Employee Retention Management
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References: Mathis, Robert L. Jackson, John H (2010). Human Resource Management 13th Edition. South-Western Cengage Learning. ISBN 9780538453158 Employee Retention. Retrieved from: http://www.whatishumanresource.com/employee-retention
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Employee Retention
This document discusses the importance of employee retention for organizations. It notes that employee retention benefits organizations by reducing costs associated with turnover like loss of knowledge and interrupted customer service. Key factors that influence retention are compensation, work environment, opportunities for growth, relationships, work-life balance, and support. The document also discusses strategies for retention like hiring the right people, empowering employees, providing feedback, and recognizing achievements. While some attrition can be beneficial, overall employee retention is crucial for long-term business success through customer satisfaction and goodwill.
Retention ppt
This document discusses the importance of employee retention over recruitment. It defines retention as an organization's ability to keep employees, and recruitment as finding new employees. Reasons employees leave include lack of growth, pay, recognition and poor leadership. Retention is important to avoid costs from turnover like losing knowledge, disrupting customers, and causing more resignations. Retaining existing staff provides clear skills and fit while avoiding rehiring expenses. Overall, retaining current talent provides financial benefits like skilled labor and customer service over an unknown new hire.
Employee retention (HR topic)
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
Retention strategies
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
Employee retention
This document discusses employee retention in organizations. It notes that 81% of organizations see turnover as negatively impacting effectiveness. Employee retention refers to policies that encourage employees to stay longer. Reasons for low retention include low job satisfaction from issues like poor performance reviews, lack of recognition, and unrealistic expectations. Reducing turnover requires efforts from HR, team leaders, and the organization to promote job fit, work-life balance, appreciation, and compensation. High retention brings benefits like experience and trade secret protection, while low retention risks losing skills and a domino effect on morale.
Recruitment
The document discusses recruitment, including defining it as the process of searching for prospective employees and stimulating them to apply. It outlines the objectives of recruitment such as attracting skilled candidates and developing an attractive organizational culture. The recruitment process, factors affecting recruitment, sources of recruitment (internal and external), methods of recruitment, and modern recruitment techniques and sources are also summarized.
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The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
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Employee Retention
This document discusses the importance of employee retention for organizations. It notes that employee retention benefits organizations by reducing costs associated with turnover like loss of knowledge and interrupted customer service. Key factors that influence retention are compensation, work environment, opportunities for growth, relationships, work-life balance, and support. The document also discusses strategies for retention like hiring the right people, empowering employees, providing feedback, and recognizing achievements. While some attrition can be beneficial, overall employee retention is crucial for long-term business success through customer satisfaction and goodwill.
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This document discusses the importance of employee retention over recruitment. It defines retention as an organization's ability to keep employees, and recruitment as finding new employees. Reasons employees leave include lack of growth, pay, recognition and poor leadership. Retention is important to avoid costs from turnover like losing knowledge, disrupting customers, and causing more resignations. Retaining existing staff provides clear skills and fit while avoiding rehiring expenses. Overall, retaining current talent provides financial benefits like skilled labor and customer service over an unknown new hire.
Employee retention (HR topic)
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
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The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
Employee retention
This document discusses employee retention in organizations. It notes that 81% of organizations see turnover as negatively impacting effectiveness. Employee retention refers to policies that encourage employees to stay longer. Reasons for low retention include low job satisfaction from issues like poor performance reviews, lack of recognition, and unrealistic expectations. Reducing turnover requires efforts from HR, team leaders, and the organization to promote job fit, work-life balance, appreciation, and compensation. High retention brings benefits like experience and trade secret protection, while low retention risks losing skills and a domino effect on morale.
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The document discusses recruitment, including defining it as the process of searching for prospective employees and stimulating them to apply. It outlines the objectives of recruitment such as attracting skilled candidates and developing an attractive organizational culture. The recruitment process, factors affecting recruitment, sources of recruitment (internal and external), methods of recruitment, and modern recruitment techniques and sources are also summarized.
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The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
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This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
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POWER AND POLITICS
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
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This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
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Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Theories of leadership
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on identifying personality traits and characteristics associated with effective leadership. Behavioral theories examine what leaders do and how they act. Contingency theories emphasize that leadership effectiveness depends on interactions between leaders, followers, tasks, and situations. Specific theories covered include the Ohio State leadership studies, path-goal theory, Fiedler's contingency model, Hersey-Blanchard situational theory, and leader-member exchange theory.
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Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
Theories of leadership
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
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This document discusses techniques for increasing employee retention in organizations. It identifies reasons for employee attrition such as lack of growth opportunities, monotonous work, and better job opportunities elsewhere. The document then outlines several strategies organizations can use to improve retention, including increasing employee engagement, recognizing performance, implementing training programs, focusing on team building, and ensuring good manager attitudes. Effective communication between managers and employees is also emphasized.
2003 promotions -_copy
Promotion involves transferring an employee to a higher position with greater responsibilities and higher pay. It can advance their career, provide new challenges and opportunities for growth. Promotions are beneficial for both employees and organizations. They motivate employees by rewarding good performance and hard work. For organizations, promotions allow them to put more skilled workers into positions where they can provide greater value and increase productivity. When deciding promotions, companies must determine the criteria, such as considering both seniority and merit to satisfy both management and unions. The policies need to be fair, consistent and clearly communicated.
AUZMOR_WHITEPAPER_EE_3 (1)[1].pdf
An employee experience platform can help organizations address several challenges related to employee experience. It allows for cross-functional support through integrated collaboration tools. It facilitates effective task management by enabling managers to oversee remote team performance. It standardizes onboarding processes and promotes onboarding. It also establishes feedback loops, tracks engagement, and offers learning and development opportunities to improve the overall employee experience.
Unit v final
This document discusses reward systems and their objectives, components, and implications. Reward management deals with assessing job values, designing pay structures, and managing performance and benefits. The objectives of a reward system are to value employee contributions, foster high performance, attract and retain talent, and align rewards with business strategy. Rewards have financial components like salary and incentives, non-financial benefits, and provide psychological satisfaction. Intrinsic rewards are directly experienced while extrinsic rewards are provided externally. Managers must determine valued rewards, desired performance, and link rewards to motivation, while organizations must design jobs and rewards to motivate behaviors.
5 Benefits of Employee Recognition and Statistics for HR Leaders
Want to amp up engagement, productivity, and performance while eliminating stress? Looking to reduce turnover? Learn how boosting your employee recognition efforts can help you achieve your goals.
Read the full blog post here: https://www.withconfetti.com/blog/post/benefits-of-employee-recognition
Compensation and incentive plan
This document outlines a compensation and incentive plan. It defines compensation and incentives, and discusses the objectives of having such a plan, including attracting and retaining employees, increasing productivity and motivation. It describes different types of individual, group and organizational incentive plans and the advantages and disadvantages of each. Finally, it provides guidance on what makes an effective incentive plan, including clear communication, performance measures linked to objectives, and ensuring the plan is adequate, fair and flexible.
Reward_Management.pptx
Reward management aims to recognize and reward employee contributions in order to attract, retain, and motivate high-quality talent. It seeks to align rewards with business goals and employee needs through a philosophy that differentially rewards people according to their contributions. Rewards can include financial compensation like base pay, bonuses, and benefits, as well as non-financial rewards like job enrichment, empowerment, and teamwork. Both financial and non-financial rewards aim to develop a high-performance culture.
ED-207-PERSONNEL-MANAGEMENT-CHAPTER-4-EMPLOYEE-DEVELOPMENT-AND-CAREER-MANAGEM...
ED-207-PERSONNEL-MANAGEMENT-CHAPTER-4-EMPLOYEE-DEVELOPMENT-AND-CAREER-MANAGEM...PatrickanthonyVales1
This document discusses employee development and career management. It explains that employee development improves existing employee competencies and skills to support organizational goals, while career management is a lifelong process of investing resources to accomplish future career goals. Some benefits of employee development mentioned include improved performance, a learning culture that attracts employees, cost savings from retaining employees, and developing leaders. Key aspects of employee development covered include training, performance appraisal, rewards and recognition, incentive compensation, employee benefits, and health and safety.Compensation management
The document discusses compensation management and its components. It defines compensation as monetary and non-monetary value provided to employees in exchange for work. Compensation has the objectives of recruiting/retaining employees, increasing morale, determining pay, and rewarding performance. It has both monetary components like base pay and bonuses, and non-monetary components like insurance and retirement programs. Compensation is important for job analysis and evaluation, and is affected by both external factors like the economy and internal factors like an organization's compensation policy.
Impact of reward on employee performance
effect of reward on performance, reward as a tool of motivation, employee perception towards rewards, importance of perception in reward
Orientaion, motivation, performance, compensation
Orientation: Physical Working Condition
-Motivation and Performance
-Evaluation Compensation Administration
by: Rachel T. Hermosilla
Aqa bus2-peoplemotivation
This document discusses theories and approaches for motivating employees in the workplace. It covers:
1) Key motivation theories from Taylor, Mayo, Maslow, Herzberg, McGregor, and others that support using both financial and non-financial incentives.
2) Practical motivation techniques organizations can use, including pay-based incentives as well as empowering employees and fostering teamwork.
3) How motivation is important for organizational outcomes like productivity, quality, and retention.
COMPENSATION .pptx
This document discusses compensation management. It defines compensation as monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees and rewarding job performance. It has direct components like base pay and bonuses, and indirect components like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job analysis and structure, and is affected by factors like the economy, living costs, and unions. In conclusion, good compensation can increase organizational productivity.
Employee retention
Employee retention is the magic of leading successful organisations. Spinning mills need to implement tried out successful mesures to retain its employees.WINSYS SMC has explained through this training session.
Motivation
This presentation defines motivation as internal and external factors that stimulate interest and commitment to a job. There are two types of motivation: intrinsic, which comes from within, and extrinsic, which comes from external rewards or threats. Effective motivation techniques for managers include job design, rewards, building employee satisfaction, genuine appreciation, recognition, and inspiration. Motivation leads to advantages like higher productivity, quality and efficiency while lack of motivation can result from poor leadership, lack of progression or appreciation.
TOWARD A MOTIVATED EMPLOYEE
This document discusses factors that motivate employees at Vitafoam Nigeria Plc. It defines motivation and different types of motivation. It also identifies key factors that influence workforce motivation such as reward and recognition, learning and development, open communication, and relationship with line managers. Survey results from Vitafoam show that recognition is important to employee motivation and that employees feel motivated when they receive thanks or praise for their work. The document recommends practices like open communication, training opportunities, and good relationships with line managers to build a motivated workforce.
How to Motivate Your Employees | Benedetto Cerilli
Employees are important entities in your business who determine whether you will fail or succeed. Research has shown that motivated employees are more productive with their workplace responsibilities which easily translates to better profits for businesses. To ensure that your business reaps from such benefits, here are 4 tips on how to motivate your employees.
Read the blog at https://benedettocerilli.net/how-to-motivate-your-employees/
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Disciplinary Action Process
Disciplinary Action Process
Due Process
Termination of Employment
Notice to Explain
Notice of Disciplinary Action
Notice of Decision
Code of Conduct
A code of conduct is a set of guidelines that outline an organization's ethical standards and governance practices. It provides guidance to employees on appropriate conduct and handling ethical situations. Businesses develop their own codes based on core values. To be effective, the code must be embedded in the organization so employees understand how it applies to them. Violations of the code can result in disciplinary action following progressive discipline procedures which start with verbal warnings, then written warnings, suspension, and ultimately termination. Human resources professionals are responsible for communicating and enforcing the code of conduct.
Job Advertisement
Elements of Job Advertisement
Communication Mediums of Job Advertisements
References:
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
Danny. The Talent Scout's Blog. The 8 Elements of a Good Recruitment Ad. Electronic References. Retrieved from:
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The document outlines evaluation criteria for both interviewees and interviewers. It evaluates interviewees on the content and substance of their answers, their delivery including language skills and confidence, and their business attire. Interviewers are evaluated similarly on the content and relevance of their questions, their delivery and language skills, confidence, and business attire. Both are assessed on a 100 point scale across the three categories.
Personality disorders
Abnormal Psychology- Personality Disorders: Antisocial, Borderline, Histrionic, Narcissistic, Paranoid, Schizoid, Schizotypal, Dependent, Obsessive-compulsive and Avoidant Personality Disorders.
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References:
Payos, Ranulfo P., LLB, FPM (2010). Human Resource Management. Manila, Philippines: Rex Bookstore Inc. ISBN 978-971-23-5643-8
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
Human Resource Plannning
Human resource planning involves analyzing an organization's workforce needs, forecasting future requirements, and developing a plan to ensure the right personnel are available to help the organization achieve its objectives. The process matches the size and skills of employees to organizational needs. Good HR planning provides competitive advantages like managing costs and identifying workforce strengths and weaknesses. It involves analyzing factors impacting labor demand, forecasting needs using statistical and judgmental methods, planning for internal and external labor supply, and implementing the plan while evaluating results.
Brain
The document discusses the neurobiological bases of human behavior. It describes how the nervous system consists of neurons that communicate via electrical and chemical signals. The central nervous system includes the brain and spinal cord, which process information and coordinate bodily functions. The peripheral nervous system connects the central nervous system to the rest of the body and controls both voluntary and involuntary actions. The brain is organized into hindbrain, midbrain, and forebrain structures that regulate basic life functions as well as higher cognitive processes located in the cerebral cortex.
Human Resource
References:
Payos, Ranulfo P., LLB, FPM (2010). Human Resource Management. Manila, Philippines: Rex Bookstore Inc. ISBN 978-971-23-5643-8
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
Nature of Staffing
Reference:
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
Sample Chronological Resume
Juan dela Cruz is applying to be a cook at Siomai-yan Resto. He has a B.S. in Business Administration from the University of San Jose-Recoletos and experience in communication, problem solving, and leadership. His resume lists educational history, seminars attended, student affiliations, and references for his application to become a cook.
Sample Targeted Resume
Sample targeted resume used mainly to tailor fit your resume to the job posting you want to apply to.
Consumer Decision Making
Consumer decision making involves multiple stages. It begins with exposure to marketing messages which create product awareness and the recognition of needs. Consumers then gather information through search from both marketing efforts and their social environment. This information is processed using affective and cognitive evaluations of alternatives. A choice is made, followed by purchase behavior and later post-purchase evaluation. The amount of involvement and information search varies from routine, low involvement decisions to extensive decisions requiring significant research. The consumer decision making model has three stages - input, processing, and output.
Consumer psychology
1) Consumer psychology deals with activities involved in selecting, obtaining, and using products and services to satisfy needs and desires, including decision processes before and after purchase.
2) Consumer behavior is the study of buying units and exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences, and ideas.
3) Theories of consumer behavior development include the rational choice theory, opportunity set/budget constraint theory, and preference ordering theory. External factors like demographics, economics, and social influences also impact consumer decisions.
Job hunt & interview
This document provides tips for job hunting, interviews, and securing a position. It discusses researching available jobs through schools, job fairs, newspapers and online postings. The submission process involves creating a tailored cover letter and resume to email or hand deliver. Interviews are an opportunity to showcase skills and personality through prepared answers to common questions about background, qualifications, and work samples. Proper preparation, attire, body language and follow up are emphasized to make the best impression and demonstrate why the applicant should be hired. The hiring decision weighs an individual's skills, attitude, availability and salary needs against the job requirements.
External Recruitment
Reference:
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
Consumer Learning
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Resumes
Marketing yourself starts with a good resume.
References:
Resume Types. Retrieved from: http://jobsearch.about.com/od/resumes/p/resumetypes.htm
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Employee Retention Management
- 3. “We cant stop employees from leaving unless we have a plan to make them stay!”
- 5. Employee Retention A process in which the employees are encouraged to remain with the organization for the maximum period of time or until completion of the project. Employee retention is beneficial for the organization as well as the employee.
- 6. RESIGNATIONS
- 7. REASONS WHY EMPLOYEES LEAVE Job is not what the employee expected No growth opportunities Lack of appreciation Lack of trust and support
- 8. Stress from overwork Compensation New job offers No personal life Physical strains
- 9. IMPORTANCE OF EMPLOYEE RETENTION The cost of turnover. Loss of company knowledge. Interruption of operations. Turnover leads to more turnovers. Goodwill of Company. Regaining efficiency.
- 10. Employees Retention involves five major things: Compensation Growth Environment Relationship Support
- 11. EMPLOYEE RETENTION STRATEGIES Hire the right person in right place Empower the employee Make them realize that they are valuable for Organization
- 12. Have faith in them, trust & respect them Provide information & knowledge Give feedback on performance. Recognize & appreciate their achievements. Keep their morale high Create healthy environment
- 13. Recipe of retention Remunerate competitively Encouragement and expectations Training and development Annual review cycles Inform and involve Nurture
- 14. MOST EFFECTIVE RETENTION INITIATIVES Competitive merit increase/salary adjustment Career development opportunities Promoting qualified employee Increasing health care benefits Offering schedules conducive to work life balance Bonuses
- 15. GUIDELINES FOR INCREASING JOB SATISFACTION Extrinsic Reward Refers to motivation that comes from outside an individual. The motivating factors are external, or outside, rewards such as money or praise. These rewards provide satisfaction and pleasure that the task itself may not provide.
- 16. Extrinsic REWARDS Reward must be meaningful and unique Reward must match individual preferences Link rewards to motivational behaviors Link rewards to performance Examples: Salary increase, gadgets, house loan and car loan
- 17. Intrinsic Rewards The personal satisfaction a person derives from a sense of self-accomplishment related to personal or business goals. More powerful motivator in doing responsibilities.
- 18. INTrinsic REWARDS Assign employees to jobs that meet their needs for work characteristics Provide clear communication to employees Design fair reward allocation system Ensure supervisors provide a positive environment Provide programs to enhance work-life balance
- 19. Thank You