Author : S.Tephillah vasantham
Publisher : Lulu.com
Page : 204 pages
File Size : 17,36 MB
Release :
Category :
ISBN : 1365116751
Author : Peter R. Garber
Publisher : Human Resource Development
Page : 51 pages
File Size : 41,84 MB
Release : 2008
Category : Business & Economics
ISBN : 159996113X
Experts predict a serious shortage of employees in the United States over the next decade as Baby Boomers begin to retire. If retaining people isn't one of your top priorities, Retention will convince you to make it one immediately. Peter Garber delivers hundreds of low-cost ways to reduce employee turnover and provide a more motivating work environment - one that will make employees look forward to coming to work each day. In nine chapters, the book focuses on two challenges: How to keep employees from going to another organization and keep them interested and focused on their jobs. This book is part of the HR Skills Series designed to help managers plan for and manage changes in such areas as consumer demand, workforce turnover, and production and performance standards.
Author : Patricia Pulliam Phillips
Publisher : Association for Talent Development
Page : 195 pages
File Size : 42,98 MB
Release : 2023-05-26
Category : Business & Economics
ISBN : 1607289083
Keeping and retaining your best, high-performing employees is tough. But here's a resource that helps you take the best retention strategies from other organizations and apply them to your own situation. Explore what others are doing about managing retention, and learn about retention's impact on the individual employee who has chosen to leave or has been forced to leave an organization. This book includes 10 case studies on important topics, such as using recognition to manage retention, reinvigorating a mature company and using an internal degree program to reduce turnover.
Author : Isabelle Klippert
Publisher : GRIN Verlag
Page : 76 pages
File Size : 28,30 MB
Release : 2014-05-27
Category : Business & Economics
ISBN : 3656660379
Bachelor Thesis from the year 2014 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,7, University of applied sciences Frankfurt a. M., course: International Management, language: English, abstract: "We have to get used to the thought that companies are much more dependent on their best employees than the good people from the company.” With reference to this statement made by Peter Drucker in 2002, the contribution of employees to a company’s success and their growing independence from current employer takes on greater significance in the management of human resources. Already in the 1990s, the war for talents has been declared on the basis of decreasing resources of employees who own valuable qualifications on behalf of organisational success. Employers nowadays are growingly confronted with economic circumstances influencing the quantity and quality of their workforce. Thus, demographic changes will modify the composition of employee workforces, while globalisation will enable employees to rapidly change their place of employment. In addition, organisations are likely to counteract skill shortages and increasing readiness of employees to leave an employer for a more profitable offer. With regard to these global developments, the work of HR management is to implement a specified form of management strategy in order to maintain experienced and valuable employees within the organisation, as well as to ensure continuing productivity. Similar to the common practiced customer relationship management aiming at establishing a stable customer base and associated higher profitability, employee retention management transfers experiences in retaining promising customers to human resource processes and therefore focuses on employees as an additional crucial element in corporate success. Basically, there is a growing consensus that the retention of employees is a key determinant of further strategic competitiveness and longterm success of a company. In fact, various surveys among human resource departments agree in their findings that the retention of employees will be prioritised in further human resource strategies. In order to counteract employees’ willingness to leave their employer, retention management intends to respond appropriately to employees’ needs by means of individualised incentives which are considered to improve the employees’ conformity and loyalty with the employer. Thus, the elaboration of the variety of possible instruments presented in this thesis may lead organisations in their development towards a strategic concept enhancing the organisations’ attractiveness as an employer which will enable organisations to current economic influences.
Author : Jack J. Phillips
Publisher : Routledge
Page : 376 pages
File Size : 24,14 MB
Release : 2004-02-18
Category : Business & Economics
ISBN : 1136384987
During the past decade, employee turnover has become a very serious problem for organizations. Managing retention and keeping the turnover rate below target and industry norms is one of the most challenging issues facing business. All indications point toward the issue compounding in the future and, even as economic times change, turnover will continue to be an important issue for most job groups. Yet despite these facts employee turnover continues to be the most unappreciated and undervalued issue facing business leaders. There are a variety of reasons for this, for example, the true cost of employee turnover is often underestimated. The causes of turnover are not adequately identified, and solutions are often not matched with the causes, so they fail. Preventive measures are either not in place or do not target the issues properly, and therefore have little or no effect, and a method for measuring progress and identifying a monetary value (ROI) on retention does not exist in most organizations. 'Managing Employee Retention' is a practical guide for managers to retain their talented employees. It shows how to manage and monitor turnover and how to develop the ROI of keeping your talent using innovative retention programs. The book presents a logical process of managing retention, from identifying turnover costs and causes, designing solutions that match the causes of turnover, developing tools for tracking turnover and placing alerts when action is needed, and measuring the ROI of retention programs.
Author : Suzanne Dibble
Publisher : John Wiley & Sons
Page : 310 pages
File Size : 14,16 MB
Release : 1999-09-23
Category : Business & Economics
ISBN : 9780471320531
Ein Buch für die Praxis! Es setzt sich mit den wichtigsten Problemen auseinander, mit denen HR Manager von heute konfrontiert sind: Wie behält man wertvolle Mitarbeiter angesichts des unerbittlichen Wettbewerbs um qualifizierte Arbeitskräfte. Arbeitnehmer sind sehr verschieden und ebenso verschieden ist ihre Abgrenzung von Berufs- und Privatleben. Deshalb müssen Unternehmen Bedingungen entwerfen, durchsetzen und gewährleisten, die flexibel genug sind, die Besten zu verpflichten und auch zu behalten. Dieser Leitfaden liefert Ihnen Methoden und Techniken zur Bindung von Mitarbeitern und sagt Ihnen genau, wie das funktioniert. Anhand eines systematischen Ansatzes lernen Sie, das neue Arbeitsverhältnis zu verstehen, richtig darauf zu reagieren und Hindernisse zu überwinden. (10/99)
Author : David G. Allen
Publisher : Business Expert Press
Page : 139 pages
File Size : 15,48 MB
Release : 2012-09-04
Category : Business & Economics
ISBN : 1606493418
Employee turnover can be expensive, disruptive, and damaging to organizational success. Despite the importance of successfully managing turnover, many retention management efforts are based on misleading or incomplete data, generic best practices that don’t translate, or managerial gut instinct at odds with research evidence. This book culminates volumes of academic research on employee turnover into a practical guide to managing retention. Turnover fictions are dispelled and replaced by research-based facts. Keys to diagnosing and managing employee turnover are presented such that you can effectively manage employee retention today. These ideas will be invaluable to you and anyone who cares about the impact of turnover on the organization, including the CEO who is looking at the impact on the bottom line, managers who suffer when their best talent leaves, and human resource professionals whose career success may depend on effectively managing turnover.
Author : Melinde Coetzee
Publisher : Springer
Page : 438 pages
File Size : 22,48 MB
Release : 2018-08-30
Category : Psychology
ISBN : 3319989200
This book offers a contemporary review of talent retention from the viewpoint of human resource management and industrial/organisational psychology. With a practical and relevant perspective it enriches critical knowledge and insight in the psychology of talent retention. It offers interpretation of difficult factors facing organisations such as the conceptualisation of talent, the forecasting of talent demand and supply, external and internal factors that influence talent attraction, development and retention, the alignment between talent management and business strategy. Also covered is the implementation of human resource practices and strategies in response to the needs of different organisational contexts and workforce characteristics. The chapter contributions will not only enrich knowledge and insight in the complex phenomenon of talent retention, but also advance new original ways of thinking and researching this critically important area of inquiry. The book is intended for graduate students and researchers as an overview of the topic of talent retention, practitioners will also find it informative.
Author : Jennifer A. Carsen
Publisher : Wolters Kluwer
Page : 210 pages
File Size : 39,12 MB
Release : 2005-03-21
Category : Business & Economics
ISBN : 0808008471
Author : Michael Kurwan
Publisher : GRIN Verlag
Page : 374 pages
File Size : 36,35 MB
Release : 2023-04-21
Category : Business & Economics
ISBN : 3346859274
Document from the year 2023 in the subject Leadership and Human Resources - Leadership, , language: English, abstract: Retaining employees for the long term within the framework of change management processes is a challenging management task. In change management processes, a fundamental distinction must be made between incremental change management and radical change management. While incremental change happens continuously and is integrated into everyday work, radical change represents a strategic realignment of the company, which is predominantly associated with staff reductions and is intended to change the corporate culture. This is particularly true in the case of turnarounds, where cost-cutting programs play a crucial role in ensuring the long-term survival of the company. Employees are more willing to go along with incremental change, also known as continuous improvement, than with radical change, as these could also be affected by staff reductions. This stirs up fears among employees and therefore often leads to high turnover. Therefore, it is important for management to actively involve employees in the changes to empower them to act as change agents so that they can actively shape the change. To do this, it is crucial to identify the key personnel that a company cannot do without. The management and key personnel are given the task of actively accompanying the company's employees on the journey of change so that the company can grow sustainably again from a lower level after the strategic realignment so that the remaining employees have a prosperous future. Open communication and excellent transparency on the part of the management, which should also act as a unit, help to bring the employees along on the change journey in a targeted manner. However, experience has shown that 50% of all change management projects in the industry fail and 20% are implemented inadequately due to two crucial reasons, namely power struggles within management and resistance from employees. For this reason, it is imperative that a company's management team select a leadership coalition of similarly rational members who also have sufficient empathy to successfully manage the change management process, which must be done together with employees and should not be directed against them. The guiding coalition should develop a common strategic vision and practice a participative way of working involving everyone, since the goal of transformation is to change the thinking of employees, and transformation can only be brought about together with employees.
