., Lengnick-Hall, M.L. (2011). Will they stay or will they go? Exploring a customer-oriented approach to employee retention. Journal of Business Psychology. 26, 213-17.
Cascio, W.F. (2014). Leveraging employer branding, performance management, and human resource development to enhance employee retention. Human Resource Development International. 17(2), 121-128.
Presbitero, A. Roxas, B., Chadee, D. (2016). Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee-organisation value fit. The International Journal of Human Resource Management. 27(6), 635-652.
Shore, L., Tetrick, L., Taylor, S., Coyle-Shapiro, J., Liden, R., McLean Parks, J., et al. (2004). The employee-organization relationship: A timely concept in a period of transition. Research in Personnel and Human Resource Management, 23, 291–370.
Employee Retention Strategies
Employee retention and turnover are the most objective measures of employee satisfaction and dissatisfaction in businesses. As a result, many employers try to retain employees through basic strategies, such as increased pay and benefits. However, research shows that there are less expensive and more effective ways to retain employees.
William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, that businesses with high turnover often lost employees because of dissatisfaction with compensation.
On the other hand, the research also revealed that, in companies with low turnover, the majority of employees cited emotional factors, including work satisfaction and good work relationships, as the main factors affecting their retention. The minority of employees in these companies said that financial factors, such as compensation and benefits, were the motivating factors for their retention.
This literature review looks at the factors affecting employee turnover and recent…
Baker, H.K. (1979). The Turnover Trap. Supervisory Management, 24(6), 2.
Brannick Human Resource Connections (2002). Organizational culture and employee retention.
Deutsch, A. (1982). How Employee Retention Strategies Can Aid Productivity. Journal of Business Strategy. 2(4), 106-110.
Frase-Blunt, M. (2001). Peering into an interview. HRMagazine, 46.
Improving Organization etention
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 etention, 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, odda 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…
Spector, P.E. (2008). Industrial and organizational psychology: research and practice (5th ed.).
Hoboken, NJ: Wiley.
Hausknecht, J.P., Rodda, J., & Howard, M.J. (2009). Targeted Employee Retention:
Performance-based and Job-related Differences in Reported Reasons for Staying. Human Resource Management, 48(2), 269-288.
Employee Retention Strategies at Marriott Hotel
Marriott International, Inc. is one of the world's most recognizable brand names, both in the hospitality sector and on the corporate landscape at large. Its enormous success is a produce of a number of factors, not the least of which is its unparalleled track record in employee relations. Today, according to addell (2006), "the Marriott family has more than 3,000 hotels in 67 countries around the world. The largest of the 15 Marriott brands - Marriott Hotels & Resorts - has more than 500 hotels worldwide." Its remarkable scale and growth share a reciprocal relationship with its status as the single best practitioner of employee retention in its industry and as an exemplar to other firms in this dimension of its operations.
Part A-Retention Management:
As noted here above, Marriott International is both one of the most successful and one…
Botelho, L. (2012). Marriott International Opens Doors for Hourly Workers. Marriott.com.
Business Week. (2009). Marriott International. Business Week.com.
CNN Money. (2010). Staying Power. CNN.com.
Enz, C.A. & Siguaw, J.A. (2000). Best Practices in Human Resources. Cornell Hospitality Quarterly, 41(1), 48-61.
Human Resources at TeleSouth
The case provided shows TeleSouth as an ambitious company from the time it was established up to now. The company employed vibrant employee recruitment and selection strategies with the aim of ensuring that it capitalizes on profit maximization strategies via the acquisition of top talent in the industry. It is admirable that the company had about 400 employees just over three years of startup: this was expected to bring success to the company, and perhaps, foster employee satisfaction and retention. However, the case presents a different perspective. First, it is shown from the case that the company has not, or barely able to retain its employees for a period exceeding two years. Many of those who were employed were aged less than thirty years.
Whereas most of the employees recruited were females at 55% proportion, it is shown that female managers were few. Although…
job satisfaction among audi nurses: Impact on recruitment and retention
Assessing Job atisfaction among audi Arabian Nurses: Impact on Recruitment and Retention
The importance of nurses' job satisfaction can be assessed in accordance with its implication on health care quality, national workforce situation, but also with management practices. One of the most important implications refers to audi Arabian nurses' job satisfaction impact on recruitment and retention practices. This research proposal advances a model for assessing job satisfaction and its relationship with nurses' decision to stay on the job or search for more satisfactory jobs elsewhere. In addition to this, the research proposal focuses on how hospital managers can be interviewed in order to provide significant insight on best practices regarding recruitment and retention in the nursing field.
Background of the tudy
Purpose of the tudy
Limitations of the tudy
ignificance of the tudy…
Saudi Arabian nurses' job satisfaction levels have been studied also by El-Gilany and Al-Wehady in 2000. The objective of the study was assessing nurses' job satisfaction and determining the factors that could increase it. The sample was of 233 nurses. Data was collected through a self administered questionnaire. The majority of respondents stated that they are satisfied with their workplace and the assigned roles. The study also revealed the fact that in order to improve job satisfaction several factors must be improved, like social attitude towards the nursing profession, and providing more comfortable working conditions.
Strategies for Recruiting and Retaining Saudi Arabian Nurses
Improving job satisfaction is an important factor that affects nurses' decision to change work
This paper discusses why the organization is unable to retain its employees given that it is experiencing high cases of absenteeism, wok-related stress, and a worrying trend of employee turnover. The evaluation is conducted on the premise that employee retention is a crucial component of organizational success and has significant implications for personnel and human resource management as well as organizational behavior. A descriptive research design was utilized to conduct this study through a Likert scale survey instrument comprising of seventeen questions. The survey was administered to a group of participants from three military-affiliated organizations. The survey found that various factors impact organization’s ability to retain its employees including organizational culture, gender roles within the company, family conflict. However, female employees are more affected because of family and children issues such as sick children and daycare problems.
Keywords: employee, organization, retention, company, work, absenteeism, work-related stress, working environment, human…
However, it has been a struggle to make employees view that these employee feedback programs are not just a tool for the companies to comply with has been a losing battle eports 12.
The good news of the matter is that these employee feedback programs provide duly needed positive and negative feedback which helps the management re-strategize their decision making process.
Organizational culture and employee feedback programs
The culture of the organization must at the same time reflect these employee feedback programs Gupta, Govindarajan and Malhotra 206.
Organizational culture is the personality that is exhibited by an organization through its employees. Members of the organization slowly come to sense this culture and try their best to express it in their actions in various situations. There are several effects of an organization's culture. These include influencing the technologies applied, image of the organization to the public, strategies, services and products of…
Bogardus, A. Phr / Sphr Professional in Human Resources Certification Study Guide. New York: John Wiley & Sons, 2009. Print.
Earl, Joanne, Melissa Dunn Lampe, and Andrew Buksin. "What to Do with Employee Survey Results." Gallup Management Journal (2008). Print.
Gomez-Mejia, L.R., D.B. Balkin, and R.L. Cardy. Managing Human Resources. London: Pearson/Prentice Hall, 2009. Print.
Gupta, Anil K., Vijay Govindarajan, and Ayesha Malhotra. "Feedback-Seeking Behavior within Multinational Corporations." Strategic Management Journal 20.3 (1999): 205-22. Print.
In order to increase the effectiveness of retention strategies and programs at the company, management should undergo specifically designed training that allows them to perceive and handle situations that arise with employee moral and likely departure in a proactive manner (Jackson et al. 2008). Well-trained managers that appreciate both the need for the retention of veteran employees as well as the issues these employees face and the methods for overcoming these issues are a much greater asset to the company than managers without such training, as one good manager can assist in the retention of many veteran employees (Jackson et al. 2008). The degree of benefits experienced will change from situation to situation, of course, and will especially vary based on the size and scale of the business, but any business can benefit from better training their managers to handle retention issues.
Time management is also an important…
Jackson, S., Schuler, R. & Werner, S. (2008). Managing human resources. Mason, OH: Cengage.
Price, A. (2007). Human resources in a business context. Mason, OH: Cengage.
The Navy's HM strength lies in both its employee selection process and criteria and performance appraisal management program. However, these processes are not without their inherent weaknesses. While ideally, employee selection processes should be objectively conducted through job analysis, it is inevitable that HM personnel will have to depend on both objective measures and intuitive judgment (i.e., based on their experience screening applicants for the organization) to screen and determine the suitability of each applicant for the position. Fortunately, "A school" will ultimately determine the applicant's fit in both the job s/he is chosen for and the organization that is the U.S. Navy. However, to minimize the errors in the process and analysis, it is suggested that the HM should quantitatively determine the minimum mandatory requirements that will help them assess who is the most suitable candidate given that HM needs to screen numerous applicants and must come up with…
Armstrong, T. (2006). "Current recruitment and selection practices: a national survey of Fortune 100 firms." North American Journal of Psychology, Vol. 8, No. 3.
Bohlander, G. And S. Snell. (2010). Managing Human Resources. OH: South-Western Cengage Learning.
Bourne, M. And Borman, W. (2006). "Development of New Navy Performance Rating Scales and Counseling Procedures)." Available at: www.internationalmta.org/Documents/2006/2006019T.pdf
"Navy's Total Force Vision for the 21st Century." (2010). Published by the Department of the Navy Human Capital Strategy.
By opening stock options to middle management and employees, it was assumed that better employee performance would be incentivized. As company stock prices go up, it creates a greater spread between the option price when it was granted to the employee and the hypothetical sale price at the end of the vesting period. Consistently better performance over a longer period of time would yield greater reward when the option is exercised. However, as Hall and Murphy again point out, "even if employees can increase the value of the firm, their share of that gain through their option holdings is very small. Combining this enormous free-rider problem with the risk imposed on employees through stock-based pay, it seems obvious that cash-based incentive plans based on objective or subjective performance measures can provide stronger and more efficient pay-performance incentives."
Despite many early statements in the life of the practice that employee stock…
Calomiris, C. a. (2004, 01-08). Options Pricing and Accounting Practice. Retrieved 12-13, 2010, from Should We Expense Stock Options: http://docs.google.com/viewer?a=v&q=cache:tDxxxPDG3cwJ:www0.gsb.columbia.edu/faculty/ccalomiris/papers/Options%2520Pricing%2520and%2520Accounting%2520Practice.pdf+Stock+options+are+an+expense&hl=en&gl=us&pid=bl&srcid=ADGEEShtdjeKitOxVfuENYIeyxgGdUiOjraoDHCLwH-WWxt9w30pnL310kAkP21iDHhBpErxlJ6mC_GQS6NEu7L3UGdc6T1ky33N1e7CFGL_NSZAn5ntALxB4KVgA2vjEiww911f6x4d&sig=AHIEtbRx6dSwLFzFHZnpHTpV0lsNIVpCYw
Core, J. a. (2001). Stock option plans for non-executive eployees. Journal of Financial Economics (61), 253-287.
Engel, E. a. (2001, Jan.). The Roles of Performance Measures and Monitoring in Annual Governance Decisions in Entrepreneurial Firms. Retrieved 12-13, 2010, from an Analysis of Executive Compensation, Ownership, and Control in Closely Held Firms: http://docs.google.com/viewer?a=v&q=cache:5vp-iWjpPb4J:faculty.chicagobooth.edu/ellen.engel/research/egh-rev-11_2.pdf+%E2%80%98%E2%80%98Stock-based+pay+in+new+economy+firms%E2%80%99%E2%80%99.+Journal+of+Accounting+and+Economics,&hl=en&gl=us&pid=bl&srcid=ADGEESifIyqUeDNwUoNkeDagDN_o40V-Jd9R56ECpswKKWzRQRdz_dZzpDHfcmTAKvZCDwZPpz9ZtR51HmXhCZ408jF-cv485C4m1xIxTy2zfTfQ4rp_g-4KFhIUdwKFVtmNCOWy82W5&sig=AHIEtbQapxbbbr0z-APPf2sdFQgWOYglLA
Glater, J. (2009, March 26). Stock Options Are Adjusted After Many Share Prices Fall. New York Times, p. B1.
In this context, a question is being posed relative to the measures which could be taken in order to increase employees' on the job satisfaction and reduce the high turnover rates. The following strategies could be implemented in both Hong Kong vehicle companies, as well as within all companies facing the challenges of high employee turnover rates. Yet, what should be remembered is that the following suggestions are merely theoretical and that they should be customized to fit the specific particularities of each separate entity. These being said, the suggestions to improving employee retention are as follows:
Increasing salaries; higher wages will generally determine people to be more committed to the job and to the employer
Offering other financial incentives, such as premiums and bonuses; these should be offered based on performances, but also based on efforts
Offering various non-financial incentives, such as flexible working schedules or the organization of…
Boyd, C., 2003, Human resource management and occupational health and safety, Routledge, ISBN 0415265908
Droege, S.B., Hoobler, J.M., 2003, Employee turnover and tacit knowledge diffusion: a network perspective, Journal of Managerial Issues, Vol. 15, Issue 1
Han, P., 2008, Survey: Employers in China face worst staff turnover rate in Asia, Embassy of People's Republic of China in the United States of America, http://www.china-embassy.org/eng/xw/t401165.htm last accessed on February 23, 2010
Employee Privacy Torts
History of Employee Privacy
Changing Trends of Employee Privacy
Impact of Innovative Technology on Employee Privacy
ole of Social Media towards Employee Privacy
Impact of Changing Community/Society on Employee Privacy
Adaptation to the new Environment pertaining to Employee Privacy
Employee Monitoring and Surveillance
Laws and Employer Policies for Text Messaging and Social Media
Electronic Communication Privacy Act
Monitoring of Employee Conversations over Telephone & Email
ecommendations for creating Effective Policies
Future Implications of Employee Privacy
As years have passed and the human race has penetrated into the epoch of twenty first century, the technological advancements have conquered almost every facet of human life, especially the workplace. The widespread platform of the internet has become the integral part of a person's life, in the same manner as businesses are employing technological advancements to perform numerous activities like internet infrastructure, maintenance of computers and so on. It means that…
Baker, D., Buoni, N., Fee, M. & Vitale, C. (2011). Social Networking and Its Effects on Companies and Their Employees. Retrieved from: http://www.neumann.edu/academics/divisions/business/journal/Review2011/SocialNetworking.pdf
Bergh, N.V.D. (2000). Emerging Trends for Eaps in the 21st Century. Haworth Press, Incorporated.
Campbell, D. (2007). The Internet 2007: Laws and Regulatory Regimes. USA: Lulu.com.
Cate, F.H. (1997). Privacy in the Information Age. USA: Brookings Institution Press.
This will prevent visitation to illicit websites such as pornographic and gambling websites; prevent usage of ecommerce sites such as Amazon or Ebay; or to prevent the use of general recreational or social sites such as Facebook and Myspace. Other companies may elect, with all legal protection, to prevent any web navigation beyond those sites which are essential to conducting business.
hy do companies implement e-mail and Internet use policies?
Most companies determine to use such monitoring policies based on the calculated view that the loss of privacy will promote greater workplace efficiency by discouraging inappropriate use of company resources and time. Among the reasons supplied for using email and web-use monitoring, the text by iBrief (2001) offers the needs to preserve the company's professional reputation, the maintenance of employee productivity, preventing sexual harassment or cyberstalking, preventing defamation, preventing illegal company disclosure and preventing copyright infringement. (iBrief, 1)
iBrief. (2001) Monitoring Employee E-Mail: Efficient Workplaces Vs. Employee Privacy. Duke L. & Technology Review, 26.
Privacy Rights Clearinghouse (PRC). (2009). Fact Sheet 7: Workplace Privacy and Employee Monitoring. Privacy Rights.org. Online at http://www.privacyrights.org/fs/fs7-work.htm
On the other hand, the comparative value of the real-time presentation must be considered in relation to the potential technical issues involved. Specifically, whereas pre-recorded presentations and self-directed learning online training programs can be tested and perfected in advance to ensure there are no technical problems with delivery, that is not necessarily the case with real-time presentations, especially those involving two-way communications. No matter how much preparation and troubleshooting is conducted in advance, live two-way presentations are notoriously susceptible to technical problems that can interfere with planning and lesson delivery. Moreover, the more computer terminals and office locations involved, the greater that potential for difficulties in execution.
Beyond technical delivery-of-training issues, other anticipated potential problems associated with online employee training include lower levels of individual engagement and reduced opportunity for meaningful interpersonal exchanges. In that regard, even the best corporate instructors cannot implement all of the same teaching…
Leader-Chivee, L., Booz Allen, H., and Cowan, E. "Networking the Way to Success: Online Social Networks for Workplace and Competitive Advantage." Journal of People & Strategy. Vol. 31, No. 3 (2008): 27 -- 45.
Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. Upper Saddle River,
NJ: Prentice Hall.
Stevens, B. "Corporate Ethical Codes: Effective Instruments for Influencing Behavior."
Lastly, Cummings and Worley (2007) surmise that employee involvement can also "improve capabilities of employees thus enabling them to perform better" (p. 353). The authors give the example that when organizations wish to increase their employee participation in decision making, this strategy must be accompanied by skill training in communication and group problem solving (p. 353).
All three of these facets improve employee satisfaction and well-being, due to an improved work environment and a more rewarding job. In a cyclical nature, improved productivity also increases satisfaction, especially when there are greater rewards associated with this increased productivity. Improved employee satisfaction, that's a result of employee involvement strategies and increased productivity, can have a secondary impact on the organization. This high level of employee satisfaction can further positively affect productivity by attracting the best employees and help ensure the retention of these valuable organizational resources (Cummings and Worley, 2007, p.…
Cummings, T.G., & Worley, C.G. (2007). Organization Development and Change (8th ed.). s.l.: Academic Internet Publ.
Rosso, a. (Oct 2010). "Awakening corporate soul." Collector, 76(3). p. 18-20.
The influence of employee involvement on productivity: A review of research -- June 2000. (22 Jun 2006). Retrieved December 6, 2010, from http://www.hrsdc.gc.ca/eng/cs/sp/hrsd/prc/publications/research/2000-002584/page03.shtml.
Wolf, E. & Zwick, T. (Apr 2008). "Reassessing the productivity impact of employee involvement and financial incentives." Schmalenbach Business Review, 60(2). o. 160-181.
Employees that are sent on assignment overseas for a specified period of time often experience difficulties upon their return to the United States in readjusting to the culture that they once closely identified with. As a result, it has been established that employees often leave their organization within two years of returning from an assignment overseas. This complicates matters for the employee that must find new employment as well as the employer that has lost a significant intellectual knowledge asset in addition to wasting extensive financial resources on expatriation and repatriation processes. Organizations with successful repatriation programs have identified various requirements and employee needs that result in employee retention for an extended period of time. The following study will provide an in-depth analysis of the process of expatriate repatriation, commitment and retention in today's U.S. organizations. The discussion will define the importance of retaining repatriated employees within a…
Baruch, Y., and Altman, Y. (2002). Expatriation and repatriation in MNCs: a taxonomy. Human Resource
Management, 41(2), 239-259.
Gregersen, H., and Black, J.S. (1996). Multiple commitments upon repatriation: the Japanese experience. Journal of Management, 22(2), 209-229.
Gross-Klaff, L. (2002). The right way to bring expats home.
OI from Employee Education
The notion that employee education and training leads to higher levels of employee productivity is not a new concept in business management. However, for many businesses, the cost of employee education is still regarded as an optional business expense instead of an essential business investment. This prevailing attitude is primarily due to the fact that there appears to be no clear connection between employee education and the bottom line. It is the objective of this paper to demonstrate that there is a OI from employee education, as it: increases the level of employee productivity; is of strategic importance to businesses building competitive advantages; improves employee morale and retention; and reduces the costs of recruitment.
KEY WODS AND PHASES: employee education; training and development; productivity; investment; OI; competitive advantage; employee recruitment; employee retention; employee morale; life-long education; skills; knowledge; learning; human resource management; human resource development; intellectual…
Ariss, S.S., & Timmins, S.A. (1989). Employee Education and Job Performance: Does
Education Matter? Public Personnel Management. Vol. 18: 1, p. 1+.
Davis, B. D, & Muir, C. (2002). In This Issue: Upgrading Business Literacy and Information
Skills. Business Communication Quarterly. Vol. 65: 3. p. 99+.
Hyde reported, however, that part-time professionals tend to accept negative perceptions as part of the territory; they are often willing to accept their marginalised status when they are voluntary part-timers. It is a trade-off they are willing to make for the reduced schedules they choose for whatever reason.
Unfortunately, flexibility for the part-time employee may not always be viewed as flexibility from the viewpoint of the employer. With respect to part-time employees on the police force in the UK, for example, Hyde (2008) found that managers had considered working with part-timers to be an inflexible arrangement, citing difficulties with communication, continuity, and scheduling. Hakim (cited in Hyde 2008) argues that women who choose to work part-time have limited career aspirations and low work-commitment. Although Hakim interviewed women for whom this was the case, pursuing part-time careers with the police force but as a lower priority than home and family, Hyde…
Baillie-Ruder S. 2004, 'Sweet devotion', Profit 23, pp. 44-51.
Benson GS 2003, 'Examining employability: effects of employee development on commitment
commitment and intention to turn over', Academy of Management Proceedings, pp. C1-
Some of the above options (especially on-site daycare) can be provided at a minimal cost to Calls-R-Us.
Another method of increasing employee satisfaction (and in turn, productivity and retention) is to give employees more autonomy-in the form of flexible schedules or a compressed workweek (Schmidt 299). Allowing employees to select their own schedules-if even by half an hour each shift-gives them more flexibility in their personal lives, increases their job satisfaction, and in turn, makes them more likely to stay and perform better.
These options (direct benefits and flexible schedules) will quickly translate into higher levels of employee satisfaction at Calls-R-Us, meaning that employees will be more likely to remain in their current positions. This stability will increase productivity and, soon after, profits.
Alonzo, Vincent (2000). "Throwing Money Away," Incentives 174(8), 8-8.
Schmidt, Diane E. And Duenas, Gilbert (2002). "Incentives…
Alonzo, Vincent (2000). "Throwing Money Away," Incentives 174(8), 8-8.
Schmidt, Diane E. And Duenas, Gilbert (2002). "Incentives to Encourage Worker-Friendly Organization," Public Personnel Management, 31(3), 293-309.
managers want a healthy and effective workplace. To ensure this, you attempt to hire the right workers and to retain these workers. In order to retain these workers, they need to motivate them. This is particularly so since organizational excellence necessitates employee well-being and to achieve this, you need to motivate your employees. Employees, being individuals, are however motivated in different ways. This is where the Work recognition programs have come into existence and proved popular. The question is: are they effective?
Employee attrition is at an all-time high in the rapidly changing world of today. Being too that the business world is unprecedented in its competitiveness, managers want to not only hire the right employees, but also retain them. This is particularly so since employees may be easily wood by a job that offers opportunities of better pay or promotion, and their current company cannot compete in these…
Grawitch, Matthew J.; Gottschalk, Melanie; Munz, David C. (2006) The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research, Vol 58(3), 129-147.
Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. Business Management & Strategy (BMS), 3(1), 1-12.
Worldatwork, (2008) Trends in employee recognition http://www.worldatwork.org/waw/adimLink?id=25653
Whitney, M. M (2011). Morgan, Brown & Joy, LLP. Employee Recognition Programs.
Employment otivation and Engagement: How to Recruit and Retain Top-Quality Talent in a Competitive arketplace
Because employee performance and productivity are closely aligned with corporate profitability, there has been a great deal of research over the years concerning optimal approaches to motivating people in the workplace. The analysis of what motivates people to perform to their maximum effort, though, has becoming increasingly complex as the result of a growing number of theories concerning the antecedents of motivation and optimal job performance and motivational methods to achieve it. While the debate concerning which motivational approaches produce the best results continues, there is a consensus among organizational behavior researchers that pay ranks among the top factors that include employee motivation, perhaps the overarching factor in most cases. Despite these findings, studies have shown time and again that money talks when it comes to employee motivation. When people become convinced that their efforts…
Murphy, C., Ramamoorthy, N., Flood, P. & MacCurtain, S. 2006, July 1. Organizational Justice Perceptions and Employee Attitudes among Irish Blue Collar Employees: An Empirical Test of the Main and Moderating Roles of Individualism/Collectivism. Management Revue, 17(3), 329.
The model used is that of the logistic egession in which the elation between the length of employment and job etention has been established. The model depicts vaiance in the levels of the dependent and independent vaiables between the two paametes of the study. This is the eseach design in the aticle. Desciptive statistics entails some demogaphic findings that guided the study and data exploation. The deteminants ae caied upon the hied wokes in vaies companies. Males and females ae used in vaious ways. They depict thei elative infomation as egads infomation in welfae befoe and afte hie. Fom the eseach, males ae shown to be eaning moe than compaably educated and expeienced females hied in the fedeal sevice. Females ae oveepesented along the lowe-level fedeal employees. The high level of female employees in the fedeal system shaes the same epesentation among women in the national setting. The study involves…
references keep changing from one cohort of employees to another. As such, the employment rates in the United States of America, most of which are mired by high rates of unemployment, are predictable from the various methods used to carry out the study. The research concludes that the welfare-to-work employees do not have lower rates of job retention as when compared to non-welfare-to-work employees. This is contrary to what the study had hypothesized earlier.
Gooden, S. T & Bailey, M. (2001). Welfare and Work: Job-Retention Outcomes of Federal
Welfare-to-Work Employees. Public Administration Review Vol. 61, No. 1: pp. 83-91
Managers as the Key to etention
Are Managers Pivotal in Terms of Employee etention - and What Can
Managers and Employees Both Do to Minimize Workplace Turnover?
In this continuing sluggish economy, it seems that employers - that is, managers and bosses - should go the extra mile to keep their employees, particularly their top talent. But, as this paper points out, there are signs that employee retention is not a priority for many companies, as a substantial number of workers (according to data presented) are thinking more about their next jobs than their present ones.
The purpose of this paper is to point out - through the literature and data available to the public - that corporate America needs to get a better handle on employee satisfaction, and not just customer service. The sources used for this paper include scholarly journals, periodicals, and texts written by respected authors.
Bing, Stanley. (1992). Crazy Bosses: Spotting Them, Serving Them, Surviving Them.
New York: William Morrow and Company.
Boccialetti, Gene (1995. It Takes Two: Managing Yourself When Working with Bosses
And Other Authority Figures. San Francisco: Jossey-Bass Publishers.
smaller company offer competitive benefit packages employees competing talent large corporations? FYI - School text book The Handbook Employee Benefits, Seventh Edition Jerry S.
Competitiveness of employee benefits in small size enterprises
The global economy is still striving to overcome the tremendous pressures of the economic recession that began in 2007 in the American real estate sector and soon expanded to the rest of the sectors, as well as the rest of the countries. The means in which each country or sector overcome the recession differ from one region to the other and the differences are due to elements such as fiscal policies, strength of the economic sector or the threshold for risk. Generically, more protective countries have proven better able to overcome the threats of the crisis (Bernitz and inge, 2010).
Despite the domestic particularities of each region, fact remains that overcoming the crisis should be a global effort…
Berniz, U., Ringe, W.G.. (2010). Company law and economic protectionism: new challenges to European integration. Oxford University Press.
Dyer, W.G., Dyer, W.G., Dyer, J.H., (2010). Team building: proven strategies for improving team performance. John Wiley and Sons.
Kess, S., Weltman, B. (2005). Individuals and small business tax planning guide. CCH.
Khan, J. Soverall, W., (2007). Gaining productivity. Arawak Publications
Additionally, the fact that the training is offered at all levels of the position -- not just entry levels -- and the fact that the training is offered to both employees as well as volunteers, further increases the odds that the individuals will accept the positions in the NFP sector.
"Nonprofit organizations owe it to their staff members to train them and develop their careers. […] the advancement of a nonprofit's mission requires staff training (that includes volunteers) at all levels and in all skills. Human resource development is the only way to sustained viable programming. That makes training an intrinsic component of strategic management, the very best means to changing the skills, knowledge and attitude of staff" (Chehade and Jassemm, 2010).
Employees in the not-for-profit sector often accept the lower salary in exchange for several other non-financial benefits, like the training opportunities, but also for benefits such as flexibility…
Anheier, H.K., 2003, Work in the non-profit sector: forms, patterns and methodologies, International Labor Organization
Boyd, C., 2003, Human resource management and occupational health and safety, Routledge
Brown, H.H., Ruhl, D.L., 2003, Breakthrough management for not-for-profit organizations: beyond survival in the 21st century, Greenwood Publishing Group
Buhler, P., 2002, Human resources management: all the information you need to manage your staff and meet your business objectives, Adams Media
Profit Sharing and Other Incentives as Employee Development Performance Motivational Tools and the Relationship between Managerial Support and Employee Commitment to the Organization
The impact of profit sharing and other incentives on employee development and organizational growth is measured in various companies around the world. From Keller Williams to Southwest Airlines companies are utilizing incentives, such as 401ks, profit sharing plans, insurance plans, even pre-tax commuter benefits, because like Southwest they believe that their "greatest asset" is their employee (Southwest Report, 2010, p. 45). According to servant leadership theory, by offering managerial support that is designed to benefit and assist the worker, a higher degree of employee commitment to the organization can take place. Thus, companies such as Keller Williams promote mottos like "God, Family, Business" in that order to show that in their workplace environment what comes first is not business but that which is more important than business:…
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA:
Sanders, T. (2006). The Likeability Factor. NY: Three Rivers Press.
The identification, development, and retention of high-potential employees is one of the most important areas of research in industrial-organizational (I-O) psychology. Whereas the vast majority of the workforce will perform in ways that do promote organizational goals, the top performers in any organization are those that provide the firm with its competitive advantage. On the contrary, organizations that do not actively seek to identify, develop, and retain high-potential employees stand to lose a lot as top talent may seek opportunities to maximize potential elsewhere—often a competitor. Moreover, the high potential employees are those with the greatest potential to lead the firm in the future, paving the way for effective succession training and management.
Research on the identification, development, and retention of high-potential employees is burgeoning, but there are significant gaps in the literature. Filling those gaps would help organizations create and implement evidence-based practices to ensure the success of…
On the other hand, Harris suggests that some observers believe high turnover among employees is "not only inevitable, but also desirable… [because] employee mobility within the industry promotes workforce flexibility, allowing employees to acquire and develop new skills as they move through different organizations" (73). Harris takes it one step further when he reports that the "acquisition of transferable skills" has a powerful appeal to the "entrepreneurial aspirations of hospitality employees." Hence, Harris points out on page 73, "turnover is actively encouraged" by some leaders in the hospitality industry, along with ambitious workers, because this high turnover practice helps to "…create future managers for the industry." Moreover, turnover can be seen as a positive dynamic because "new ideas" are thus brought into the workplace -- as a way to "prevent stagnation in creativity" -- although in reality HR managers are often loathe to see highly energized, talented staff leave the…
Altarawneh, Lkhlas, and Al-Kilani, Mohammad H. 2010. Human Resource Management and Turnover Intentions in the Jordanian Hotel Sector. Research and Practice in Human Resource Management, vol. 18, 46-73.
Andrews. 2004. Sales & Marketing: A Textbook for Hospitality Industry. India: Tata McGraw-Hill Education.
Furunes, Trude. 2005. Training Paradox in the Hotel Industry. Scandinavian Journal of Hospitality and Tourism, vol. 5, 231-248.
Harris, Peter. 1998. Accounting and Finance for the International Hospitality Industry. Maryland Heights, MO: Butterworth -- Heinemann.
A company may also decide to combine strategies, such as a generic strategy of low-cost or differentiation with the focus strategy. For instance, an organization may establish a focus / differentiation strategy or a focus/cost leadership strategy.
Before a company decides on an employee motivation program, it should give careful consideration to the company's corporate strategy that is behind the plan implementation. As is the case for every management system, well-thought-out and crafted compensation programs should not be developed as separate entities, just because they are popular at the time or they worked well for one company, so why not for all of them. It is critical to understand the reasons why the plan is being developed and implemented and the specific goals the company hopes it to attain. Compensation goals that are well considered will be helpful in the process of choosing the incentive program format that best supports…
Allen, R. & Helms, M., (2002). Employee perceptions of relationships between strategy rewards and organizational performance. Journal of Business Strategies, 19 (2). 115-139.
Armstrong, M., & Page, K. ( 2007) A handbook of employee reward management and practice.
Cambridge: Cambridge University Press.
Cameron, J. & Pierce, W.D. (2002). Rewards and intrinsic motivation: resolving the controversy. Westport, CT: Greenwood Press.
Training & Development
You and I spoke prior and we had agreed that I would portray for you my vision when it comes to training and development as well as some specific recommendations about how best to implement this vision and philosophy as it relates to the same. I will also be offering some fairly specific recommendations about the subject so as to reinforce and propagate the vision that is being explained. While training and development is a bland and unimportant topic to many people, it is a vital part of improving and sustaining the workforce and it can fill many of the gaps that are left behind by high schools and colleges. This approach is necessary prepare our workers, especially the young ones, for the careers and jobs of the future.
Over the recent years and decades, there has been a seismic and major shift in the…
Freifeld, L. (2013). Training Increases Employee Retention. Training Magazine. Retrieved 17 December 2015, from https://trainingmag.com/content/training-increases-employee-retention
Graser, M. (2013). Epic Fail: How Blockbuster Could Have Owned Netflix. Variety. Retrieved 17 December 2015, from http://variety.com/2013/biz/news/epic-fail-how-blockbuster-could-have-owned-netflix-1200823443/
Hamel, G. (2015). How Is Seniority Important to a Union?. Small Business - Chron.com. Retrieved 17 December 2015, from http://smallbusiness.chron.com/seniority-important-union-13338.html
Wagner, D. (2015). Google, Amazon, Apple Dominate Most Desirable Companies List - InformationWeek. InformationWeek. Retrieved 17 December 2015, from http://www.informationweek.com/it-life/google-amazon-apple-dominate-most-desirable-companies-list/a/d-id/1319587
Thinking about companies and organizations you are familiar with, what are some examples of HR practices that are consistent with that organization's strategy? and/or, some examples of HR practices that are inconsistent with the strategy?
Microsoft's commitment to diversity as a corporation is consistent with its desire to be a global player in the international community. Microsoft employs people from more than 135 different countries and regions, and has groups within the organization to provide mentorship and support for members of underrepresented groups in it, such as women and African-Americans ("Programs and Initiatives," Microsoft Corp: Diversity, 2007). This is not simply good public relations for Microsoft. It is also helpful for an international company to have input as to different customs in Microsoft outposts around the world, and also to understand how to market company products differently in minority market segments. The company's provision of scholarships, internship programs, and other…
Counter Feasts." NPR Radio Interview with Jerry Newman. The Leonard Lopate Show.
March 13, 2007. 18 Mar 2007. http://www.wnyc.org/shows/lopate/episodes/2007/03/13#segment75300
Programs and Initiatives." Microsoft Corp: Diversity. 18 Mar 2007. http://www.microsoft.com/about/diversity/programs/default.mspx
Wal-Mart: Struggling in Germany." Business Week. 11 Apr 2005. 18 Mar 2007. http://www.businessweek.com/magazine/content/05_15/b3928086_mz054.htm
A very important point is that online learning can be done individually or in groups (for example video conferences).
6. In general, in order to make a career choice one should be informed about the world of professions. Information about the profession that appears the most interesting and appropriate should be gathered. If possible, it would be important to read interviews or talk to people with similar jobs for a more accurate and realistic image. Another important part in a career choice is to assess individual strengths and weaknesses. Several personality tests are available for such a purpose (for example CPI - California Psychological Inventory, SDS - the Self-Directed Search questionnaire). For the persons in search for a career it is important to identify the skills they have and they most enjoy using. The career identified should be compatible with the interests and skills identified. In conclusion, a person who…
Drewes, G., Runde, B. (2002). Performance Appraisal, in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
Fletcher, C. (2002). Appraisal: An Individual Psychological Perspective, in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
K.J. Kennedy (2005). Evolution of Employee Benefits as Provided through the Internal Revenue Code, Retrieved from www.taxreformpanel.gov/meetings/docs/KennedyPresentation_fina_2.ppt
Hesketh, B., Ivancic, K., (2002). Enhancing Performance through Training in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
Employee: How Companies Profit by Giving
I think the confusion might arise from the fact that the way in which the author is using the terms 'motivation' and 'recognition' are very specific to the workplace. While it is true that children may 'act out' to get negative recognition, this is much rarer for employees, or at least not to the same degree because workers have the pressures of obtaining a paycheck. However, sometimes workplaces can unintentionally reward asocial employee behavior, thus motivating employees to continue to undermine overall productivity. A very competitive workplace may have a policy of praising employees who are extremely cutthroat and give these workers bonuses. But ultimately, this undermines a cohesive sense of organizational mission and creates a group of employees who pursue their own interests, not the interests of the company.
I would have to very respectfully disagree with your assertion that employees…
05 this suggests that the variable is not contributing significantly to the model. This would suggest that removing this variable may further improve the model. In addition to this it would be necessary to remove any variables which were collinear as this could interfere with the results of the regression. After using the program PHStat to analyse the variable inflation factors (VIFs) of the variables these are all below 5, which shows that there is no collinearity between variables. Therefore the improved model would be one which included all variables except X5.
Table 2: Regression model in which all explanatory variables are included
Adjusted R. Square
Using the improved model which includes all of the variables except X5, the regression equation is given as:
47508.5 + 787.3X1 + 962.6X2 + 3.8X3-25578.8X4 + 32523X6 + 93009.2X7 + 64718.3X8
There are a number of…
Berenson, M.L., Levine, D.M. & Krehbiel, T.C. (2008) Basic Business Statistics. 11th Edition. Philadelphia, PA: Prentice Hall.
Kazmier, L.J. (2003) Schaum's Outline of Business Statistics. New York: McGraw-Hill.
Levine, D.M., Stephan, D.F., Krehbiel, T.C. & Berenson, M.L. (2007) Statistics for Managers Using Microsoft Excel. Philadelphia, PA: Prentice Hall.
Legal Environment/Total ewards: A Changing Landscape
In the race for profit, employee pay has traditionally been seen by businesses as a competitive liability, and the trend for much of the 20th century was for employers to search for the cheapest, most efficient labor to protect their bottom line. Because of this approach, the U.S. government took several steps during the 20th century to protect employees from extortionary measures by employers to drive down wages and drive up productivity. However, as Chen and Hsieh point out in their 2006 article "Key Trends in the Total eward System of the 21st Century," recent decades have seen a dramatic shift in the way that corporations and human resources professionals view the issue of employee pay. Instead of being viewed as a liability, employee pay is increasingly being seen in a positive light, as a method for securing top talent, stabilizing turnover, and motivating…
Atkinson, W. (Nov 2009) Filling in around the edges. HR Magazine, Vol. 54, Iss. 11, 55-59.
Bohlander, G. & Snell, S. (2010) Managing Human Resources. Mason, OH: Cengage Learning.
Chen, H. & Hsieh, Y. (Nov/Dec 2006) Key trends of the total reward system in the 21st century. Compensation and Benefits Review, Vol. 38, Iss. 6, 64-72.
Simon, T., Traw, K., McGeoch, B., & Bruno, F. (Summer 2007). How the final HIPAA nondiscrimination regulations affect wellness programs. Benefits Law Journal, Vol. 20, Iss. 2, 40-45.
Employee Contributions 30/05/2015
Two methods an H professional could use to determine incentive pay
Legally mandated benefits that the company must currently offer to its employees
Additional benefits that should be considered for its employees
Efficiency of common techniques for communicating compensation plans to employees.
Ethical risks of incentive pay and recommendations to mitigate the risks.
Two methods an H professional could use to determine incentive pay
There are a number of methods that are generally used by companies to link work, output and expertise to the remuneration of the employees. In this section we examine two methods that can be used by the company to create more loyalty among the employees to stay back in the company through the increasing in pay.
The reward management practices would help the company to determine the amount that would be paid to the employees. The underlying principal is that the company would…
Hoffmann, F., Inderst, R., & Opp, M. Regulating Deferred Incentive Pay. SSRN Journal. doi:10.2139/ssrn.2284337
Rosenbloom, J. (2001). The handbook of employee benefits. New York: McGraw-Hill.
Rosenbloom, J. (2011). The handbook of employee benefits. New York [u.a.]: McGraw-Hill.
Schraeder, M., & Becton, J. (2015). An Overview of Recent Trends in Incentive Pay Programs. The Coastal Business Journal, 2(1), 18-25.
etention Strategies Matrix
Specialty Area: My home health organization located in San Diego, CA, has been having difficulty in staff retention, but specifically, with N Case Managers. These N Case Managers work in the home health agency I supervise and see patients in the community. Since the opening of this home health agency in 2003, the turnover rates among the nurses' rates have increased, and therefore, retention rate decreased to an all-time low of 53%.
Type of retention strategy
Benefits of using this strategies
Challenges of using this strategy
Enhancing the approaches and techniques used to manage nurses once they are employed
ecognizing and rewarding nursing performances gives the Ns a sense of being valued at the organization. This not only improves their satisfaction levels, but also their work performances. In creating teamwork, there is improved management of work stress and any issues with individual performances…
Longo, J. (2010). Combating disruptive behaviors: Strategies to promote a healthy work environment. OJIN: The Online Journal of Issues in Nursing, 15(1).
Park, M., & Jones, C. B. (2010). A retention strategy for newly graduated nurses: an integrative review of orientation programs. Journal for Nurses in Professional Development, 26(4), 142-149.
Rush, K. L., Adamack, M., Gordon, J., Lilly, M., & Janke, R. (2013). Best practices of formal new graduate nurse transition programs: an integrative review. International journal of nursing studies, 50(3), 345-356.
Van den Heede, K., Florquin, M., Bruyneel, L., Aiken, L., Diya, L., Lesaffre, E., & Sermeus, W. (2013). Effective strategies for nurse retention in acute hospitals: a mixed method study. International Journal of Nursing Studies, 50(2), 185-194.
etention Process in Healthcare Sector
Key issues to consider while selecting and retaining medical professionals
The cumulative term that describes the well-being of the dwellers of any particular region is the effective healthcare system. A healthcare system is an effective aggregation of human resource, the associations and the relevant resources that can serve the purpose of rendering the healthcare service to fulfill the necessary health requirements of the individuals in a way that the heath care policies serve the maximum number of people in the given period of time and within the available resources.
The two important issues that are essential to cater while understanding the true nature of the healthcare system and medical professionals are to identify the core responsibilities along with the augmented responsibilities of the physicians and secondly to identify and demarcate the target population of the health care system (Casey, 2011).
The healthcare system operates in…
Casey, D.E. (2011). Demand Better! Revive Our Broken Healthcare System. Inquiry, 48(3), 260+.
Ewert, B. (2009). Economization and Marketization in the German Healthcare System: How Do Users Respond?. German Policy Studies, 5(1), 21+.
Hougaard, J.L., Osterdal, L.P., & Yu, Y. (2011). The Chinese Healthcare System. Applied Health Economics and Health Policy, 9(1), 1+.
Quinn, J.F. (2002). Revisioning the Nursing Shortage: a Call to Caring for Healing the Healthcare System. Frontiers of Health Services Management, 19(2), 3
Human Resource Retention
Human Resources Membership and Retention
Organized labor unions have seen a decline in membership retention of the last twenty years because of a loss of manufacturing jobs in the United States. There are many different perspectives in which to view this phenomenon from. Due to the rise of the globalized business environment, labor is no longer necessarily required to be in proximity to the parent company. More and more organizations are outsourcing labor or opening foreign operations in locations where the labor force is far less expensive and yet still highly skilled. Therefore businesses have a strong financial incentive to explore labor markets around the world. Furthermore, in many cases, there are also significantly relaxed or no regulations present in foreign markets. All of these factors make it difficult for labor in the United States to be competitive and in turn the organized labor unions have diminished…
Beggs, J. (N.d.). The Decline of Union Power. Retrieved from Economics: http://economics.about.com/od/laborinamerica/a/union_decline.htm
Crovitz, G. (2011, October 31). Steve Job's Advice for Obama. Retrieved from The Wall Street Journal: http://online.wsj.com/article/SB10001424052970203687504577003763659779448.html
Mayer, G. (2004, August 31). Union Membership Trends in the United States. Retrieved from Cornell University ILR School: http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1176&context=key_workplace
Occupy Wall Street. (2012, March 24). The revolution continues worldwide! Retrieved from Occupy Wall Street: http://occupywallst.org/
Technology in Training of Employees
In what ways has technology impacted the way(s) we train employees?
The changing nature of the workplace environment brings with it a vast field of challenges in the organization. The aspect of the change being rapid makes the situation require adverse and quick reaction from organizations to ensure they remain on course towards their objectives. Thus, rapid change in the workplace brings with it the necessity for skilled and knowledgeable workforce, encompassing employees who are adaptive, flexible and focused on the future of their careers and the organization (Wentland, 2007). Among the most, significant duties of the manager in the workplace are the development of the staff. The manager has the mandate to facilitate employee growth and development if the organization is to achieve maximum gains from its ventures and transactions.
The concept of learning management incorporates the management of employee training. Traditional approach to…
Jehanzeb, K., Rasheed, A., & Rasheed, M.F. (2013). Organizational commitment and turnover intentions: Impact of employee's training in private sector of saudi arabia. International Journal of Business and Management, 8(8), 79-90. Retrieved from http://search.proquest.com/docview/1362611096?accountid=458
Noe, R.A., & Winkler, C. (2009). Employee training and development: For Australia and New
Zealand. North Ryde, N.S.W: McGraw-Hill.
Noe, R.A. (2010). Employee training and development. New York: McGraw-Hill Irwin.
ecruiting and etention Strategies of Office Temporary Employees
An in-depth analysis of the temporary office employee industry as it pertains to recruiting and retention of those employees.
This paper presents a detailed proposal for the recruiting and retention of temporary office workers. The writer is employed as a full time on site recruiter of temporary office workers at one of Wall Street's top financial firms. The majority of the temporary help the writer recruits are administrative assistants and other entry level finance positions. The positions range from a couple of days to several months in time. The writer is charged with recruiting and retaining temporary workers who have the necessary skill sets and experience to perform the jobs. The writer analyzes the industry, the company history regarding temporary employees and future trends to propose methods for the purpose of recruiting and retention of those workers.
FLOW OF INFOMATION
Workforce, July 2002, pp. 74-77 -- Subscribe Now!
Offering Insurance Is the Key To Healthy Profits and Retention
Three Ways to Build Recruiter Relationships
Finding and keeping the right employees are major problems especially to big businesses today, but the biggest headaches appear to confront the retail, food service (Catlette 2000) and the high-technology industries. The National Restaurant Association alone approximated the turnover among fast-food workers at 300% or so fast that by the time one gets his or her order of French fries, the worker might have made a change in his or her career (Catlette). Some Florida companies were reported to have taken bold steps at fighting off a 2.8% unemployment rate among hospitality workers in an attempt at insuring that breakfasts were cooked and served, beds made and park sideways swept. Disney was said to have gone as far as Puerto Rico offering airline tickets and bonuses for a year's contract as maids or food service workers (Catlette).
The most businesses hire workers-based competence and experience but values, style…
1. ACC Communications, Inc. (2000). HR Software Trends: the Revolution is Here -- Human Resources. Workforce. http://www.findarticles.com/p/articles/mi_mOFXC/is_10_79/ai_66529536
2. Catlette, Bill. (2000). Keeping Employees in High Turnover Industries. Workforce. http://www.findarticles.com/p/articles/mi_mOFXS/is_8_79/ai_64694298
3. Chief Executive, The. (1999). Formula for Retention. Chief Executive Publishing. http://www.findarticles.com/p/articles/mi_m4072/is_146/ai_55427062
4. Duecy, Erica. (2004). Quality Workplace Key to Recruiting, Retaining Employees. National Restaurant News. http://www.findarticles.com/p/articles/mi_m3190/is_24_38/ai_n6075474
It is thus possible for the institution to retain nurses by strengthening the interpersonal leadership and management skills that lead to empowerment within the healthcare environment. This is especially supported by studies that found that despite the fact that a nurses' pay is important, it is not as critical in enhancing retention as a positive work place or an empowered environment that promotes teamwork and encourages ongoing learning, trust, and respect. (Chan, 2001).
It must always be remembered that nursing retention is the result of a combination of factors. There is no easy solution, and managers and leaders need to choose the combination of approaches that will be effective in their specific organization, since there is no one range or combination of strategies that will fit all.
Buerhaus, P., Staiger, D.O. & Auerbach, D.I. (2003) Is the Current Shortage of Hospital Nurses Ending? Health Affairs 22: 191-198.
Buerhaus, P., Staiger, D.O. & Auerbach, D.I. (2003) Is the Current Shortage of Hospital Nurses Ending? Health Affairs 22: 191-198.
Chan, C.C.A. (2001). Implications of organizational learning for nursing managers from the cultural, interpersonal and systems thinking perspectives. Nursing Inquiry, 8(3), 196-199.
Faulkner, J., & Laschinger, H. (2008). The effects of structural and psychological empowerment on perceived respect in acute care nurses. Journal of Nursing Management. 16(2): 214-221.
Kanter, R.M. (1979). Power failure in management circuits. Harvard Business Review, 65-75.
Recruitment, Hiring, And Retention of Acute Care Nurses
The strategy needed for hiring recruiting nurses in acute care units
Personnel management constitutes of selection and recruitment. Recruitment is an arduous process of selecting and hiring the appropriate candidate. Recruitment is a part of human resource planning. The aim of the recruitment here is to hire the best qualitative acute care nurses to produce maximum productivity. The process of recruitment and selection is to hire the best available nurses from the available pool. The right candidate will be an amalgamation of creativity, attitude, work experience and education. There are three stages of recruitment:
Outlining the requirements: It consists of designing job descriptions, job requirements and kind of person wanted
Bring best candidates: This can be achieved in so many ways, explain later.
The proper and suitable candidate will be picked up from the applicants. Recruitment is an ongoing process:
There are more BMW's and Porches being driven than Maserati. Position as a unique and superb driving machine, and extension of personality. Never call it a car.
Brand leadership -- Emphasize hand crafted and unmatched quality. Brand has been known for decades as unmatchable.
Head on positioning -- Emphasis on not really an apples-to-apples comparison; emphasize specs and luxury differences. FOCUS on innovation. Use statistics of the number of BMW and Porche's sold, then compare with that special person -- make user believe they are purchasing an investment worthy of a King.
Lifestyle Positioning -- Use purchase to boost image and exert success
Cost -- Not really as much of an issue at this range; but simply indicate that only special people can handle this vehicle; all routine maintenance will be covered in full for 5-years. Treat client like VIP.
Positioning venues -- Purchase list of high-end executives and send…
How to Identify a Target Market, (2010). Target Market. Retrieved July 2011 from http://www.esmalloffice.com
Evans, K. And H. Stroll, (2006), "Marketing Challenge: Three Ways To Catch Clients,"
Marketing Profs. Cited in: http://www.marketingprofs.com/6/stroll116.asp .
Kiley, D. "Airlines Are Not Marketing Even If They Think They Are." 23 February 2005. Bloomberg Businessweek. Cited in: .
created appraisal system employees team a career development plan member, time develop a compensation plan. Because InterClean embarking a strategic direction, upper management asked suggest a compensation plan specifically team.
Janet Durham, Vice President of Human esources
Dear Janet, since our merger with EnviroTech, the combined company has made excellent progress. We have performed a job analysis, a workforce plan, and selected employees for our new team. We have also implemented a training and development program, and a performance and career management program. The final stage of the career development plan is to implement a new compensation plan for our sales team. I am writing you to ask for approval of the following plan that I have developed.
Please don't hesitate to call or email me if you have any questions regarding the proposed compensation plan. I'd like to implement the plan within the next 30 days.
Format your Reference Page per APA requirements. Double space and indent the second line of each reference.
Web 2.0 Technologies for ecruitment and etention of Management-Level Employees
Web 2.0 technologies have permeated every aspect of online communication and collaboration, from public social networks to enterprise-based Customer elationship Management (CM) applications includes Salesforce's Chatter. What unifies all of these applications and platforms are the series of Web 2.0 design goals originally defined by Tim O'eilly and John Battelle (O'eilly, 2006). These design goals and objectives include using the Web as a platform to communicate, collaboration and create opportunities for connectedness between groups, both personal and professional (Bernoff, Li, 2008). All applications and platforms designed with Web 2.0 design goals in mind give the network user control over their own data, autonomy of how their data is used, provide features and functions that allow for greater communication and collaboration. The highly successful social networks including Facebook, Twitter, LinkedIn and the emerging class of CM applications including Salesforce Chatter all…
Bernoff, J., & Li, C. (2008). Harnessing the power of the oh-so-social web. MIT Sloan Management Review, 49(3), 36-42.
Leader-Chivee, L., Hamilton, B.A., & Cowan, E. (2008). Networking the way to success: Online social networks for workplace and competitive advantage. People and Strategy, 31(4), 40-46.
Mistry, V. (2009). Recruiting a Web 2.0 Workforce. Human Resource Management International Digest, 17(5), 32-34.
O'Reilly, T. (2006). Web 2.0: Stuck on a name or hooked on value? Dr. Dobb's Journal, 31(7), 10-10.
eward System and Employee Needs Assessment
Employee values and expectations vary from individual to individual, though there are some universal values and expectations that might be generalized to employees across most industries. Among these more generalized expectations include the desire for good pay and benefits, job security and work life balance opportunities.
When developing a reward system it is vital that the organization incorporate these universal employee values and expectations into the reward system so that the outcome of the system is beneficial for the employees involved. It is also in the best interests of organizational planners to assess individual employee values and motivations in order to devise a reward and recognition program that focuses on independent employee needs rather than lumping all employees into the same category. These ideas and more are explored in greater detail below.
Good employee relations and subsequent reward systems are contingent on the ability…
Champion-Hughes, R. "Totally integrated employee benefits." Public Personnel
Management, 30(3), 2001: 287.
Denton, K. "Recruitment, retention and employee relations: Field tested strategies for the 90's." Westport: Quorum Books: 1992
Moses, B. "6 degrees of motivation." Black Enterprise, 31(4), 2001: 155
In the contemporary business world, employee performance is a fundamental determinant in the attainment of organizational goals and objectives. For this reason, organizations come up with various ways of motivating their workforce so as to ensure there is a high employee performance. Work life balance is a largely significant observable fact that is of considerable concern to different employees in an organization. In delineation, work life balance is expediting and fast-tracking between one's work, which encompasses career and aspiration and one's lifestyle, which encompasses health, leisure and family. This goes beyond emphasizing on the work role and personal life of individuals. It also influences the social, mental, financial and psychological welfare of the individual (Obiageli et al., 2015). This essay will assess the statement as to whether work life balance has a positive outcome for the organization and also for the employees.
Outcome for Employees
One of the positive outcomes…
eward and Pay Strategy for Employees of a Company
Assessment of the organization in terms of its organizational strategy, objectives, mission and values
Organizational strategy of Coca-Cola Company
As a large co-operate institution, the company looks at its future with a view to dominating the beverage industry globally. The company has recorded tremendous growth for the past few decades. The growth is never a normal escalation of production level but also an expansion, which is sustainable. The company focuses more on meeting its short-term commitments at the same time; it invests in meeting its long-term goals. The company aims to achieve its long-term growth in that, the long-term growth will aim allow the careers to flourish. The company is building fundamental strength in marketing its products and innovation. It drives increased efficiency whereby there will be real effectiveness where it comes to interactions with the systems and the generation of…
Brown, D. (2010). Reward strategies: From intent to impact. London: Chartered Institute of Personnel and Development.
Saleem, S. (2010). Business envirornment. New Delhi: Pearson.
Dransfield, R. (2012). Corporate strategy. Oxford [u.a.: Heinemann.
Another reason why an employee will leave their firm is based upon the possibility of career advancement. This is because everyone wants to know that they have a future with their employer and are looking to build something over the long-term. Those facilities that are discussing these issues with staff members have higher retention rates and they can find individuals who are motivated to do more. (Shelly, 2011) According to Chon (2009), these employers have lower amounts of turnover and higher levels of morale. This is one of the keys for enabling a firm to increase productivity and offer customers with superior products / services. (Chon, 2009)
Moreover, Walker (2010) determined that employees want to be recognized for their efforts. This means treating them with respect and helping the person to feel that their ideas are valued. These views work in conjunction with career advancement by showing how…
Improve Your Employees. (2004). Entrepreneur. Retrieved from: http://www.entrepreneur.com/article/70060
Chon, K. (2009). Welcome to Hospitality. Clifton Park, NY: Delmar Learning.
Friedman, D. (2008). Workplace Flexibility. Families and Work. Retrieved from: http://familiesandwork.org/3w/tips/downloads/companies.pdf
Shelly, J. (2011). Skilled Conversations. HRE Online. Retrieved from: http://www.hreonline.com/HRE/view/story.jhtml?id=533329678
The Importance of Motivation as a Company Strategy
The literature abounds with evidence supporting the efficacy of employee motivation as a means of stimulating innovation, productivity, and organizational performance. For example, a survey of over 300 employees in one major organization found that employee empowerment in their respective roles was positively correlated with organizational agility, with empowerment being defined in terms of knowledge access, trust, motivation, and communication. Research on the relationship between employee motivation and organizational outcomes therefore begins with operationalization of the definitions of motivation and empowerment, as well as defining the terms of organizational success. Empowerment and motivation will manifest differently for different people, just as different organizations will define their success or outcome objectives differently depending on overall mission and vision.
Communication as a Component in Employee Motivation
If motivation is defined in terms of empowerment via access to pathways of knowledge and information, then employee…
massive shortage of radiologic technologists of the 1990s has abated, there is still some shortage of workers in the field. Most such workers ply their trade in large hospitals, which average 21 imaging workers. ural facilities have a harder time recruiting workers, so hospitals in the most desirable locations might not even experience a shortage at this point. Key to recruiting for rural hospitals is thus to outcompete the urban facilities, but they must also look to their own areas for talented people who can be guided into the profession.
ecruitment and retention are ultimately linked. Factors like training programs for career development solve problems both for facilities and workers. Workers like the control that such programs give them over career development -- this is a selling point both during the recruiting process and thereafter as well. For the hospital, such training results in workers who cost more, but who…
ASRT (2008). A nationwide survey of Radiology Department / Facility Managers and Directors conducted by The American Society of Radiologic Technologists. ASRT. In possession of the author.
Bednar, J. (2008). The can see clearly now despite less-severe shortage, radiologic technologists are still in demand. Health Care News. Retrieved June 29, 2016 from http://healthcarenews.com/they-can-see-clearly-now-despite-a-less-severe-shortage-radiologic-technologists-are-still-in-demand/
BLS (2016). Radiologic and MRI technologists. Bureau of Labor Statistics. Retrieved June 29, 2016 from http://www.bls.gov/ooh/healthcare/radiologic-technologists.htm
Coombs, C., Wilkinson, A. & Preston, D. (2007). Improving the recruitment and return of nurses and allied health professionals: A quantitative study. Health Services Management Research. March 2007. In possession of the author.
Compensation in Wachovia Bank's Base Employee Tier
Bank Teller Pay
Compensation in Wachovia Bank's Base Employee Tier
Banking Industry Practices
etention ates for Tellers
Opportunity Cost for Promotion
Consideration of Drawbacks
Compensation of tellers at Wachovia Bank is closely tied to turnover rates. Employee turnover is costly because resources must be expended to replace employees who leave. ecruitment and training can be expected to be approximately one-third of an employee's salary. In the banking industry, the turnover rate for tellers also impacts the bank's ability to efficaciously cross-sell investment products. High turnover rates of promotable employees contribute to increased expenditures by the human resources department since searches must be orchestrated with outside executive search consultants. The banking industry is in survival mode. In order for Wachovia Bank to survive in this industry, we must take care of our frontline. The frontline of Wachovia Bank is our tellers. A…
Careers: Teller, (2011). Wells Fargo / Wachovia [Web] Retrieved https://www.wellsfargo.com/careers/fit/opportunities/teller
Hourly rate snapshot for bank teller jobs, PayScale. (n.a., n.d.) [Web] Retrieved http;//www.payscale.com/research/U.S./Job=Bank_Teller/Hourly_Rate
Looking for research on the cost of staff turnover? (2011). LinkedIn. [Discussion] Retrieved http://www.linkedin.com/answers/management/business-analytics/MGM_ANA/
612746-20209499 [Chartered Institute of Personnel and Development (CIPD) in the UK]
The data is usually gathered using more structured research instruments.
The findings are more in-depth since they make greater use of open-ended questions.
The results provide less detail on behavior, attitudes and motivation.
The results provide much more detail on behavior, attitudes and motivation.
The results are based on larger sample sizes that are representative of the population.
The research is more intensive and more flexible, allowing the researcher to probe with greater latitude.
The research can usually be replicated or repeated, given its high reliability.
The results are based on smaller sample sizes and are often not representative of the population.
The analysis of the results is more objective.
The research can usually not be replicated or repeated, given its low reliability.
The analysis of the results is much more subjective.
Source: Qualitative and Quantitative esearch (2006).
Taken together, the foregoing strengths indicate that a qualitative case study methodology…
Leedy, P.D. (1997). Practical Research: Planning and Design (6th ed). Upper Saddle River,
Neuman, W.L. (2003). Social Research Methods: Qualitative and Quantitative Approaches, 5th ed. New York: Allyn & Bacon.
"Qualitative and Quantitative Research." (2009). American Institutes for Research. [Online]. Available: http://www.air.org/topics/topic_qualitative_quantitative.aspx .
Some organizations use more innovative approaches to effectively recruit candidates. Due to the increasing low unemployment rate in their area, Sanders Brother, Inc. created their "Hispanic Initiative" where the company actively seeks out and train Hispanic workers who want to become welders. They use word of mouth and other advertisement in Spanish newspapers to promote their program (Amaram, 2005). This type of program focuses on the future compensation rewards, due to training, rather than the initial monetary rewards.
Amaram's article is very useful in today's economy. As he mentions, the competition for talented employees is fierce. This is true whether the organization is in the private, public or military sector. Human capital is an organization's most valuable asset. Without good people, an organization is destined to fail. and, although compensation is a motivator, other factors can motivate candidates to join an organization as well.
The suggestions for innovative recruitment can…
Abraham Maslow. (13 Jan. 2005). Retrieved February 7, 2005, at http://en.wikipedia.org/wiki/Maslow .
Amaram, D.I. (Mar. 2005). Issues in recruitment and retention for the it workforce. Journal of American Academy of Business, Cambridge, 6(2). Retrieved February 12, 2005, from ProQuest database.
Article Review: Issues in Recruitment and Retention for the it Workforce