Employee Retention Strategies Essay - Essay Prowess

Employee Retention Strategies Essay


Kindly ADD to CART and Purchase an Editable Word Document at $5.99 ONLY

Employee Retention Strategies


Employee turnover is a strong aspect within organizations that determine the flow of development and productivity; hence, the profitability of organizations (Lee & Lee, 2007). The organization under discussion seeks to align a cost leadership competitive strategy with its HR plan. The sale department is an integral component of the organization and as such, has 40 employees, in an effort to ensure the organization’s cost leadership competitive strategy attains its objective of increasing sales by 30% in the first year, a comprehensive HRM plan has to be put in place. Five member of the sales team are set to retire soon and as such, the last training accorded to staff in the department was conducted four years ago. This is a critical reason as to why a HRM plan has to be put place in an effort to adequately support and ensure the cost leadership competitive strategy is successful.

The human resource is the most substantial capital in the processes of organizations and thus, the need for organizations to retain the most productive employees to accomplish the ultimate objective (Lee & Lee, 2007). Employee retention has become a predominant player in the creation of business success factors within organizations since the loss of employees may exacerbate wide-ranging consequences, and at the extreme may endanger efforts to accomplish structural goals. Employee engagement, aspirations, and motivations; thus, become the most significant aspects of organizational behaviors that ensure companies achieve a robust employee retention structure (Alexander & Colgate, 2009). Besides nurturing organizational obligation and productivity, these aspects allow organizations to achieve a significant market share and gain extensive returns (Lee & Lee, 2007). Most HR notions and theories regard humans as resources motivated by complicated collection of interconnected aspects such as desire for expressive occupation, acknowledgement, and interpersonal associations.

Employment Planning and Forecasting Strategy

The HRM plan will be founded on an employee retention strategy. Employee turnover crises have severe impacts on the productivity and profitability of an organization. In this regards, further studies on the strategies that organizations can use to achieve high levels of employee retention need critical conduction using theories and models that explain why employees feel dissatisfied and disregard their job descriptions (Alexander & Colgate, 2009). Such studies will help explain how organizations can improve employee retention in order to achieve their organizational objectives. Furthermore employee retention is a critical aspect in an organization’s endeavor to create a structural change designed to offer create strong productivity and profitability issues.

The private sector has in the recent past encountered numerous issues of high employee turnover; thus, strategies to improve employee retention will allow organizations to inhibit rises in employee turnover. In this regards, employee retention will increase market share of organizations, increase productivity, and enhances business success factors, which will lead to low levels of unemployment throughout the country (Venkatraman & Ramanujam, 2010). The evaluation of the strategies that improve employee retention will help organizations identify their weaknesses and strengths that they can utilize to provide favorable environments for employees in order to lower turnover rates and improve retention.

Employment engagement programs have become predominant in the current business world; hence, organizations that have remarkable performance management processes have remained highly competitive. The programs have enabled employees remain committed to the goals and mission of an organization, which has improved productivity, morale, and business success factors. Employment engagement remains the most noteworthy driver of effectiveness and performance in firms since most methodologies to performance and output often offers short-term solutions to firms. In this regards, organizations with remarkable performance management processes have enhanced their profitability by more than 20%, and reduced employee turnover by over 80% (Böckerman et. al 2012). Böckerman et.al assert that an organization can improve profitability and enhance employee retention by ensuring that it provides critical performance management programs. In their research, Böckerman et. al show that a firm that improves it employee retention rate not only reduce employee turnover, but also increases its profitability. Goal management has helped organizations accomplish performance through premeditated and effective manners. The changing dynamics in the business world have forced organizations to seek ways of enhancing employment engagement programs to achieve the desired goals.

Organizations continue to engage and motivate employees in a bid to retain a high number of them; thus, employee retention is a critical element in an organization. Furthermore, employee retention ensures that an organization increases employee’s morale and productivity through the numerous efforts it embark on to promote employees (Young, Stone, Aliaga & Shuck, 2013). Since high rates of employee turnover decrease an organization’s efficiency and its business success factors, the cultivation of a robust employee retention program is a key development in the organization. In this case, employee retention involves five major aspects of an organization i.e. compensation, environment, support, relationship, and growth.

Employee retention has enabled numerous organizations to cultivate ways of engaging and motivating their employees; thus, low rates of employee turnover. Employee retention programs allow organizations to create a favorable environment, which ensures high productivity and morale (Meyer & Gagné, 2008). In essence, the research tries to define the framework of employee retention and how firms can improve on their existing dynamics to ensure a robust employee retention rate. The research aims to provide a framework on the different programs that organizations use to retain employees. In this regards, the research is an analysis of how organizations can manage employees; hence, achieve high levels of retention (Young, Stone, Aliaga & Shuck, 2013). The research provides specific measures and strategies that organizations ought to cultivate in order to achieve high levels of employee retention. The research provides several elements of the importance of employee retention such as improved productivity, morale, and business success factors. Strategies of employee retention suggest that organizations can improve retention of employees through providing mechanisms that motivate employee to become part of an organization that lets them develop their career.

Employment planning and forecasting strategy seeks to provide a framework on the different programs that organizations use to retain employees. In this regards, the research is an analysis of how organizations can manage employees; hence, achieve high levels of retention (Meyer & Gagné, 2008). The research provides specific measures and strategies that organizations ought to cultivate in order to achieve high levels of employee retention. In addition, the research identifies the different environments that employees need in the organization i.e. learning environment, work environment, support environment, work profile, training and development environment, and personal objectives and growth (Venkatraman & Ramanujam, 2010).

Employment planning and forecasting strategy also seek to define how the organization can improve employee retention. However, it also incorporates other aspects of organizational behavior and performance management that have an inherent impact on employee retention. Using theories and earlier studies, the research aims to draw out strategies that organizations can cultivate to improve employee retention without losing on other business success factors (Venkatraman & Ramanujam, 2010). In this regards, the research identifies the strategies that organizations can use to improve employee retention, chief among them: employee engagement, motivation, performance assessment, empowerment, and career development and training.

In this regards, the outcome of the research implies that low rates of employee turnover are about managing people and not employee retention. In addition, organizations achieve high levels of employee retention through offering initiatives that engage employee effectively. In this regards, employee retention influences the business success factors of an organization greatly with organizations that have weak leadership and communication frameworks experiencing high levels of employee turnover.

Figure 1. Diagram showing the organization’s HR plan.

Job Description and Job Specification for the Profile to Hire

In an effort to ensure the HRM plan aligns with the organization’s cost leadership competitive strategy, it is imperative that there be a comprehensive job description and specification criterion to be used in the process of hiring new employees (Meyer & Gagné, 2008). Given that 5 of the employees in the sales department are bound to retire soon, a number of new hires will be selected so as not to compromise the effectiveness of the sales team. Below is the detailed job description criterion that will be used in the organization’s recruitment process. The department has a number of various job specifications. These include sales associates, inside sales representatives, sales assistants, telesales representatives, sales executives, sales coordinators, and telemarketers. As such, the recruitment process will also look to bolster the capacity of the sales department comprehensively by incorporating new positions in an effort to meet the set objectives of the new organizational strategy. Below is a job description profile for the position of the sales coordinator.

Job brief

We are looking for an experienced and well-organized Sales Coordinator to provide the necessary support to the field sales team. The successful candidate will become the point of reference for colleagues and customers alike, by keeping schedules and providing feedback, documentation and information.

The goal is to facilitate the team’s activities so as to maximize their performance and the solid and long-lasting development of the company.


  • Coordinate sales team by managing schedules, filing important documents and communicating relevant information
  • Ensure the adequacy of sales-related equipment or material
  • Respond to complaints from customers and give after-sales support when requested
  • Store and sort financial and non-financial data in electronic form and present reports
  • Handle the processing of all orders with accuracy and timeliness
  • Inform clients of unforeseen delays or problems
  • Monitor the team’s progress, identify shortcomings and propose improvements
  • Assist in the preparation and organizing of promotional material or events
  • Ensure adherence to laws and policies


  • Proven experience in sales; experience as a sales coordinator or in other administrative positions will be considered a plus;
  • Good computer skills (MS Office)
  • Proficiency in English
  • Well-organized and responsible with an aptitude in problem-solving
  • Excellent verbal and written communication skills
  • A team player with high level of dedication
  • BSc/BA in business administration or relevant field; certification in sales or marketing will be an asset

Employee Selection Tests

There are numerous tests available which enable employers make sound recruitment decisions (Meyer & Gagné, 2008).  As such, the HR plan as formulated by the HR director will determine which tests to utilize towards choosing the right candidates to fill up positions left vacant by the soon to be retirees as well as the newly created positions. A test is considered valid if the inferences made based on the test score are accurate for instance, if the HR is correct in concluding how well an individual does on the test tells how well he/she will perform on the job. Some tests, such as graphology and polygraphs, have little evidence of validity for employment decision-making purposes and thus are not discussed here (Meyer & Gagné, 2008). All of the tests discussed here have been demonstrated to relate to one or more critical employment outcomes.

Assessment Centers

Assessments centers are designed to assess many diverse types of job related skills and abilities, but are also used to assess planning and organizing skills, communication skills, interpersonal skills, and analytical skills (Shields 2007). The assessment center typically consists of exercises that reflect job content and types of problems faced on the job. For instance, individuals might be evaluated on their ability to make a sales presentation or on their behavior in a simulated meeting. In addition to these simulation exercises, assessment centers often include other kinds of tests such as cognitive ability tests, personality inventories, and job knowledge tests. The assessment center typically uses multiple raters who are trained to observe, classify, and evaluate behaviors (Shields 2007). At the end of the assessment center, the raters meet to make overall judgments about people’s performance in the center.

Biographical Data

The content of biographical data instruments differs widely and may include areas like teamwork skills, leadership, specific job knowledge and specific skills interpersonal skills, extraversion, creativity and many more (Shields 2007). Biographical data typically utilizes questions about education, training, work experience, and interests to predict success on the job. Some biographical data instruments also ask about an individual’s attitudes, personal assessments of skills, and personality.

Cognitive Ability Tests

Cognitive ability tests typically use questions or problems to measure ability to learn quickly, logic, reasoning, reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs (Shields 2007). Cognitive ability tests assess a person’s aptitude or potential to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet.

Integrity Tests

Integrity tests assess attitudes and experiences related to a person’s honesty, dependability, trustworthiness, reliability, and pro-social behavior (Shields 2007). These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas. Integrity tests are used to identify individuals who are likely to engage in inappropriate, dishonest, and antisocial behavior at work.

Interview Process

Behavioral interviewing is a popular and mainstream mode of job interviewing. Increasing numbers of employers are utilizing behavior-based methods to screen job candidates.  The premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations. Behavioral interviewing, in fact, is said to be 55% predictive of future on-the-job behavior, while traditional interviewing is only 10 % predictive (Arocas & Camps, 2007).  Behavioral-based interviewing is touted as providing a more objective set of facts to make employment decisions than other interviewing methods. Traditional interview questions ask you general questions such as “Tell me about yourself.” The process of behavioral interviewing is much more probing and works very differently (Arocas & Camps, 2007).  In a traditional job interview, candidates usually get away with telling the interviewer what he or she wants to hear, even if one is fudging a bit on the truth. Employers use the behavioral-interview technique to evaluate a candidate’s experiences and behaviors so they can determine the applicant’s potential for success. The interviewer identifies job-related experiences, behaviors, knowledge, skills, and abilities that the company has decided are desirable in a particular position. For example, some of the characteristics that the HR plan seeks to address include:

  • Critical thinking
  • Being a self-starter
  • Willingness to learn
  • Willingness to travel
  • Self-confidence
  • Teamwork
  • Professionalism

Sample Interview Questions

  1. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
  2. Describe a time when you were faced with a stressful situation that demonstrated your coping skills.
  3. Give me a specific example of a time when you used good judgment and logic in solving a problem.
  4. Give me an example of a time when you set a goal and were able to meet or achieve it.
  5. Tell me about a time when you had to use your presentation skills to influence someone’s opinion.
  6. Give me a specific example of a time when you had to conform to a policy with which you did not agree.
  7. Please discuss an important written document you were required to complete.
  8. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.
  9. Tell me about a time when you had too many things to do and you were required to prioritize your tasks.
  10. Give me an example of a time when you had to make a split second decision.
  11. What is your typical way of dealing with conflict? Give me an example.
  12. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa).
  13. Tell me about a difficult decision you’ve made in the last year.
  14. Give me an example of a time when something you tried to accomplish and failed.
  15. Give me an example of when you showed initiative and took the lead.
  16. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.
  17. Give me an example of a time when you motivated others.
  18. Tell me about a time when you delegated a project effectively.
  19. Give me an example of a time when you used your fact-finding skills to solve a problem.
  20. Tell me about a time when you missed an obvious solution to a problem.
  21. Describe a time when you anticipated potential problems and developed preventive measures.
  22. Tell me about a time when you were forced to make an unpopular decision.
  23. Please tell me about a time you had to fire a friend.
  24. Describe a time when you set your sights too high (or too low)

Training Process and Training Methods

Developing an effective employee training program is vital to the long-term success of any business. Training programs provide multiple benefits for employees and the company, but only if they are carefully planned and properly implemented (Arocas & Camps, 2007). Clear understanding of policies, job functions, goals and company philosophy lead to increased motivation, morale and productivity for employees, and higher profits for your business. Training is a means to a specific end, so keeping goals in mind during the development and implementation stages of the training program will assist in creating a clearly defined and effective program.

Step 1: Define the needs of your company by identifying weak areas where training would prove beneficial. Examples may include how to use machinery, office equipment or a process (hard skills), or time management, conflict resolution, harassment or company policies (soft skills).

Step 2: Define short- and long-term goals of the company, and identify possible training to meet those goals. Examples may include increasing productivity, enhancing customer service or improving employee relations.

Step 3: Develop individual training modules based on your defined needs and goals. Trainings may be purchased from training companies, or developed by a member of your staff educated in employee training.

Identifying Employees and Planning

Step 1: Plan your training by identifying individuals or groups likely to benefit. Some training modules, such as those covering company policies and time management for instance, should be given to all employees. Skill-based training, such as how to use a piece of equipment or perform a specific job duty, may only benefit employees whose jobs are directly impacted by such knowledge.

Step 2: Create a spreadsheet with each employee’s name on the left column, and individual training modules across the top row. Use color-coded boxes next to the employee names under the training modules the employee is required to take. As the trainings take place, the trainer will place a date in the colored boxes indicating that the employee has fulfilled the training requirement. This sheet is called a \”training matrix,\” and is a useful and necessary tool for tracking purposes.

Step 3: Plan a regular training schedule that will satisfy training needs within a specified time-frame. Getting all current employees trained will take time, so plan your trainings during slow periods or after business-hours to avoid undue work disruptions. Business owners must recognize that training is an investment in the future of the business, so training costs and down time are to be expected.


Step 1: Implement training modules in the order of importance. If customer service or time management are major issues, roll out those trainings first.

Step 2: Use a professional trainer or experienced employee whenever possible. The trainer’s interaction with the audience and presentation of the material is a major factor in training effectiveness.

Step 3: Use multi-media tools. Professional training organizations use slide-shows, white boards and videos in addition to written material. Quizzes, Q&A sessions, games or role-playing are sometimes incorporated to keep participants involved.

Step 4: Create an employee feedback form to rate the training and collect comments and opinions as to the training session’s perceived effectiveness. The most effective training modules and programs are those improved or altered when needed and participant feedback must be taken seriously to grow the program and gauge its impact.

Step 5: Make training a part of every new employee’s orientation going forward. You’ll probably play a lot of catch-up with current employees, but new hires are prime candidates for training during their first days on the job

Performance Appraisal System and Tools

The primary goals of a performance evaluation system are to provide an equitable measurement of an employee’s contribution to the workforce, produce accurate appraisal documentation to protect both the employee and employer, and obtain a high level of quality and quantity in the work produced (Arocas & Camps, 2007). To create a performance evaluation system in your practice, follow these five steps:

  1. Develop an evaluation form.
  2. Identify performance measures.
  3. Set guidelines for feedback.
  4. Create disciplinary and termination procedures.
  5. Set an evaluation schedule.

360 degree appraisals will be used in the HR plan as they are a powerful developmental method and quite different to traditional manager-subordinate appraisals which fulfill different purposes. As such a 360 degree process does not replace the traditional one-to-one process – it augments it, and can be used as a stand-alone development method. The 360 degree appraisals involve the appraisee receiving feedback from people named or anonymous whose views are considered helpful and relevant. The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioral criteria and some sort of scoring or value judgment system. The appraisee should also assess themselves using the same feedback instrument or form.

360 degree respondents can be the appraisee’s peers, up-line managers/execs, subordinate staff, team members, other staff, customers, and suppliers – anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee.


Insert Feedback Form headings and instructions: appraisee name, date, feedback respondent name, position (if applicable) plus local instructions and guidelines for completion, etc.
key skill/capability area skill/capability element question number feedback question feedback score
Optional section: additional feedback about the appraisee – please be constructive


Total Package Reward Scheme

Many organizations have all the pieces of a comprehensive total rewards program, but haven’t spent time putting them together on one sheet (Hutchinson, 2010). The HR plan will review the inventory of programs and summarize them together so it is easy for recruiters and candidates to understand the overall total rewards package.

There are 5 elements of total rewards:

  • Compensation
  • Benefits
  • Work-life
  • Performance and recognition
  • Development and career opportunities


Salary is obviously a key element. However, many organizations also offer short term and/or long-term incentives. Sometimes it can be difficult to demonstrate the value of an incentive plan, especially when it’s an equity-based plan (stock options, for example) (Hutchinson, 2010). However, it can be advantageous to explain to candidates what the payout could be in different scenarios. As such, the organization will also offer extra incentives like referral bonus, project completion bonus, or recognition awards.


The list of benefits can belong, and most organizations have them summarized already.  For those organizations with a retirement benefit, the biggest opportunity is to make it easy for candidates to understand its value (Hutchinson, 2010). Don’t just present the plan text, but also a few scenarios and real examples so new recruits can appreciate its significant potential value to them.


Work-life programs can range from flextime and telecommuting to health and wellness initiatives, to community involvement and volunteering programs.  Today’s organizations have established many programs to enhance their employee experience (Hutchinson, 2010).  These programs usually reflect the organization’s culture and values – which for many candidates can be the real differentiator when they choose their next employer.

Performance Management

It may seem strange to include this as a reward, but in many organizations the focus of the performance process has switched from appraisal to development.  And accountability for the process is shifting from manager-owned to employee-owned, or at least shared accountability (Hutchinson, 2010).  Hence, employees can really benefit from a well-designed and well-executed performance process that includes, for example, goal setting which assists their career development, coaching meetings to help them perform well.

Employee Retention

Employee retention is a critical aspect in the organizational structure of a firm. In the recent past, organizations have embarked on numerous programs to ensure that they retain the majority of their employees since this reduces costs and ensure that they realize high productivity. With a changing economy and increased focus on competition and production of high quality products, employee retention has increasingly become a difficult task (Musso et. al 2014). However, organizations that have realized its significance have continually embarked on several programs to ensure that they retain majority of their employees. In fact, organizations that fail to embark on employee retention programs face numerous problems such as poor performance, increased costs in training and recruitment, lack of stability, and stiffer competition (Edwards & Phillips2009).

Job Satisfaction and motivation

Jobs given to employees should match their goals. This ensures that workers enjoy their work guaranteeing a satisfaction to both the employee and the employer (Hausknecht et. al 2009). Furthermore, an open door policy should be adopted to ensure optimum employment engagement. Appropriate communication in line of work is desirable for organizations keen on implementing the employment engagement concept (Musso et. al 2014). In this case, organizations embark on different programs of performance management to ensure that employees remain satisfied; thus, high levels of employee retention.

By linking structural goals to employee’ efforts, an organization ensures that employees have maximum impact on the productivity framework of the organization. An organization should ensure that it makes the linkages between employee’s efforts and structural goals as deliberative as possible to enhance business success factors (Edwards & Phillips2009). Musso et. al (2014) in their research show that a firm can embark on setting out goals and defining its objectives effectively to motivate employees; thus, such employees will feel contented. Likewise, Meyer & Gagné (2008), shows that a firm can offer job satisfaction to its employees through definition of objectives and setting of goals as a way of enhancing its employee retention rate.

An organization usually has a plan for its success. In order to effectively measure the level of organizational success, the  organization has to have an employee  performance assessment process  which incorporates goal setting, measurement of performance, frequent performance feedback, employee performance recording and employee recognition (Musso et. al 2014). By using performance assessment reports and records, the management of this organization will be able to gauge every employee based on their performance and make informed decisions on who to retain and who not to (Shields 2007).

Employee engagement

Employment engagement is a notion in human resource management that describes an engaged employee. It is a quantifiable degree of an employee’s attachment to their profession, co-workers, and organization that persuades their enthusiasm to work (Meyer & Gagné 2008). Employment engagement is the way an employee is satisfied, motivated, and involved in her work. Engagement is a business inventiveness that has both the outcome element and the process element. For a company to achieve the desired productivity and performance there have to be a culture shift in the competence of the workforce (Meyer & Gagné 2008). Collaboration becomes an urgent aspect in the productivity of an organization as it pushes the growth of firm upwards.

Engaged employees are linked to business factors such as efficiency, performance, retention, customer satisfaction, and profitability (Hausknecht et. al 2009). Relations among employees at all levels are a main aspect of employment engagement as it plays an essential role in how employees relate with each other. Engaged relations among employees are vital factors in the profitability of an organization (Edwards & Phillips2009).

Employee’s distinctive practice in line with the makeup of the organization is a major aspect of employment engagement. Engaged employees will often magnify the experience they have on the business practice that is applicable in their own department (Edwards & Phillips2009). Likewise, Buckingham (2008) shows that a firm can enhance employee retention by providing an environment that engages all employees. Individuals have different psychological elements, which dictate their performance in a job involvement. The owners and their capability to create conditions that encourage employment engagement is a main aspect (Hausknecht et. al 2009).

Employee engagement ensure that there is full employee commitment to organizational objectives and values and that they are motivated enough to contribute towards the success of the organization, while at the same time enhancing their workplace well-being (Musso et. al 2014). Successful employee engagement breeds job satisfaction, job involvement, sense of empowerment and most importantly, organizational commitment (Frey et. al 2013).  Employee performance is directly attributable to employee engagement, thus, the management should implement an all-positive engagement process with the employees in order to yield employee job and organizational commitment. An engaged employee is highly likely to be retained (Hutchinson 2010).

Career development and leadership

People who are directly responsible for the performance of incorporation, institution, or nay establishment realizes their attributes to effective leadership through employment engagement, their intensity to delegation, and motivation (Hausknecht et. al 2009).In the study, Hausknecht et. al assert that an effective leadership framework within an organization ensures that the organization promote performance management; thus, increases its rate of employee retention. This inspiration forms the conception of servant leadership. The willingness to offer service to others in order to reach stipulated goals extricates the intensity of leadership (Buckingham 2008).Buckingham asserts that inspiration transforms a person into a complete team builder and the ability to depict the strengths of adherents to become a follower reveals the attributes of humility, honesty, integrity and focus to a leader.

An essential entitlement to people is the idea of participation and presence in decision-making, which puts emphasis on leadership strengths. Intertwining the dynamics of presence and participation to offer an entity dedicated to moral purpose and guidance reveals the attributes of an effective leader in a person (Frey et. al 2013). The approach of guidance employed by an effective leader offers a forum for employees to view their concerns and potentials (Armstrong & Stephens 2005). In this regards, an effective leadership structure in a firm allows the organization to increase retention through motivating and inspiring employees (Hausknecht et. al 2009). Furthermore, an effective leadership increases behavioral management structures and communicates information effectively; thus, employees feel they belong to the organization.

 Performance assessment recognition and rewards, training

An organization with levels of engagement provides employees with opportunities to expand their capabilities acquire new skills and realize their potential. People will invest in companies that plan for their career paths. Career growth manipulates engagement for employees and retains the best for providing growth to the organization.

An organization should provide wages and benefits paid for a standard working week should not be lower than the national legal standards or industry benchmark standard (Shields 2007). The management also provides that whatever the condition is, wages should meet rudimentary needs and provide some flexible income. Moreover, the company provides workers with written and reasonable information about their employment settings in comparison to wages before they accept employment. It also provides that any deductions from the pay as a disciplinary tactic shall not be acceptable. As such, strong rewards and robust career development programs allow organizations to retain majority of its employees.

The management of an organization, in this case, should implement viable employee development steps aimed at equipping the employees with enhanced knowledge, which will aid them in effectively discharging their duties. The management should seek to develop key employee skills and talents; a move which is highly likely to increase the motivation, desire and ability of employees to constantly perform at high levels (Shields 2007). The management can also consider on-job training of employees to polish their expertise and skills. In addition, the management should offer opportunities for career advancement for the employees to prevent dissatisfaction with the same job over a long period (Frey et. al 2013).

Employee empowerment

Organizations uses goal commitment measures and personality measures to align individual goals to self-efficacy; thus, the attainment of the set goals. The uses of detailed objectives and self-effectiveness have allowed the firm to mediate a path of visionary leadership, which allows extensive productivity across major department. In fact, the uses of self-efficacy and specific aims procedures have allowed the firm to become a major player in the clothing and footwear sectors across the globe (Allen & Bryant 2012). To avoid a scenario where individual aspirations compete negatively with the firm’s mission, an organization utilizes goal-setting procedures, which include keeping individual objectives compatible with the firm’s mission, cultivating teamwork in the departments, and utilizing learning procedures. The firm set high learning procedures to discover the various ways of attaining its objectives and unraveling complex tasks without employee conflicts. This usually involves the development of plans, planned change, focus on goals, and cognitive comprehension of the specific goals set.

In order to improve the rates of employee retention in the organization, the management may choose to create a new position to accommodate and retain valuable members of the staff whose performance and commitment to the organization is integral in its success in the near future (Shields 2007). The process should conform to organizational goals, mission, vision, management guidelines, and popular culture (Allen & Bryant 2012). It also serves the purpose of reducing workplace differences through strategic job alignment and a well-structured job model.  The management should consider the varying cost and workplace harmony implications of the new position and how well it will bond with the management and operational structure of the organization (Shields 2007).




Alexander, N, & Colgate, M, (2009), Retail financial services: transaction to relationship marketing, European Journal of Marketing, 34 (8), 938-953.

Allen, D, G, & Bryant, P, C, (2012), Managing employee turnover dispelling myths and fostering evidence-based retention strategies, New York, N.Y, (222 East 46th Street, New York, NY 10017), Business Expert Press.

Armstrong, M, & Stephens, T, (2005),A handbook of management and leadership: A guide to managing for results, London [u.a.: Kogan Page.

Arocas, R, L,& Camps, J, (2007), A model of high-performance work practices and turnover

intentions, Personnel Review, 37(1), 26-46.

Böckerman, P, Bryson, A, & Ilmakunnas, P, (2012), Does high involvement management lead to higher pay?. Journal of the Royal Statistical Society: Series A (Statistics in Society), 16(2), 240-252.

Bryman, A,(2012), Social research methods. Oxford: Oxford University Press.

Buckingham, I, P, (2008),Brand engagement, how employees make or break brands, Houndmills, Basingstoke, Hampshire, Palgrave Macmillan.

Creswell, J, W, (2014), Research design: qualitative, quantitative, and mixed methods approaches. Thousand Oaks, SAGE Publications.

Edwards, L,& Phillips, J, J, (2009), Managing Talent Retention: An ROI Approach, San Fransisco,Pfeiffer

Frey, R, V, Bayón, T, & Totzek, D, (2013), How Customer Satisfaction Affects Employee Satisfaction and Retention in a Professional Services Context.Journal of Service Research16(4), 503-517.

Guest, D, E,(2011), Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13.

Hair, J, F, Anderson, R, E, Tatham, R, L, & Black, W, C, (2007), Multivariate Data Analysis, 5th ed., Pearson Education, Upper Saddle River, NJ

Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying. Human Resource Management48(2), 269-288.

Huang, I, C, Lin, H, C, & Chuang, C, H, (2005), Constructing factors related to worker

retention, International Journal of Manpower, 27(5), 491-508

Hutchinson, I, (2010), People glue: employee engagement and retention solutions that stick, Warriewood, N,S,W, Woodslane Press.

Lee, F, & Lee, F, (2007), The relationships between HRM practices, Leadership style, competitive strategy and business performance in Taiwanese steel industry, Proceedings of the 13th Asia Pacific Management Conference, Melbourne, Australia, 2007, 953-971.

Malhotra, N, K, (2004), Marketing Research: An Applied Orientation, Pearson Education Inc, Upper Saddle River, New Jersey.

McNabb, D, E,(2013), Research methods in public administration and nonprofit management: quantitative and qualitative approaches, Armonk, NY: M.E. Sharpe.

Mehta, M, Kurbetti, A,& Dhankhau, R,(2014), Review Paper–Study on Employee Retention and Commitment, International Journal of Advance Research in Computer Science and Management Studies 2(2).

Meyer, J, P, & Gagné, M, (2008), Employee Engagement From A Self-Determination Theory Perspective. Industrial and Organizational Psychology, 1(1), 60-62.

Miles, M, B,& Huberman, A, M, (2004), Qualitative data analysis: An expanded sourcebook, Thousand Oaks: Sage.

Musso, M., Garay, C., Kyndt, E., & Cascallar, E. (2014). Employee retention and perceived supervisor support: A study of “knowledge workers” in Argentina.status: accepted.

Nunally, J, C, (2007), Psychometric Theory. 2nd Edition, McGraw Hill, New York, NY.

Petty, N, J, Thomson, O, P, & Stew, G, (2012), Ready for a paradigm shift? Part 2: Introducing qualitative research methodologies and methods, Manual Therapy-17(5), Pp 378-384.

Robson, C, (2011),Real world research.3rd ed., Chichester: Wiley.

Sang, C, (2010), Relationship between HRM practices and the perception of organizational performance, roles of management style, social capital, and culture: comparison between manufacturing firms in Cambodia and Taiwan, National Cheng Kung University, Taiwan, Taiwan.

Shields, J, (2007), Managing employee performance and reward: concepts, practices, strategies, Cambridge, Cambridge University Press.

Siong B, M, Z, Mellor, D,& Moore, K, A, (2006), Predicting Intention to Quit in The Call CentreIndustry: Does The Retail Model Fit?, Journal of Managerial Psychology, 21(3), 231-243

Venkatraman, N,& Ramanujam, V,(2010), Measurement of Business Performance in Strategy Research: A Comparison of Approaches, Academy of Management Review vol. 1(4) 801-814.

Yin, R, K. (2009), Case Study Research. Design and Methods, Thousand Oaks: Sage.

Young, J A., Stone, J, Aliaga, O, & Shuck, B, (2013), Job Embeddedness Theory: Can It Help Explain Employee Retention Among Extension Agents?Journal of Extension51(4), 4FEA7.


× Need help? Chat with Mary now!