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, U.S. companies typically resort to…...

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Bibliography

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 benefits…...

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Works Cited:

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 to give us…...

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 supported by…...

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References

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 research on which…...

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Bibliography

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
Employee retention

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 satisfaction, which depends…...

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References

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.

Marriott Retention
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:

Theoretical Understanding:

As noted here above, Marriott International is both one of the most successful and one of the most reputable names…...

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Works Cited:

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
Human Resources

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 not clearly pointed…...

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.

Contents

Background of the tudy

Purpose of the tudy

Problem tatement

Research Objectives

Research Questions

Limitations of the tudy

ignificance of the tudy

Literature Review

Theoretical framework

Research hypotheses

Research Methodology

tudy Plan

APPENDIX A

APPENDIX B

Reference list

Background of…...

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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

Big Bison Resorts1. The Employee of the Month program at Big Bison Resorts would reinforce performance that aligns with the company's criteria for nomination, such as high productivity or providing excellent customer service. However, it may also create a competitive environment among employees, which may not necessarily lead to better performance. To apply the principles of reinforcement more effectively, Big Bison Resorts could consider creating a more collaborative program that recognizes teamwork and encourages employees to support one another in achieving company goals.2. Big Bison Resorts could get input from employees through various means, such as surveys, suggestion boxes, or focus groups. Additionally, the company could create opportunities for employees to provide feedback to their managers directly and establish open communication channels to receive and address concerns or suggestions. By involving employees in decision-making processes, the company can create a more engaged workforce and increase employee satisfaction and retention.3. Big…...

Abstract
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 resources, personnel…...

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 the company and…...

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References

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.

etention ecommendations
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 part of…...

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References

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…...

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References

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…...

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References

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.

Onboarding and employee retention management are two of the primary concerns of HR professionals because retaining qualified and competent employees should be HR’s main objective.  In fact, the ability to find competent employees, welcome them to the company in a way that encourages them to continue to pursue their career goals with the company, and provide incentives and opportunities for them in a way that increases employee loyalty actually helps reduce the potential problems that you could have from other HR issues that develop from people being unhappy in the workplace and high turnover rates.

Some....