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Research Papers Essay Samples on Employee Retention

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Employee Retention

Introduction

In recent years, Human resource management is grappling with ways of implementing strategies to enhance effective retention management programs. According to research, companies are experiencing more challenges in retaining employees today than they did decades ago (Becker, 2013; Erickson & Gratton, 2007; Shantz, 2011).  Because of its significance of retention management, scholars and entrepreneurs have interest in establishing the relevance of employee retention in organizations today (Berta, 2002). This review paper focuses on primary and secondary sources of information, which different authors have published on the subject matter. Among these sources are peer review journals, research reports and book. The paper is in two sections; discussion on principles of retention management and the process of retention management. In the end, the article gives a conclusion on the research topic and highlighted issues.

 

Principles

The main purpose of retention management in organization is to find the best approaches for the Human Resource Management to use in order to retain its employees (Shantz, 2011). In other words, this looks at ways, which a company can use to motivate employees and enhance their loyalty, while increasing their productivity. To achieve this, researchers and experts hold that there are five proven principles, which companies ought to employ, to make workers enthusiastic about what they do and perform exceptionally better than before (Baldwin, McCaffer & Oteifa, 1995). These achievements are complimentary and beneficial to any company in improving employee retention (Fenney, 2013).

It is important to note that retention management focuses on elements like workers’ emotional component of worth, acknowledgement and trust (Bradford, 2011). In most cases, organizations engage every possible strategy to ensure that employees feel appreciated in the eyes of their bosses. According to Becker (2013), every company should convince employees that their service is not only necessary but also highly respected and acknowledged. Secondly, every employee needs to grow in his or her respective capacities. Thus, it is the responsibility of organizations to create growth and development for employees. With this approach, a company adds value to the skills of its workers, to make the more productive than before (Griffeth & Hom, 2001; Marzouk & Moselhi, 2003). This is important since the employer assures workers t that their skills are important and well enshrined in the company’s mission. Developing employees’ skills means the company values their welfare and future (Brown, Buccini, Kremer & Rings, 2004).

According to Griffeth and Hom (2001) and Brown et al (2004), the third principle of retention management is encouraging employees to be more responsible than they would have been at individual level. This is because every human being seeks to grow responsibly at all times (Shantz, 2011). As employees move through ranks and gain experience in what they do, they desire to become more competent and responsible. Thus, it is the role of the HR management to establish employees’ strengths and work towards making them better (Marzouk & Moselhi, 2003). Besides developing the skills of employees, an organization ought to equip their workers with new skills, different from their areas of specialization. For example, the company could train their employees on management of small groups during fieldwork (Bloemer, 2010). With such initiatives, employees gain more competences and can qualify for promotion, which comes with higher incentives. By empowering employees, they gain morale and become more creative and innovative to propel the company to pinnacle levels of productivity (Billikopf, 2003).

The third principle of retention management is the relationship between managers and employees. This relationship is mainly exhibited through the interplay between employees and supervisors, since the former acts as the link between the company and supervisors (Shantz, 2011). The implication of this is that employees who feel they are mistreated by supervisors also believe that managers of the organization do not value their service. When supervisors show a positive attitude to employees, they portray the image of the managers and the entire management team. It is therefore important for the company to improve the relationship with employees to make them feel part of the company. This increases their desire to be part of the organization for long (Erickson et al., 2007).

According to (Erickson et al., 2007), every company endeavors to realize success. For this, most employees know that no organization would retain them without exemplary performance. With such approach, successful employees would be more willing stay longer in an office, whereas nonperformers will seek refuge in elsewhere. For such plan to have impact, an organization should acknowledge excellence by rewarding best performing workers to motivate them (Bradford, 2011; Tyler, 1989; Singh & Shoura, 1996).

Process

This section focuses on steps to follow in order to realize successful retention management. McCaffer (1993) argues that there are six steps, which a company has to take during retention management. These steps are indentifying employee-needs, analyzing effects of employee fluctuation, understanding motivation and demoralizing factors of employees, identifying ways of dealing with the situation, implementing actions and evaluating the success of the actions (McCaffer, 1993; Fenney, 2013).

Firstly, for a company to indentify the needs of employees, it must go back to the drawing board and refer to its mission coupled with market and product objectives. Pratt (2004) affirms that this step is important as it ensures that the company addresses the needs of its workers. Moreover, it allows the firm to organize training in order to equip workers with relevant skills for them to perform their roles effectively.

On the other hand, Brundage and Koziel (2010) emphasize the need to master the risks associated with employee fluctuation by understanding the ability of workers through interviews. After this, the company gathers enough information about the kind of skills that the market requires Seydel (2003). With such information, a company could prioritize its retention plans, starting with most skilled and highly demanded employees (Herman, 1997; Kaye & Sreb, 2003; Ramlall, 2004; Sexter, 2002).

 For Brundage and Koziel (2010), knowing what motivates and demoralizes employees is the third step in retention management. Here, managers must enhance those plans that motivate workers and discourage activities or strategies that take away the morale of workers. This ensures that employees remain committed toward realizing the goals of the organization. The use of questionnaire is a common method a company could use to find out elements that motivate and discourage workers at their place of work (Neal, 1989). From the information gathered through questionnaires and other sampling techniques, the HRM should adopt appropriate actions to motivate its workers and retain them. As Bradford (2011) states, implementation step is necessary after indentifying the best motivation actions. Companies should implement these strategies systematically. This means, those in charge of implementing must adhere to the ground rules to the letter, maintain the culture of the organization, communicate the new changes to the employees, and respect retention management principles. Bloemer (2010) concludes that evaluating the actions of the plan is as important as the five steps in employee retention management. The HRM should evaluate the success or failure of the retention management and if there would be need to apply similar strategies in future (Bradford, 2011; Ramlall, S. 2004; Sexter, 2002).

 

Conclusion

In summary, this review paper as expounded two crucial issues when dealing with employee retention. In the first section, the researcher focused principles of retention management while the second part discussed how to achieve the target. It is necessary for every organization to master employee retention since no company can afford to lose employees (Amos & Weathington, 2008; Short, 2006). Generally, there is need for an exchange between managers and employees if the two sides are two feel obligated to work in unison for the sake of the company. Even though companies want to have loyal, powerful and willing workers, employees need respect, fair treatment and appreciation (Bloemer, 2010; Baldwin, 1995). Above all, companies can only realize successful retention management if they observe the above principles. 

 


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