...that is used in measuring an organizations performance. Identifying the research of performance evaluations, employee turnover, profit/loss, return on investment, market share, size of company in comparison to competitors, product rate of failure and customer satisfaction survey in the critique of a company or organizations. The organizations innovation, total quality management, and controlling operation within a company. This section covers why measuring performance for the selected measures are useful and important to improve the awareness of the effect in an organization. It is important to know where the strengths and weakness are in an organization and the balance of key essential performance measurement system. Performance Evaluations The primary purpose of performance evaluations is to provide feedback to employees on their current productivity, and identify areas in which an employee can improve on their future productivity. (Albright, 2009) Individual performance evaluations allow Human Resources the ability to measure an employee’s performance. Evaluations not only help develop individuals, but can also improve organizational performance and feed into business planning. Performance evaluations are usually conducted on an annual basis. Normally, employee evaluations coincide with salary increases, bonuses, awards, promotions, or disciplinary actions. Employee evaluations can often help organizations identify training and developmental needs. (Certo & Certo, 2012)...
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...delivery service ever. Domino's Pizza falls under the fast food industry, which has been characterized for high employee turnover. Domino's Pizza is no exception to the high employee turnover of this industry. Domino's Pizza has a trend of young and inexperienced employees that only stay with the company for a short while. With turnover rates high and new inexperienced employees filling job positions it seems that Domino's Pizza is in a vicious cycle of hiring and re-hiring. Employees do not see Domino's as a long term dream job, but a temporary job just to earn money. The costs of the hiring process is taking a continuous toll on this pizzeria company. In terms of my role with this company I have been asked to assume the role of a consultant. A manager has asked me for my expertise in handling the large employee turnover rate. In this industry the employee turnover rate can be as high as 200% to 300%. It can be quite a challenge to bring this rate down. However I am confident that with the right management strategies in place this employee turnover rate can decrease. It is all about getting the right people for the right job by shifting the focus on investing in the people of the organization. This new investment in the people of the organization is the right change in culture that management is looking for to decrease the unwanted and expensive employee...
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...Douglas Medical Center, along with other large companies. A change in the company has been taking place and trending towards many employees leaving for other employment opportunities. The turnover rate for BIMS is normally in the range of 55 to 60%, however, for the past few months it has increased to 64%. What is causing the turnover rate to increase and the moral across the organization to decrease? If management puts an emphasis on the employees and their training, will the turnover rate improve? Overview Barbra has noticed several other behaviors lately which appear to be a symptom of a deeper problem, but has been unable to determine the root cause of a climbing turnover rate and the overall decline in morale. In effort to discover the cause within the organization, a survey was administered. Unfortunately, the survey did not provide the results or guidance for management to lead the team in a direction that would change the culture of the organization or the way the employees at BIMS feel about their experiences at BIMS. If management continues to look only at the symptoms of the problem, the root cause will continue to exist and deteriorate the culture further. Debbie Horner, the HR manager developed and administered the employee survey in hopes to gain a better understanding of what was going on at each division. The research questions on the BIMS employee survey focused on a general rating of the employee’s feelings about the company, training, treatment, communication...
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...corporation. Overview of Organization North American Energies (nae) is a 5 year old company that supplies processed raw material in the form of charcoal and bio-fuels to public and private power generation companies. Currently hundreds of power plants (about 42% of all plants in the U.S. use coal) are running on coal which is an undesirable fuel because it gives off sulfur dioxide emissions, causes acid rain, and creates mercury pollution. Charcoaled hemp can be used to fuel and or be used alongside the coal. Since the hemp is a plant it only gives off CO2 and the new crop that is planted sucks up the CO2 that was previously emitted into the atmosphere. Thus the net CO2 emissions are zero. This makes it a clean burning fuel. Coal-Fired Power Plants are under mandate to begin shutdown. It is cheaper to change the fuel than to shutdown the plants and build new ones. The company has grown 50% a year for the last 4 years and is positioned to double in size the upcoming year. Nae contracts with farms in Canada and owns and operates factories in Canada and the US. They have capitalized on the rebirth of industrial hemp as an alternate clean burning fuel. Nae cannot keep up with the demand of their business and have contracted with other farmers to meet customer demand. The growth has been dynamic and the company was not prepared for the increase. The rapid expansion has left the company with a lack of synergy among employees and managers. Preliminary Problem Statement...
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...Ballard Integrated Managed Services, Inc. (BIMS) is a service company that provides various service products to their clients, mainly large businesses and corporations. BIMS services consists from janitorial cleaning to foodservice, and even physical plant maintenance. BIMS allows companies to outsource all of their non-business operations activities from one spot. This makes things very simple for BIMS clients and it also makes BIMS a very marketable company. Unfortunately, BIMS has been feeling the pressure of low employee morale and turnover numbers have been increasing. Our team will be looking at researching why this issue is happening to BIMS. We will try to un-code data collected from an employee survey to see if we can help BIMS find a solution to this problem that is slowly crippling them. One of BIMS largest contracts is with their client, The Douglas Medical Center (DMC). BIMS provides DMC with three major services housekeeping, food service, and physical plant management. BIMS would like to solve it’s high turnover issue so that they can guarantee the retention of the DMC contract. Here are some possible research questions: Why is employee morale dropping? Is there a direct correlation between low morale level and the increasing turnover rate? Can we control the turnover rate by attempting to improve employee morale? Human resources at BIMS deployed an employee survey to try to figure out the reason morale levels were low, this may help them pinpoint the underlying...
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...BEST BUY TURNOVER RATE AND EFFECT ON YEARLY SALES Prepared for Christy Eros General Manager of Best Buy Store #343 Prepared by Richard Bancroft Andrew Cordeiro Corey Webster December 3, 2007 MEMORANDUM DATE: December 3, 2007 TO: Christy Eros, General Manager FROM: Andrew Cordeiro, Richard Bancroft, Corey Webster, Project Team SUBJECT: Reducing Turnover Rate Here is the report you requested September 30 on the store turnover rate. As you suspected, the turnover rate is relatively high for the company and is increasing in our store. This problem has not been brought to attention because both the company and stores yearly sales have been increasing over the past few years. Though the store is doing well, it could be doing much better. Our employee's are what drives the store and makes it what it is. An increasing turnover rate has a negative effect on the stores bottom line. To support this, we surveyed a number of employees in our store and one of its competitors. The reason for conducting the surveys was to see what other employees thought of this problem. We also wanted to see if any other businesses experienced this, and if they did what solution they had. Some of our findings include various ways to predict and use turnover to prevent it. It will take a while for these possible solutions to go into effect and they will need some monitoring. One strategy we found that works for other businesses...
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...A Research Project Report On ATTRITION MANAGEMENT Submitted in partial fulfillment for the requirement of the MBA Degree awarded by Bangalore University Submitted by Ponnappa I.S 04XQCM6064 Under the guidance of Praveen Kamat Professor M.P.Birla Institute of Management M.P.Birla Institute of Management Race course road Bangalore-1 INDIA 1 DECLARATION I hereby declare that this dissertation entitled ‘ATTRITON MANAGEMENT’ is the result of project work undertaken by me under the guidance and supervision of Mr. Praveen Kamat, Professor, M.P.Birla Institute of Management, Bangalore. I also declare that this dissertation has not been submitted to any other University/Institution for the award of any Degree. (Ponnappa I.S) 2 CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled ‘ATTRITION MANAGEMENT’, has been undertaken and completed by Mr. Ponnappa I.S under the guidance and supervision of Mr. Praveen Kamat, Professor, MPBIM, Bangalore. (Dr. N.S. Malavalli) Principal MPBIM, Bangalore 3 CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled ‘ATTRITION MANAGEMENT’, has been undertaken and completed by Mr. Ponnappa I.S under my guidance and supervision (Mr. Praveen Kamat) Professor, M.P.B.I.M Bangalore 4 Acknowledgement The satisfaction that accompanies the successful completion of any task would be incomplete without the mention of the people who made...
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...Preparing to Conduct Business Research: Part Two The following will discuss the appropriate research design for determining our hypothesis, research question, why we are taking these research approaches, what data collection approach is to be used, and why we are taking this data collection approach. Determining the proper techniques, data collection measurements, questioning, and mining tools are critical for the success of determining the high turnover within Medical Surpluses Sales Department. Proper preparation in determining your business research will have a large impact on the overall success of the research itself. We chose to use the exploratory research approach because we needed to answer just exactly what was causing a large increase in turnover for Medical Surplus sales. In order to do so, an investigation needed to be done to help us identify the problem and figure out what caused this particular problem. The investigation would help by giving us the researchers, an insight to the whole situation. Exploratory research may include trial studies, interviews, group discussions, experiments, or other tactics for the purpose of gaining information (Richard, 2010). This method of research also helps to generate a hypothesis (Bindzer, 2009). We believe the other approaches of research, both casual and descriptive, were not suitable for what we were trying to accomplish. Casual research techniques would not be a good form of research because they are used to help figure...
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...Assignment #1 – Problems and Best Practices in Retention Employee and Labor Relations HRM 534/Jamie Davis Smith, Esq. January 22, 2012 What three problems might an organization have with the issue of employee retention? Three Problems an organization might face with employee retention could be identifying the problem for turnover, employees facing heavier loads which could cause more turnover, and financial burden due to high turnover rates. First, identifying the reasons for employee retention can be difficult especially in large companies. There could be ample stipulation regarding the reasons for turnover however, until the true reasons are identified, the problem can not be resolved. There are many employers in the medical field who believe pay is the biggest reason for turnover yet many don't offer basic perks. A "survey from 110 healthcare organizations--finds that 42% of health care organizations offer total reward strategies, such as retirement plans and vacation, compared to 70% of other industries" (news-medical.net). It is old news for all of us in the medical field, retention is a big problem. Many employees feel overworked and under rewarded in the medical field and this is a huge problem when there are other organizations where nurses, billing clerks, and even physical therapists can find jobs. For example, nurses and billing clerks can easily find a job at a big insurance company, especially if they have prior experience at a clinic or other medical...
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...Alternative and Creative Staffing Models – Reducing Turnover and Increasing Retention Week 7 – Course Project Introduction Companies throughout the world have experienced employee turnover for many many years. Employee turnover is simply defined as the rate at which employees are replaced during a specified period of time. The replacement of employees may be voluntary, referring to an intentional separation between the company and employee, or involuntary, which refers to an obligatory separation. A study of the total separation rates (by industry, region and voluntary) for US employees from September 2005 to August 2006, indicates that the overall turnover rates in the United States has steadily increased. This increase directly affected the industry by influencing total company expenditures based on the direct impact of turnover costs on and the overall profitability of an organization (nobscot). Further analysis of these ratios will allow identification of the industries being affected by turnover, the reasons behind this, overall costs of the turnover, and detailed recommendations to reduce these activities by developing creative staffing models that will induce and promote retention. Problem Every organization is built on a foundation of the jobs within the organization and the people that perform those jobs. The jobs are a constant within each company; while the employees are performing specific duties we must realize that when they leave, the jobs remain the...
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...Employee Retention, Engagement, and Careers Chapter 9 offers some good advice and tools for managing careers. We will discuss building effective communications through fair treatment programs and employee discipline. In addition we will discuss proper handling of dismissals and separations, including retirement. In recent years, many employees from the “baby boom” generation have taken early retirement. However, experts believe the next generation will have to work longer than they would wish in order to fund those who are retiring now. The Social Security Administration has increased the age at which future generations will be eligible for benefits. Management will need to find ways to stimulate career interests of older employees to keep them motivated and productive. Firms also will need to find ways to ease labor shortages by attracting those to return who already have retired. Let’s discuss these and other issues. Learning Objectives By the time we have finished this chapter you will be able to: 1. Describe a comprehensive approach to retaining employees. 2. Explain why employee engagement is important, and how to foster such engagement. 3. Discuss what employers and supervisors can do to support employees’ career development needs. 4. List and discuss the four steps in effectively coaching an employee. 5. List the main decisions employers should address in reaching promotion decisions. 6. Explain the factors you would consider...
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...Introduction and Research design Introduction Employee retention refers to policies and practices companies use to prevent valuable employees from leaving their jobs. How to retain valuable employees is one of the biggest problems that plague companies in the competitive marketplace .Replacement costs usually are 2.5 times the salary of the individual. The costs associated with turnover may include lost customers and business and damaged morale. In addition there are the hard costs of time spent in screening, verifying credentials, references, interviewing, hiring and training the new employees. (Workforce Planning for Wisconsin State Government, 2005).” “Cost control is the top benefit objective for employers in the...
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... Determine if your company has an | | |÷ |absenteeism problem. Analyze why and how to address issue. | | |(Ave. # of employees during mo.) x (# of |Analyze further for effectiveness of attendance policy and | | |workdays)] |effectiveness of management in applying policy. | | |x 100 | | |Cost per Hire |(Advertising + Agency Fees + Employee |Costs involved with a new hire. Use EMA/Cost per Hire Staffing | | |Referrals + Travel cost of applicants and |Metrics Survey as a benchmark for your organization which is | | |staff + Relocation costs + Recruiter pay |available on the SHRM.org Web site. Cost per Hire can be used as| | |and benefits) |a measurement to show any substantial improvements to savings in | | |÷ |recruitment/retention costs. Determine what your recruiting | | |Number of Hires |function can do to increase savings/reduce costs, etc. | |Health Care Costs per|Total cost of health care |Per capita cost of employee benefits. Indicates...
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...SHRM Foundation’S EFFEctivE PRacticE GuidElinES SERiES Retaining A Guide to AnAlyzinG And MAnAGinG eMployee turnover Talent SHRM Foundation’S EFFEctivE PRacticE GuidElinES SERiES REtaininG talent A GuiDe to AnAlyzinG AnD MAnAGinG eMPloyee tuRnoveR by David G. Allen, Ph.D., SPHR i REtaininG talent This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2008 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical...
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...Turnover: the good, the bad, and the ugly Turnover trends are telling. Whether your organization has low voluntary turnover, high voluntary turnover, low involuntary turnover, high involuntary turnover, or some combination of the above that varies by department and according to the time of the year, turnover statistics tell a story about your company processes, procedures, leadership, and culture. The purpose of this paper is to explore why turnover matters and what it really means to manage turnover. Hint: It’s way more than a numbers game. This paper will also present tips and solutions to maintaining or creating the happy ending to your “turnover story.” Turnover Myths Let’s first address some common turnover myths that when taken at face value can impede organizational growth while contributing to employee disengagement and dissatisfaction. Myth: Measuring Turnover Isn’t That Important This myth gains traction from the truism that employees come and employees go, but life continues on. Since “no one is irreplaceable,” fretting about turnover is a waste of time. Besides, who needs fancy metrics? When there’s a problem it’ll be obvious, right? Reality What’s perceived as obvious may not be actual. Our perception is often clouded by our biases and preconceptions, as well as what we observe in the world immediately around us. Perception is important, but hard data is important, too. And while no one is irreplaceable, employees are not expendable...
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