Employee Turnover and Its Impact on Performance
Employees are regarded a critical resource for any organization. For this reason, the relevance of effective employee turnover management cannot be overstated. In this text, I concern myself with employee turnover. In so doing, I will amongst other things discuss the effects of a high employee turnover, i.e. how a high employee turnover affects employee performance particularly at the National Archives and ecords Administration - NAA. Further, I will also highlight the various causes of employee turnover and the measures the management should embrace to rein in the same.

Employee Turnover: An Overview

Employee turnover according to Armstrong (2010) is essentially the rate at which employees leave the company. According to Saratoga Institute (as cited in Deane and Sanjeev, 2004), "turnover is calculated as the number of employee terminations in a given period -- voluntary, involuntary or both -- divided by the average number of active…...

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References

Aamodt, M.G. (2012). Industrial/Organizational Psychology: An Applied Approach (7th ed.). Belmont, CA: Cengage Learning.

Armstrong, M. (2010). Armstrong's Essential Human Resource Management Practice: A Guide to People Management. Philadelphia, PA: Kogan Page Publishers.

Deane, W.J. & Sanjeev, A. (Sept, 2004). Measuring Retention Rather Than Turnover: A Different and Complementary HR Calculus. Human Resource Planning, 27(3), 6-13.

Gitman, L.J. & McDaniel, C.D. (2008). The Future of Business: The Essentials (4th ed.). Mason, OH: Cengage Learning.

Employee Turnover ates
Letter of Transittal

The availability of human assets is best expressed by the turnover. The issue on turnover has extensively become one of the renowned research areas in the field of human resource management. There are two different types of research interest, namely turnover intention and voluntary turnover. Though a significant number of studies on turnover have shown that turnover intention is highly correlated to voluntary turnover with a positive relationship (Price, 2001), however, this turnover intention does not necessarily lead to actual turnover. Since the relationship between turnover intention and actual turnover has been well-established in literature, it can be concluded that turnover intention is the best immediate predictor and strongest precursor of voluntary turnover.

Literature conveys various definitions of turnover intention. Most researchers define it as a conscious or planned willfulness to permanently withdraw from an organization, normally measured along a specific time dimension, while others refer…...

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References

AARP. (2002). Staying Ahead of the Curve: The AARP Work and Career Study. Washington, D.C.: AARP Retention rodeo. Accessed from:  http://assets.aarp.org/rgcenter/econ/d17773_multiwork_1.pdf 

AICPA. (2011). The 2011 PCPS Top Talent Survey. Accessed from:  http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/HumanCapital/DownloadableDocuments/TopTalentStudy2011.PDF 

Allen, D. & Griffeth, R. (2001). Test of a Mediated Performance -- Turnover Relationship Highlighting the Moderating Roles of Visibility and Reward Contingency. Journal of Applied Psychology 86, 1014-1021.

Breaugh, J.A. (1985). The Measurement of Work Autonomy. Human Relations. 38, 551-570.

Employee turnover and customer satisfaction: a comparison of rural and urban healthcare facilities
Staff turnover within the long-term care industry continues to increase at a significant rate (Castle, 2003). National averages show the overall turnover rate ranges from 38% to 50% for Licensed Practical Nurses (LPN), registered nurses (N) and administrators and 66% for Certified Nurses Aides (CNA) (American Health Care Association [AHCA], 2008). Turnover increases cost associated with recruitment and training as well as affects quality of care and customer satisfaction. For example, a turnover rate of 45% among 2.6 million long-term care workers costs about $4.1 billion per year. Furthermore, it can lead to inadequate staffing levels which results in decreased continuity of care (Castle, Degenholtz, & osen, 2006; Seavey, 2004; LTCCC, 2008). Dr. Charlene Harrington, a leading researcher in the nursing home field, contends that inadequate staffing levels are the primary reason for poor quality of care…...

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References

American Health Care Association (AHCA). 2003. Results of the 2002 AHCA Survey of Nursing Staff Vacancy and Turnover in Nursing Homes. Retrieved January 1, 2012 from   / staffing/Documents/Vacancy_Turnover_Survey2003.pdf.http://www.ahcancal.org/research_data 

American Health Care Association (AHCA). 2008. Report of findings 2007 AHCA Survey Nursing Staff Vacancy and Turnover in Nursing Facilities. Retrieved January 1, 2012 from

Table 2 Fit measures for models 1 and 2

Model

X[sup2]

X[sup2]/df

GFI

AGFI

IFI

SRMR

X[sup2] = Chi-Squared is rarely used by itself as a measure of model fit, since it is heavily influenced by the number of cases in the sample (Byrne, 1998).

X[sup2]/df = Chi-Squared divided by degrees of freedom and a small resulting value interpreted as a good fit, while a large value is generally seen as indicative of a bad or poor data-model fit. Usually, as a rule of thumb, a cut-off value of 3.00 to 4.00, and even as high as 5.00, is interpreted as indicative as a good data-model fit (Bollen, 1989, p. 278; Hayduk, 1987, p. 168; Mueller, 1996, p. 84).

GFI = Goodness of Fit is a measure of the amount of observed variance/covariance information that can be accounted for by the hypothesized model and values over 0.90 are seen as indicative of a good fit (Byrne, 1998; Jaccard & Wan,…...

Finally, this author suggests that the nature of the relationship and the type of psychological contract that emerges between workers and management is highly subjective and will naturally involve individual perceptions that may not be completely discernible without further investigation. In this regard, Kikul adds that employee perceptions of contract breach "represents a cognitive assessment of contract fulfillment that is based on an individual perception of what each party has promised and provided to the other" (Kikul, 2001, p. 321). Just as an individual's perceptions of their own self-worth and self-esteem are unique, the manner in which these psychological contracts can be breached or violated can also be unique as a result of individual differences in how people view the world around them.
There is a common theme that runs throughout the analysis, though, and people inherently appear to have a fine-tuned sense of justice that alerts them to when…...

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References

Abbasi, S.M., & Hollman, K.W. (2000). Turnover: The Real Bottom Line. Public Personnel Management, 29(3), 333.

Akpotu, N.E., & Nwadiani, M. (2002). Academic Staff Turnover in Nigerian Universities. Education, 123(2), 305.

Arora, S., & Waldman, J.D. (2004). Measuring Retention Rather Than Turnover: A Different and Complementary HR Calculus. Human Resource Planning, 27(3), 6.

Bamber, E.M., & Iyer, V.M. (2002). Big 5 Auditors' Professional and Organizational Identification: Consistency or Conflict? Auditing: A Journal of Practice & Theory, 21(2), 21.

Regular Training as a Way of Reducing Employee Turnover It is important to note, from the onset, that as Taylor and Stern (2009) point out, “turnover produces innumerable problems for organizations” (p. 5). The relevance of bringing down the rate of employee turnover cannot therefore be being overstated. This is more so the case given the costs associated with a high employee turnover rate. In the words of Choi and Dickson (2009), “it has been well documented that employee turnover involves a significant cost for the business” (p. 105). While there are various other ways that have been explored and seen to be successful, there is no holy grail when it comes to retaining employees and ensuring they do not quit in search of better prospects. I would, therefore, propose that we embrace a cocktail of strategies to reduce employee turnover. Employee turnover, as Choi and Dickson (2009) point out, has…...

Strategic ChallengeThe strategic challenge that has had an impact on resourcing specifically with regard to human resources in my organization is high employee turnover rate. A few months ago, it was established that my organization had a higher rate of employee turnover than its peers in the industry. More specifically, the employee turnover rate in this case was estimated to be 24%. This is to say that the organization lost 25% of its workforce every year. It would be prudent to note that there are a number of downsides presented by such a high rate of employee turnover. For instance, as a consequence of the significantly high employee turnover rate, my organization has ended up losing skilled and competent personnel to its competitors. This significantly affects productivity. Further, the said high employee turnover rate has resulted in the organization incurring high recruitment and selection costs. The additional resources…...

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References

Cunliffe, A. L., & Luhman, J. T. (2012). Key Concepts in Organization Theory. Thousand Oaks, CA: Sage.

This paper is my own work that I created specifically for this course and this section. All research or material I used in preparing this paper has been properly acknowledged within the assignment in accordance with academic standards for complete and accurate citation of sources.COVER MEMOTO: Mr. Anderson Green, Director of Human ResourcesFROM: (Name), Manager of TrainingDATE: October 26, 2023SUBJECT: An Effective Onboarding Program for New HiresRetaining top talent is crucial for any organization that wishes to maintain a competitive edge in the marketplace today. Failure to devise innovative ways to retain top talent places the organization at risk of incurring unnecessarily high costs in employee turnover. Available data from the Institute of Corporate Productivity shows that the cost of replacing a single employee in the US is between 90 and 200 percent of the employees annual pay (Walker-Schmidt et al., 2022). Fortunately, studies have shown that effective onboarding is…...

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References

Bell, T. (2021). Onboarding: improving employer and employee relations. Certified Public Manager Applied Research, 2(1), 1-8.

Cordiner, S. (2017). The theory and principles of creating effective training courses: What to do before creating your course. Maintraining Pty Limited.

Kirkpatrick, J. D., & Kirkpatrick, J. K. (2016). Four levels of training evaluation. Association for Talent Development.

Knowles, M., Holton, E. F., Swanson, R. A., & Robinson, P. A. (2020). The adult learner: The definitive classic in adult education and human resource development. Taylor & Francis.

Managerial Turnover: A Problem? Employee turnover should be a cause for concern in any organisation. It should be even more worrying if it involves key employees such as managers. The exit of employees from an organisation is often an indicator of considerable shortcomings in how the organisation manages its employees (Truss, Mankin & Kelliher, 2012). It could point to dissatisfaction with working conditions, management style, remuneration, workload, and so forth. HealthCare Launder Care (HCLC) has lost 30 of its 120 unit and site managers in the past one year, translating to a 25% managerial turnover rate (Heneman, Judge & Kammeyer-Mueller, 2012). This is without a doubt a disturbing trend that the organisation must urgently address to avoid the potential repercussions. The organisation must investigate the cause of the trend and put in place corrective measures if it is to succeed in the long term.
Managers are critical employees in any organisation. They…...

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References

Heneman, H.G., Judge, T.A., & Kammeyer-Mueller, J.D. (2012). Staffing Organizations. 7th ed. New York, NY: McGraw-Hill Irwin.

Truss, K., Mankin, D., & Kelliher, C. (2012). Strategic human resource management. Oxford: Oxford University Press.

 

Nonprofit Business Case Study: JumpstartOverviewBy some standards, Jumpstart could be deemed a successful non-profit. This is more so the case given that it has gradually morphed into a national organization and has managed to transition from a founder-led organization into a professionally managed entity. The latter was an uphill task for the organization. However, despite remaining true to its mission, expanding nationally, and embracing a more professional approach in the management of its affairs, the organization has encountered a number of challenges that could get in the way of future success. Some of the said challenges will be highlighted in this write-up and proposals to address them floated.Main IssueFrom the onset, it would be prudent to note that one of the main issues that Jumpstart grapples with at the moment is access to capital to support its growth. At present, the organization is largely dependent upon five funding streams, i.e.…...

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References

Simons, R. (2011). Human Resource Management: Issues, Challenges and Opportunities. CRC Press.

Tyson, S. (2012). Essentials of Human Resource Management. Routledge.

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 social events outside…...

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References:

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,   last accessed on February 23, 2010http://www.china-embassy.org/eng/xw/t401165.htm 

Human esource
The H component plays a crucial role in an organization. The component is generally involved in the planning and management of human resources, arguably the most valuable asset an organization has (Stredwick, 2014). It provides services such as employee recruitment and selection, training and development, performance management, as well as remuneration and benefit management. The H is also involved in workforce planning, job design, diversity management, and labor relations. These services are crucial for the achievement of organizational goals and objectives.

A particularly important service relates to employee recruitment and retention. To achieve its strategic goals and objectives, an organization must attract and retain the right pool of individuals (Mello, 2015). It must have individuals with the necessary skills, knowledge, and experience. This is crucial for creating competitive advantage in an increasingly competitive and dynamic environment. The H component serves a vital role in identifying and filling the human resource…...

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References

Mello, J. (2015). Strategic human resource management. 4th edition. Mason: Cengage Learning.

Stredwick, J. (2014). An Introduction to Human Resource Management. London: Routledge.

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…...

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References

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.

High Turnover is a Problem for HM in Public AdministrationAbstractJob dissatisfaction is often cited as a major reason for high turnover in public administration. Low pay, long hours, and poor working conditions are all contributing factors to dissatisfaction. In addition, many public servants feel undervalued and unappreciated. As a result, they are often more likely to leave their jobs than workers in other sectors. Although high turnover can be costly and disruptive, it is often seen as a necessary evil in public administration. By offering competitive salaries and benefits, and creating a positive work environment, employers can help reduce the incidence of job dissatisfaction and high turnover. The reason for this is that, ultimately, high turnover in public administration can be caused by a number of factors, including low wages, poor working conditions, and inadequate benefits. In many cases, government employees are not paid as well as their counterparts in…...

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ReferencesAn, S. H. (2019). Employee voluntary and involuntary turnover and organizational performance: Revisiting the hypothesis from classical public administration. International Public Management Journal, 22(3), 444-469.Azis, E., Prasetio, A. P., &Utomo, K. H. (2019). Overcoming Turnover Intention Problems: Direct–Indirect Model to Identify the Effect of Perceived Organizational Support and Job Satisfaction In Service-Based Organizations. JurnalAplikasiManajemen, 17(3), 555-566.Ferreira, P. C. G., & Neiva, E. R. (2018). Antecedents of turnover in federal public administration. RAUSP Management Journal, 53, 366-384.Hassan, M., Jambulingam, M., Alam, M. N., & Islam, S. (2019). Redesigning the retention strategy against the emerging turnover of Generation Y: Revisiting the long-standing problems from 20Th to 21St century. International Journal of Entrepreneurship, 23(2), 1-16.Hopkins, J. C., & Figaro, K. A. (2021). The great resignation: an argument for hybrid leadership. International Journal of Business and Management Research, 9(4), 393-400.Linzer, M., Griffiths, E. P., & Feldman, M. D. (2022). Responding to the Great Resignation: Detoxify and Rebuild the Culture. Journal of General Internal Medicine, 1-2.Moreno, A., Navarro, C., & Fuentes-Lara, C. (2022). Factors affecting turnover intentions among Millennial public relations professionals: The Latin American case. Public Relations Inquiry, 2046147X221081176.Mourtgos, S. M., Adams, I. T., & Nix, J. (2022). Elevated police turnover following the summer of George Floyd protests: A synthetic control study. Criminology & Public Policy, 21(1), 9-33.Reyes, A. C. S., Aquino, C. A., & Bueno, D. C. (2019). Why employees leave: Factors that stimulate resignation resulting in creative retention ideas. CC The Journal: A Multidisciplinary Research Review, 14, 15-24.Robertson, M. B. (2021). Hindsight is 2020: identifying missed leadership opportunities to reduce employee turnover intention amid the COVID-19 shutdown. Strategic HR Review, 20(6), 215-220.Sabharwal, M., Levine, H., D’Agostino, M., & Nguyen, T. (2019). Inclusive work practices: Turnover intentions among LGBT employees of the US federal government. The American Review of Public Administration, 49(4), 482-494.Stater, K. J., & Stater, M. (2019). Is it “just work”? The impact of work rewards on job satisfaction and turnover intent in the nonprofit, for-profit, and public sectors. The American Review of Public Administration, 49(4), 495-511.Suryawan, I. G. R., Ardana, I. K., &Suwandana, I. G. M. (2021). Transformational leadership, work stress and turnover intention: the mediating role of job satisfaction. American Journal of Humanities and Social Sciences Research (AJHSSR), 5(1), 146-157.Tessema, M. T., Tesfom, G., Faircloth, M. A., Tesfagiorgis, M., &Teckle, P. (2022). The “Great Resignation”: Causes, Consequences, and Creative HR Management Strategies. Journal of Human Resource and Sustainability Studies, 10(1), 161-178.Tufvesson, A. (2021). The great resignation: Staying put. LSJ: Law Society of NSW Journal, (84), 34-37.

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.

1. The Importance of Employee Retention in Maintaining a Successful Business
2. Strategies for Improving Employee Retention Rates in the Workplace
3. The Role of Company Culture in Employee Retention
4. The Impact of Employee Benefits and Incentives on Retention Rates
5. Challenges and Solutions for Retaining Millennial Employees
6. The Connection Between Employee Engagement and Retention
7. Addressing Turnover and Retention Issues in a Remote Work Environment
8. The Financial Costs of Employee Turnover and the Benefits of Retaining Staff
9. The Role of Leadership in Employee Retention Strategies
10. Best Practices for Creating a Positive Work Environment that Encourages Employee Loyalty and Retention.
11. Exploring the Relationship Between....

Topic Idea 1: The Impact of Employee Retention on Organizational Performance

Explore the positive correlation between employee retention and key business outcomes, such as productivity, profitability, and customer satisfaction.
Analyze how high turnover rates can lead to financial losses, operational inefficiencies, and reputation damage.
Discuss the importance of identifying and addressing the root causes of employee turnover to improve retention.

Topic Idea 2: Strategies for Enhancing Employee Retention in the Digital Age

Examine the challenges posed by the changing nature of work and technology in retaining employees.
Evaluate the effectiveness of strategies such as flexible work arrangements, remote work options, and....

1. Analyzing the impact of employee turnover and training on the success of the Benihana simulation.
2. Exploring the role of communication and teamwork in achieving optimal performance in the Benihana simulation.
3. Investigating the effectiveness of decision-making strategies in maximizing profitability in the Benihana simulation.
4. Evaluating the importance of customer satisfaction and feedback in the Benihana simulation.
5. Examining the potential challenges and obstacles faced by participants in the Benihana simulation and strategies to overcome them.
6. Comparing and contrasting different approaches to managing and optimizing resources in the Benihana simulation.
7. Discussing the role of leadership and delegation in achieving success in the....

I. Introduction
A. Overview of Summit Financial and its HR challenges
B. Thesis statement: Outline of key HR recommendations for Summit Financial

II. HR Issue 1: Low Employee Engagement
A. Factors contributing to low engagement (e.g., lack of recognition, limited career growth)
B. Proposed solution: Implementing an employee recognition program and revised career development plan

III. HR Issue 2: High Employee Turnover
A. Causes of high turnover (e.g., poor onboarding, lack of training)
B. Proposed solution: Enhancing onboarding process and expanding employee training programs

IV. HR Issue 3: Poor Communication
A. Obstacles to effective communication (e.g., unclear communication channels, lack of transparency)
B.....