...Employee Retention Executive Leadership BY: Michael D. Jackson Assistant Fire Chief Department of the Air Force Mercury NV An applied research paper submitted to the National Fire Academy as part of the Executive Fire Officer Program March 1999 2 ABSTRACT Over the last five years (1993-1998), twenty-one members of the Range Complex Fire Department (RCFD) have left for various reasons. The problem is that because of a reduced personnel budget the department has not been allowed to replace all of the members that have left. The ensuing reduction in staffing has resulted in a fire station closure and a reduction in customer service. Operationally this reduction has resulted in increased response times, reductions of vehicle staffing and increases in overtime. The purpose of this paper was to identify why personnel were leaving the department and to suggest ways to improve employee retention. Descriptive and evaluative research methods were utilized to answer the following research questions: 1. 2. 3. Why have members left the Range Complex Fire Department? In general, why do employees leave the fire organizations they work for? What does the upper management team of the RCFD believe are the reasons personnel are leaving the department? 4. What retention programs are used by other federal fire departments? To identify why employees were leaving the RCFD nine interviews were conducted with former employees that had left the department in the last five years. A literature...
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...1. Abstract Managing retention and absenteeism is an important task for every company or employer. It can be assessed as a process with few stages. This paper will look at identifying the cost of employee turnover, importance of understanding why employee leaves, retention strategies and how they should be implemented. The first step of an effective attendance management program is to identify specific areas which are affecting attendance. Some general causes of absenteeism will be mentioned later in this paper. 2. Background The importance of this briefing paper is to summarize all gained information, knowledge and facts regarding to issues in Managing retention and absenteeism in business, preparation to write an individual academic paper and to give a brief idea how it will be approached. In Managing retention and absenteeism is necessary to cover following areas: • Absenteeism • Sickness absence • Employee turnover • Staff retention strategies • Staff retention and management of knowledge • Benefits of staff retention 3. Findings 3.1 What the assignment is asking me to do The definition of absenteeism according to Mathis and Jackson (2005) is any failure to report for work as scheduled or to stay at work when scheduled. They divide absenteeism into 2 groups: voluntary, that is unavoidable and voluntary, avoidable. The sickness absence can be short - term (repetitive) or long term illness. CIPD’s Absence Management Survey (2011) revealed for the first...
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...HRM Dynamics and its interventions with Employee Engagement Dr. Taruna Mohit Kumar ABSTRACT With the ever increasing pace of globalization, the face of business has changed keeping in mind the altering psychology of the human mindset. The developing economy in India is talent driven and the need to attract and retain the same is equally important and crucial for any organization trying to make a mark in this global set up. The evolution of the organization follows a very similar pattern to the evolution of the humankind and the only organizationwhich can upkeep and survive the competition intrigues will be able to survive. Of all the resources, Human resource would play a pivotal role providing for a perfect Launchpad and a base upon which...
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...Literature Review (8-10 pages 12 sources) The Importance of Retention Systems in Human Resource Management Abstract Retention systems is one of the most important components of a staffing system within an organization. Human Resources is responsible for obtaining human capital in order for an organization to obtain and maintain productivity and profits. Human capital is a major expense and investment within organizations. If the organization is unable to retain its workers, the organization nets substantial losses on each employee it is not able to retain. Losses presents themselves not only in production costs, but training and development dollars invested in the employees as well, in addition to recruitment and hiring costs. My literature review will introduce and evaluate common types of retention systems used by staffing systems and their effectiveness in the workplace. Author of “An Analysis of Human Resource Information Systems impact on Employees”, Kelly O. Weeks describes the overall basic benefits of Human Resource Information Systems. She states in her article “systems give the organization the ability to consistently develop and manage employees based on the value of an individual's contribution”. The article also describes the various ways in which HR systems can improve job productivity by cutting repetitive work, and increasing the speed in which manual processes are managed. This article provides a basic general educational foundation and working knowledge...
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...the same in the not so distant future. The purpose of this essay is to highlight one such challenge facing the management – employee retention. Among the other challenges I considered were diversity management, technological advancements, lean production, remuneration, and so on. In my stint at running a business, losing employees has cost a lot of valuable time, effort and loss of sales/efficiency in finding a replacement. Employee retention is defined as the extent to which employees are retained by employers. It can be expressed as a percentage of employees with a particular length of employment to the total number of employees. “Employee Retention is a process in which the employees are encouraged to remain with the organisation for the maximum period of time or until the completion of the project.” (Giri YL, 2008) A related but inversely proportional measure is employee turnover. Therefore, higher the retention, lower the turnover. It is used widely to express employee retention in a different form. At this juncture, I must answer the following question: Why is employee retention a key factor for the management? An average person spends a third of his/her lifetime at the workplace. It would be needless to say that it is of utmost importance that the atmosphere and environment in the workplace should be positive and foster the employee to feel ‘at home’. The work place is one’s second home. Davenport &...
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...job retention management. Motivation can be defined as: the force which gives the direction to perform a task; the will to achieve (Bedeian, 1993). Motivation is the force which drives the employees to achieve their personal and organizational goals. Higgins (1994) perceived job motivation as the internal drive to satisfy an unsatisfied need. Understanding the importance of the relationship between job motivation and employee retention makes it easier to manage the workforce in an organization. Each employee is a valuable asset in which the success of an organization is depended; therefore it is crucial to retain the employees by motivating them in their work environment. Nowadays people decide on staying with the organizations not only considering the monetary compensation and benefits, but also on how much they are inspired by their job. Therefore, at instances where the motivation level of an employee change there will be an impact on job retention. Since this research will be conducted in the field of human resources management relating to investigating and understand the relationship between job motivation and employee retention, job satisfaction can be considered as a key concept. In today’s highly competitive labor market employees are considered as the key factor which determines the organization's success despite of its financial and other resources. Therefore, organizations face issues regarding employee retention. Even though there are retention practices...
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...CASE STUDY OF VODAFONE 1 Role of Training and Development in Employee Retention Case Study of Vodafone 2 ABSTRACT Employees are the strategic asset of any organization; this talent has to be managed and preserved. This project presents a descriptive study, which mainly investigates on the functioning and role of training and development in employee retention, a case study of VODAFONE, a leading telecommunication company of UK, has been presented in this research. This study also investigate on the significance of training and development in managing of employees, different types of training methods in use, and its effects on retention of employees and about benefits which company gains as well. The study mainly helps in finding about the benefits of training and development in retention of employees as well as about the retention of companies information as well. This study emphasizes the role of training and development plays a very crucial role in retaining the capable employees, which are the precious assets treasured by all organizations. Keywords: retention, T&D (Training and Development), Vodafone Contents 3 Abstract ......................................................................................................................................3 Acknowledgements .....................................................................................................................8 CHAPTER 1: INTRODUCTION .........................
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...this might be because of the nationwide lay-offs that occurred across America during the recession of the 1970’s. At that time many people lost their positions, their benefits and their pensions. The national workforce realized that the loyalty they had been raised to believe in was not extended by their employers when the time came to cut losses and run. From that point forward employees began looking out for themselves and now it is not unusual to receive training in one environment, and then move on to another company for a little more pay, or perks and then later move again (Lofton, 2006). One of the largest problems facing the national workforce today is the retention of good employees. Recently this company has begun to lose a number of valuable employees to competing companies and industries. The importance of retaining employees who are proficient in their job skill sets cannot be ignored. “Retaining key employees is a number-one problem. A solution will mean more profitable and effective organizations, happier and more productive employees, and more satisfied client/customers. Losing employees also is expensive. Studies have found that the cost of replacing lost talent is 70 to 200 percent of each lost employee's annual salary. There are...
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...Linking Customer and Employee Satisfaction to the Bottom Line Also Available from ASQ Quality Press: Analysis of Customer Satisfaction Data Derek R. Allen and Tanniru R. Rao Customer Centered Six Sigma: Linking Customers, Process Improvement, and Financial Results Earl Naumann and Steven H. Hoisington Customer Satisfaction Measurement Simplified: A Step-by-Step Guide for ISO 9001:2000 Certification Terry G. Vavra Improving Your Measurement of Customer Satisfaction: A Guide to Creating, Conducting, Analyzing, and Reporting Customer Satisfaction Measurement Programs Terry G. Vavra Measuring Customer Satisfaction: Survey Design, Use, and Statistical Analysis Methods, Second Edition Bob E. Hayes The Trust Imperative: Performance Improvement through Productive Relationships Stephen Hacker and Marsha Willard Customer Satisfaction Measurement and Management Earl Naumann and Kathleen Giel Performance Measurement Explained: Designing and Implementing Your State-of-the-Art System Bjørn Andersen and Tom Fagerhaug Value Leadership: Winning Competitive Advantage in the Information Age Michael C. Harris To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://qualitypress.asq.org . Linking Customer and Employee Satisfaction to the Bottom Line A Comprehensive Guide to Establishing the Impact of Customer and Employee Satisfaction on Critical Business Outcomes Derek R. Allen and Morris...
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...team find it hard to come to a consensus, then as the leader is it my role to make the final decision when needed. A1a. Strengths One great advantage to a participative leadership style is that this type of leader often energizes employees which make the employees feel empowered and results in a high level of job satisfaction. When the employee feels as though they have a “say so” they are more motivated to participate and engage in the task at hand. Another great benefit to a participative leadership style is that the manager will gain useful knowledge about their employees and the workplace environment by encouraging feedback from employees. This will help the manger become a more effective leader of the team. A1b. Weaknesses One major disadvantage to a participative leadership style is that too much involvement without direction can cause the employees to become overwhelmed and therefore lack effective decision making abilities. Another disadvantage is that if you as the leader rely too much on group input and interaction, the employees may become confused and dissatisfied and this could lead to lower performance and high employee turnover. There is a very thin line that needs to be towed when you are a participative leader. A2. Comparison of Leadership Styles Unlike the participative leader, the autocratic leader retains most of the authority. This leadership focuses on total control with little to no input from the team. They are confident in their decisions...
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...UNLV Theses/Dissertations/Professional Papers/Capstones 5-1-2007 Manager retention and the Steamboat Ski Resort Michael D. Gumbiner University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons, and the Work, Economy and Organizations Commons Repository Citation Gumbiner, Michael D., "Manager retention and the Steamboat Ski Resort" (2007). UNLV Theses/Dissertations/Professional Papers/ Capstones. Paper 481. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. MANAGER RETENTION AND THE STEAMBOAT SKI RESORT by Michael D. Gumbiner Bachelor of Arts California State University Fullerton 1987 A professional paper submitted in partial fulfillment of the requirements for the Master of Hospitality Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas May 2007 1 PART ONE Introduction The material for this paper centers on the Steamboat Ski Resort Corp. The ski resort was chosen for this study because of its need for a management retention plan. Steamboat was ranked as a top 10 international ski resort in North America...
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... Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction; Job retention; Recruitment Process; Knowledge, skills and abilities INTRODUCTION I n western countries human resource management (HRM) research has shown a shift from microanalytical approach (individual performance) to a macro-strategic (organizational performance)...
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...Term Paper Employee Retention In IT Industry Submitted by:- Deepti Sangal A3906413295 BBA (G) C-08 Research objective • To know what are the reasons of employees for leaving the organization. • To validate weather compensation is the central aspect behind employee retention or any other reason. • To study which are the factor which cause employee turnover. • To study what are the methods which are adopted to retain people. Literature review Retention is an obscure notion & there would be not any single recipe for observance employees with a company. Employees who are satisfied have...
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...of utmost importance to find the right mix of employees who fit the organisational needs and have values and goals in alignment with the firm’s vision and mission. This has become a daunting task with huge investment of money time and other valuable resources. Once this task is accomplished, can the employers sit back and relax? The answer is NO. The next step is the retention of these best-fit employees. When a new recruit joins an organisation, lot of time and money is invested to groom the new joinee, make him/her corporate ready and bring at par with the existing employees. The organization is completely at loss when these employees leave their job once they are fully trained. According to various researches replacing an employee is estimated to cost twice the deportee’s annual salary. Hence, the concept of employee retention becomes strategically important. Employee retention refers to the various policies practices and measures undertaken so that an employee sticks to a company for a maximum period of time. The various causes of employee turnover can be attributed to compensation, work environment, career growth, relationship, support, etc. Basically these factors can be categorised as pull factors and push factors. Pull factors are those reasons because of which current employee are attracted and get ‘pulled’ to a new work-place. Hence, it includes a better paying job, a career advancement opportunity, etc. Push factors are aspects that ‘pushes’ the employee towards the...
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...Human resources (HR) are the backbone of an organisation (Gerhart & Milkovich 1990, Pfeffer 1998). Many years ago, human resource are called personal department in which it covers the paperwork activities such as filing, recordkeeping and paying the employee. The increasing awareness about the importance of people as an asset to organization has changed the way organizations describe people-human resource. The Human Resource Management (HRM) function includes a variety of activities, such as job analysis, human resource planning, employee recruitment, selection, motivation and orientation, performance evaluation and compensation, training and development, labor relations and employee safety and health. However, recently, the phrase "talent management" is being used to describe human resource and it does refer to the activities that attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. Talent Management can be defining as "developing, redeploying and retaining top employees" serves as a general definition of talent management. Synonymous with Human Capital Management, talent management is an umbrella phrase which includes employee...
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