109981825_OBHR_330_OCIP_Analysis_Presentation_Rubrics(1)_1.pdf OBHR 330 Fall 2015 OCIP ANALYSIS EVALUATION Below Average Average Above Average Wow! Outstanding! Originality of work. (This means if there is plagiarism, assignment grade = F, at a minimum). 12-point font Helvetica or Ariel. 1-inch margins up, down, left, and right. Each page is numbered. Analysis is minimum 3 pages, either single or double spaced. Each of the 7 (6 + your own research question) questions is clearly labeled using a heading and fully answered. If data is poor for any question to be fully answered, additional interviews have been conducted to ensure there is robust data. Data is quoted only when necessary as part of argument and analysis. Integration of background research into analysis. Citations + references follow a standard format. In-text citations are in the following format (Author, year of publication). Grammar + punctuation. Quality of analysis. Organization + Flow. You have taken the initiative to visit the following website for any writing questions: https:// owl.english.purdue.edu/owl/ Something extra that goes above and beyond and adds to the overall quality. Page � of �1 2 OBHR 330 Fall 2015 OCIP TEAM PRESENTATION EVALUATION Below Average Average Above Average Wow! Outstanding! Originality of work. (This means if there is plagiarism, assignment grade = F, at a minimum). Organization + Flow. Message Clarity. Technical Production of Visuals. Logical Argument + Evidence. Balanced integration of each team member’s research. Equal air time for each team member during presentation and Q + A. Cohesion of overall team presentation. Eye contact. Clarity of speech. Volume of speech. Quality of answer during Q + A. Did you practice your presentation? Something extra that goes above and beyond and adds to the overall quality. Page � of �2 2 109981825_OBHR_research_1_5.docx Prof. OBHR 330 OCIP Research Workplace diversity is among the most important predictors of a business' sales revenue, customer numbers and profitability, according to research to be published in the April issue of the American Sociological Review. In one of only a few studies to empirically examine the implications of organizational diversity, sociologist Cedric Herring found that a workforce comprised of employees of both genders and varying racial backgrounds resulted in positive business outcomes. "Although previous research on diversity in the workforce has suggested diversity's negative impact on group dynamics and communication, this study makes the case for diversity in clear financial terms," said Herring, the interim head of the sociology department at the University of Illinois at Chicago and a professor of sociology and public policy at the University of Illinois' Institute of Government and Public Affairs. Herring found that companies reporting the highest levels of racial diversity brought .

1. 109981825_OBHR_330_OCIP_Analysis_Presentation_Rubrics(
1)_1.pdf
OBHR 330 Fall 2015
OCIP ANALYSIS EVALUATION
Below
Average
Average Above
Average
Wow!
Outstanding!
Originality of work. (This means if there is
plagiarism, assignment grade = F, at a minimum).
12-point font Helvetica or Ariel. 1-inch margins up,
down, left, and right.
Each page is numbered.
Analysis is minimum 3 pages, either single or double
spaced.
Each of the 7 (6 + your own research question)
questions is clearly labeled using a heading and fully
answered.
If data is poor for any question to be fully answered,

2. additional interviews have been conducted to ensure
there is robust data.
Data is quoted only when necessary as part of
argument and analysis.
Integration of background research into analysis.
Citations + references follow a standard format.
In-text citations are in the following format (Author,
year of publication).
Grammar + punctuation.
Quality of analysis.
Organization + Flow.
You have taken the initiative to visit the following
website for any writing questions: https://
owl.english.purdue.edu/owl/
Something extra that goes above and beyond and
adds to the overall quality.
Page � of �1 2
OBHR 330 Fall 2015
OCIP TEAM PRESENTATION EVALUATION
Below Average Average Above
Average

3. Wow!
Outstanding!
Originality of work. (This means if there is
plagiarism, assignment grade = F, at a
minimum).
Organization + Flow.
Message Clarity.
Technical Production of Visuals.
Logical Argument + Evidence.
Balanced integration of each team member’s
research.
Equal air time for each team member during
presentation and Q + A.
Cohesion of overall team presentation.
Eye contact.
Clarity of speech.
Volume of speech.
Quality of answer during Q + A.
Did you practice your presentation?
Something extra that goes above and beyond
and adds to the overall quality.

4. Page � of �2 2
109981825_OBHR_research_1_5.docx
Prof.
OBHR 330
OCIP Research
Workplace diversity is among the most important predictors of a
business' sales revenue, customer numbers and profitability,
according to research to be published in the April issue of the
American Sociological Review.
In one of only a few studies to empirically examine the
implications of organizational diversity, sociologist Cedric
Herring found that a workforce comprised of employees of both
genders and varying racial backgrounds resulted in positive
business outcomes.
"Although previous research on diversity in the workforce has
suggested diversity's negative impact on group dynamics and
communication, this study makes the case for diversity in clear
financial terms," said Herring, the interim head of the sociology
department at the University of Illinois at Chicago and a
professor of sociology and public policy at the University of
Illinois' Institute of Government and Public Affairs.
Herring found that companies reporting the highest levels of
racial diversity brought in nearly 15 times more sales revenue
on average than those with the lowest levels of racial diversity.
Gender diversity accounted for a difference of $599.1 million in
average sales revenue: organizations with the lowest rates of
gender diversity had average sales revenues of $45.2 million,
compared with averages of $644.3 million for businesses with
the most gender diversity.
For every percentage increase in the rate of racial or gender
diversity up to the rate represented in the relevant population,

5. there was an increase in sales revenues of approximately 9 and
3 percent, respectively. Herring found racial diversity to be a
better determinant of sales revenue and customer numbers than
company size, the company's age and the number of employees
at any given work location.
Companies with a more diverse workforce consistently reported
higher customer numbers than those organizations with less
diversity among staff. In terms of racial diversity, companies
with the highest rates reported an average of 35,000 customers
compared to 22,700 average customers among those companies
with the lowest rates of racial diversity. The difference is even
larger for gender diversity rates. That is, companies with the
highest levels of gender diversity reported an average of 15,000
more customers than organizations with the lowest levels of
gender diversity. Herring also found that the smallest
incremental increase in levels of racial or gender diversity
resulted in more than 400 and 200 additional customers,
respectively.
Although a corporate workforce's gender composition did not
have a significant impact on a company's relative market share,
Herring found that racial diversity was among the most
important predictors of a company's competitive positioning
relative to other firms in its industry.
According to the research, as racial and gender diversity levels
increased in a company's workforce, its profits relative to those
of its competitors also increased.
Herring analyzed data from the National Organizations Survey
(NOS), reviewing a subset of 506 United States-based for-profit
businesses that provided information about workforce diversity,
sales revenue, customer numbers, market share and profitability
between 1996 and 1997. The NOS contains information from a
sample of the 15 million organizations in Dun and Bradstreet's
Information Services' data file.
Herring's work in the April issue of the American Sociological
Review is accompanied by two other studies relevant to race in
the workplace; one is on equal employment opportunity and the

6. other examines race discrimination lawsuits. On the topic of
equal employment opportunity, sociologist C. Elizabeth Hirsh
of Cornell University analyzed the direct impact of
discrimination charges on workplace segregation, as well as
indirect pressures presented by legal and organizational
environments. She found that companies do not desegregate in
the wake of sexual discrimination charges filed directly against
them, but they do respond to Equal Employment Opportunity
enforcement in their industries and in the broader legal
environment.
Hirsh's findings also suggest that organizational factors are
more pivotal to race desegregation than legal intervention. For
example, larger companies and those with more females in
management were found more likely to promote workplace
integration. Hirsh concludes that by making an example of
employers found in violation of the law, Equal Employment
Opportunity enforcement creates a legal environment that
encourages policy compliance among other employers.
Race discrimination lawsuits increase access to managerial jobs
for African Americans, according to research from sociologist
Sheryl Skaggs of the University of Texas at Dallas. Skaggs
examined data on the supermarket industry from 1983 to 1998
and found that African Americans were more likely to enter
management in the year following a lawsuit filing against a
particular supermarket. Importantly, the initial increase in
African American managers resulting from a lawsuit filing was
shown to produce long-term benefits by bringing representation
up to the industry average. Legal pressures from federal courts
were also important. When circuit courts were made up
predominantly of white males, they were less likely to create a
legal climate signaling intolerance of workplace racial
discrimination.
http://www.sciencedaily.com/releases/2009/03/090331091252.ht
m

7. "Diversity Linked To Increased Sales Revenue And Profits,
More Customers." ScienceDaily. ScienceDaily, n.d. Web. 05
Oct. 2015.
Silicon Valley's plan to be more diverse
A year later, here's what some of the biggest tech companies are
doing to become more diverse.
Apple(AAPL,Tech30): Apple has said it willdonate $50
million to organizations that will help women and minorities get
into tech jobs. The investment will take the form of
scholarships, college training programs, and paid internships.
The company is partnering with historically black colleges and
universities (HBCUs), as well as the National Center for
Women and Information Technology.
Before this year's WWDC, Tim Cook also told Mashable he
is convinced the industry can become more diverse. "Most of
the issues have been created by humans, so they can be fixed,"
Cook said.
eBay(EBAY,Tech30):The online auction company recently
added two more women to its board of 17 directors: Bonnie
Hammer, chair of NBC Universal Cable Entertainment, and Gail
McGovern, American Red Cross CEO. Before Hammer and
McGovern joined, eBay had just one woman on its board --
Kathleen Mitic, a startup veteran.
Google(GOOGL,Tech30):Google told CNNMoney it plans to
spend $150 million on a combination of internal and external
diversity efforts. Half will go toward outside organizations and
communities focused on attracting and keeping women and
minorities in technology. The other half will be used inside the
company to make Google more inclusive. In 2014, the company
invested $114 million in diversity programs.
Silicon Valley's plan to be more diverse. (n.d.).
http://money.cnn.com/2015/06/19/technology/tech-diversity-

8. roundup/
The Top 10 Economic Facts of Diversity in the Workplace
1. A diverse workforce drives economic growth. Our nation’s
human capital substantially grows as more women, racial and
ethnic minorities, and gay and transgender individuals enter the
workforce. A McKinsey & Company study, for example, found
that the increase in women’s overall share of labor in the United
States—women went from holding 37 percent of all jobs to 47
percent over the past 40 years—has accounted for about a
quarter of current GDP.
2. A diverse workforce can capture a greater share of the
consumer market. By bringing together individuals from
different backgrounds and experiences, businesses can more
effectively market to consumers from different racial and ethnic
backgrounds, women, and consumers who are gay or
transgender. It is no surprise, then, that studies show
diversifying the workplace helps businesses increase
their market share.
3. Recruiting from a diverse pool of candidates means a more
qualified workforce. When companies recruit from a diverse set
of potential employees, they are more likely to hire the best and
the brightest in the labor market. In an increasingly competitive
economy where talent is crucial to improving the bottom line,
pooling from the largest and most diverse set of candidates is
increasingly necessary to succeed in the market.
4. A diverse and inclusive workforce helps businesses avoid
employee turnover costs. Businesses that fail to foster inclusive
workplaces see higher turnover rates than businesses that value
a diverse workforce because they foster a hostile work
environment that forces employees to leave. The failure to
retain qualified employees results in avoidable turnover-related
costs at the expense of a company’s profits. Having a diverse

9. and discrimination-free work environment helps businesses
avoid these costs.
5. Diversity fosters a more creative and innovative
workforce.Bringing together workers with different
qualifications, backgrounds, and experiences are all key to
effective problem-solving on the job. Similarly, diversity breeds
creativity and innovation. Of 321 large global enterprises—
companies with at least $500 million in annual revenue—
surveyed in a Forbes study in 2011, 85 percent agreed or
strongly agreed that diversity is crucial to fostering innovation
in the workplace.
6. Businesses need to adapt to our changing nation to be
competitive in the economic market.Census data tell us that by
2050 there will be no racial or ethnic majority in our country.
Further, between 2000 and 2050 new immigrants and their
children will account for83 percent of the growth in the
working-age population. Our economy will grow and benefit
from these changing demographics if businesses commit to
meeting the needs of diverse communities as workers and
consumers.
7.Diversity is a key aspect of entrepreneurialism.Our nation’s
entrepreneurs are a diverse set of people of color, women, gay,
and transgender individuals. According to the Census Bureau,
people of color own 22.1 percent of U.S. businesses. Moreover,
women own 28.8 percent of U.S. businesses, and Latina-owned
businesses in particular are the fastest-growing segment of the
women-owned business market. According to the National Gay
and Lesbian Chamber of Commerce, gay or transgender
individuals own approximately 1.4 million (or approximately 5
percent) of U.S. businesses.
8. Diversity in business ownership, particularly among women
of color, is key to moving our economy forward. The diversity
of our nation’s business owners helps boost employment and
grow our economy. For example, women of color own 1.9
million firms. These businesses generate $165 billion in revenue
annually and employ 1.2 million people. Latina-owned

10. businesses in particular have total receipts of $55.7 billion since
2002.
9. Diversity in the workplace is necessary to create a
competitive economy in a globalized world.As communities
continue to grow, it’s important to harness the talent of all
Americans. Businesses should continue to capitalize on the
growth of women, people of color, and gay and transgender
people in the labor force. Our increasing diversity is a great
opportunity for the United States to become more competitive in
the global economy by capitalizing on the unique talents and
contributions that diverse communities bring to the table.
10.Diversity in the boardroom is needed to leverage a
company’s full potential.By 2050 there will be no racial or
ethnic majority in the United States, and our nation’s
boardrooms need to represent these changing demographics.
Currently people of color and women only represent about 14.5
percent and 18 percent, respectively, of corporate boards among
the senior management of Fortune 500 companies. Recruiting
board directors with a breadth of expertise and varied
experiences will make companies more proficient.
Sophia Kerby is Special Assistant for Progress 2050, and
Crosby Burns is Research Associate for the LGBT Research and
Communications Project at the Center for American Progress.
A Diverse Workforce Is Integral to a Strong Economy. (n.d.).
https://www.americanprogress.org/issues/labor/news/2012/07/12
/11900/the-top-10-economic-facts-of-diversity-in-the-
workplace/
Business Advantages of Diversity in the Workplace
The United States Office of Employment predicts that 29
percent of the U.S. labor force will be comprised of minorities
by 2008. More importantly, it estimates that from 1998 to 2008

11. some 41 percent of the people entering the U.S. workforce will
be minorities.
Among the advantages of diversity in the workplace are:
increased creativity, increased productivity, new attitudes, new
language skills, global understanding, new processes, and new
solutions to difficult problems.
1. Creativity increases when people with different ways of
solving difficult problems work together towards a common
solution. There is no one best answer to any question--the more
ideas you can obtain from different people, the more likely you
are to develop a workable answer. Other cultures can offer
insightful alternatives Americans might not have considered.
This is a tremendous advantage of diversity in the workplace.
2. Productivity increases exponentially when peopleof all
cultures pull together towards a single inspiring goal. Foreign
executives are extremely successful in the American corporate
world because of globalization and internationalization. People
from China and India benefit U.S. firms with their stellar
quantitative skills. And European citizens--Swiss, Germans,
British, and French--do well here in high-level jobs. Increased
productivity is an obvious advantage of diversity in the
workplace.
3. New attitudes are brought to the business table by people
from diverse cultures. For instance, Americans may want to
consider adopting the perspective other cultures have about
time. Our culture believes that “time is money” and “getting to
the bottom line” is paramount in business. However, in most
other countries around the world “time is for building
relationships” and an integral part of getting to know the other
party you are considering doing business with before starting a
transaction. How much of an advantage would workplace
diversity be if we followed this practice more closely?
4. Language skills are obviously needed in today’s increasingly
global economy--and diverse workers often have this

12. proficiency. If a company needs specific knowledge or language
skills, it may hire foreign nationals for help. In some markets,
international job seekers have the advantage. For example,
companies breaking into European, Asian or Latin American
markets will need foreign expertise. High-tech firms in
particular are expanding into countries abroad. In the United
States, we like to believe that English is “the language of the
world.” While that may be true for business, our native tongue
ranks second in the world behind Chinese and just slightly
ahead of Hindustani. To truly build relationships with the other
people of the world, we must speak their language. It is a
tremendous advantage of workplace diversity if we enable
people from other cultures can help us understand not just their
words, but also the meaning behind what they are saying.
5. Understanding how the United States fits into the world
picture is crucial. By relating to people of all backgrounds,
Americans will gain a greater perspective on how different
cultures operate and experience greater success in global
business as a result.The average American believes that this
country’s residents account for about 25 percent of the world’s
population. People from outside our borders are not surprised to
learn that the figure is actually less than five percent.
6. New processes can result when people with different ideas
come together and collaborate. In today’s fast-moving world,
there is no longer room for thinking, “We have always done
things this way and cannot change.” American workers must
bring multiple skills to the environment, think cross culturally,
and adapt quickly to new situations. Those who meet these
criteria are likely to do well, regardless of culture--even in
tough economic times.
Workplace diversity can make American companies more
productive and profitable. They also bring differences that we
must understand and embrace for those benefits to be realized.
Business Advantages of Diversity in the Workplace. (n.d.).
http://www.ethnoconnect.com/articles/9-business-advantages-
of-diversity-in-the-work-place

13. 109981825_interview_transcript_1_7.docx
10
OCIP INTERVIEW TRANSCRIPT
Name:
1
Question: How can we show that diversity in the workforce lead
to greater outcomes?
2
NAME:
NAME: Huijun An
Job Title: CFO
Company name: Rongchuan
Interview 1

14. 1. How has diversity enabled the firm achieve its organizational
goals?
A: I think that with the globalization of activities, a new era of
diversity faces the management of business activities. Today’s
employees are not only diverse but they also greatly influence
workplace demographics. In 2009, it was reported that the
minorities made up almost 40% of the United States working
population. Organizations have benefited from diversity in a
number of ways. Since firms can employ people from different
cultures and races, the levels of discrimination have highly
reduced. The issue has also created a notion known as global
citizens because of the vibrancy brought to organizations
through employment of people from different cultures and
ethnic groups who offer varied viewpoints.
2. How have organizational settings affected the success of your
business?
A: Organization settings have been important in our firm
because it has helped us achieve the goals we have set. Since
our organization is an accounting firm, most of our activities
center on accounting practices such as auditing, taxation, and
investment. The structure of the organization is important to our
business because it enables us coordinate various activities
within the firm. Our firm is made up of associates, partners, and
managers who, together, make a formidable team. We ensure
that the employees in our organization come from diverse
cultures as a way of creating uniformity within the organization.
Each of these people performs a specific function for the firm.
The associates, for instance, are the most important members in
our firm because they directly deal with customers. Notably,
most of the associates that join this firm normally have
Bachelor’s degree in management with a bias in accounting.
When they join the firm, they are often assigned different tasks.
3. What is the importance of organizational politics in your
firm?
A: Just like any other firms, organizational politics are also
important in our organization. Personally, I believe that these

15. issues must exist in any firm for efficiency purposes. One of the
importance of this matter in the business is that it helps in
motivating employees because they believe that, by
participating in these issues, their interests would not be
compromised. Organizational discipline also helps in
controlling indiscipline among the employees. I also feel that
employees can increase their productivity whenever they are
involved in organizational politics. By taking part in the
politics, employees feel involved in the crucial matters of a
business which make them care more about the plans and goals
of an organization.
4. What are some of the industry environment and trends in the
field of accounting?
A: I believe that the field of accounting is one of the most
dynamic aspects of management because of the various changes
that often occur. The point of concern is how well accountants
are prepared to deal with these trends. From the research
undertaken, I have noted that the accounting fraternity would
experience certain changes in their operational activities.
Increased focus on customer service is one of the major trends I
expect in this profession. Firms believe that they can achieve
this by leveraging technology to systematize processes and free
up staff while at the same time offering more personalized and
strategic counsel and advice to their customers. Client service
has increased from the traditional face-to-face communications
of the olden times to a continuous loop of customer engagement
opportunities.
Secondly, I hope that organizations would improve
challenges on technology integration services. The objective of
this strategy is to make sound and strategic investments in
technological improvement to aid in providing a smooth
integration and migration paths to the new emerging
technologies. Reports from our firm indicate that the average
time it takes for a bank to carry out a transaction varies much
between the very prepared and the less prepared groups. For
example, very prepared groups carry out their transactions 10

16. days faster than the less prepared groups.
5. Why do organizational challenges exist?
A: According to my research, I have noted that one of the
greatest challenges in the accounting profession is its dynamism
which I believe will be taking place in management and
ownership in the coming few years. Moreover, the concept of
globalization is becoming a reality because its implications are
there for all to see. The concept is having huge implications not
only on the regulators but also on the standard setters. Some of
the people who are experiencing challenges in this profession
are the auditors; they find it difficult to pass their knowledge
when it comes to understanding the audit and accounting issues
surrounding certain business lines to their counterparts. A
broader issue facing the auditing industry is the procedures that
can be used to instill and maintain proper professional judgment
expected of auditors as the accounting theory moves towards
approaches based on principles. All these problems affect our
operations in one way or the other.
6. What are some of the effects of these challenges on the
employees in their places of work?
A: Before I offer any explanation on this topic, it should be
noted that whenever an organization experiences problems, its
employees are among the most affected group. As I had already
stated earlier, one of the major accounting problems is
increasing the knowledge of experts in this profession. Because
of this, employees have found themselves losing jobs because
they cannot meet the level of proficiency required in most
firms. The lack of knowledge improvement has also affected
them since they end up making no real improvements in their
careers. The stagnation makes many of them feel discouraged
about their jobs which has led to implications on the
productivity of accounting firms. The lack of improvement in
this profession has also encouraged junior accountants from
furthering their careers.
7. What have the organizations done to curb these problems and
what has been the result?

17. A: While trying to deal with the issue of employees, the overall
business performance can also be affected in the process. When
employees leave an organization, those who are left behind can
be less efficient and productive meaning that the organization
would likely experience an environment with low turnover. The
reduction in the performance is normally associated with the
increased activities that the few remaining employees are forced
to absorb. Because of this, companies with low rates of
retention and elevated turnover rates, in most cases, are less
competitive and productive than those with more stable
workforce.
Interview 2
Question: How can we show that diversity in the workforce lead
to greater outcomes?
NAME: Luning Zhuang
Job Title: Manager
Company name: Shengtai
1. How has diversity enabled the firm achieve its organizational
goals?
Z: In the last few years, I have realized that organizational
diversity has become one of the most important issues in the
United States ever since the Equal Employment opportunity was
signed in 1965. One of the importance of workplace diversity is
increased talent pool because it offers organizations a large pool
to choose from. It has also ensured that organization obtains
varied viewpoints especially when dealing with complex issues.
Because of these, organizations have better understanding of

18. both local and international markets.
2. How have organizational settings affected the success of your
business?
Z:In our organization, the employees form the most important
part of our setting because they carry out the daily activities
that normally involve dealing with customers. While hiring
these employees, we consider the diversity of their groups
because this is important in increasing a firm’s scope of
knowledge. Even though the junior associates normally carry
out most of the works, I think that the senior associates are the
most important in our firm because of the levels of experience
they offer. I also think they are important because they aid in
the guidance of the junior employees. Other stakeholders such
as managers are important to our firm because they aid in the
administration of various departments.
3. What is the importance of organizational politics in your
firm?
Z: Politics are part of the life in our organization because it
consists of people with different interests as well as opinions.
In fact, according to one of the surveys I analyzed, 93% of
managers interviewed stated that organization politics exist in
their firms while a further 70% state that they need the politics
to be successful. The same also applies to firms such as ours.
Managers in these firms have to deal with various interests
regarding their employees. Accounting, being a demanding job,
implies that the managers have to reshuffle their packs to keep
everybody satisfied. Organization politics are also important
because, in such firms, issues often arise when resources start to
be scarce.
4. What are some of the industry environment and trends in the
field of accounting?
Z: Before stating some of the trends in the world of accounting,
I would like to assert that the profession is one of the most
dynamic areas; changes are always inevitable. One of the trends
in the accounting world is the management of talent and
succession planning. A survey I carried out indicated that seven

19. out of every ten firms are willing to adopt talent administration
and succession planning as a way of preparing for the future.
The figure is for the very prepared firms because, for the less
prepared firms, only 30% are willing to do this. Talent
management was noted to be a weak point amongst these firms
because over 60% of the equity partners in public accounting
firms in the United States are over the age of 50. Notably,
managing talents and teaching junior employees how to take
part in succession can help in future planning.
5. Why do organizational challenges exist?
Z: The research I carried out revealed that organizations must
face challenges no matter how proficient they are in their
activities. In our firm for example, the issue of professionalism
and attitude is one of the biggest problems that exist. I believe
that these problems exist because of lack of motivation from the
seniors. Accounting is one of the most monotonous professions
because employees work on similar tasks repeatedly. Because of
this, they find it monotonous and may even lose interest in the
job altogether. Secondly, organizational problems also exist
because of different personalities that exist at the place of work.
Some employees normally do not give what is expected of them
and because of this, the productivity of the firm is lowered. The
behaviors of these employees may also creep into other
employees.
6. What are some of the effects of these challenges on the
employees in their places of work?
Z: As I have always noted, employees are the most affected
people in the organization in case of problems. Their welfare
will not be given the top priority because the organization
normally has major issues to focus on during this period.
However, organizations always fail to notice that the overall
impact of this is reduced performance because it is employees
who make them tick.
7. What have the organizations done to curb these problems and
what has been the result?
Z: In my studies, I have noted that most firms often find it

20. difficult to control their turnover rates. These studies have also
shown me that those who leave their jobs do this because of the
culture and inter-employee relations that exist between them
and others at the places of work. A business culture
characterized by higher turnover is always likely to have low
retention rates. Because of this, it is difficult to manage such
organizations because of the constant flux in employees.
Companies with these issues often find themselves in tough
position to compete because they lack stability in their daily
operations.