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A study on employee retention strategies preface
Managing employee retention and turnover
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According to a 1997 survey by the American Management Association (AMA), the most often claimed reasons for downsizing are “organizational restructuring,” “business downturn,” and “reengineering of business processes.” Downsizing has adversely affected 43 million jobs since 1980. Many organizations are realizing that downsizing may not be the best solution for reducing costs. The time and money it takes to train employees often make downsizing a wasteful procedure. By changing their business strategy, companies can find ways to maintain their workforce. Many organizations are now looking for alternatives to downsizing that allow them to save their employees, which are now seen as large assets.
Downsizing of staff is often undertaken when an organization needs to quickly improve its profits. A company under siege (or claiming to be) takes a look at its largest expense typically payroll and benefits and starts slashing. Many accounts exist that depict the sad consequences of worker displacement: the breakup of families, the loss of homes, and the blow to self-esteem from which the downsized never recover. Some researchers go so far as to describe the downsized worker as clinically traumatized, comparing the experience of downsizing as “similar to that of other trauma: death, combat, abuse, violence, natural catastrophe, crime, chemical dependence…disease and terrorism” (Bumbaugh 30). The most well-known of these is a seven-part series published by The New York Times entitled “The Downsizing of America.” This series of articles (since enlarged and published as a book with the same title) was the largest set of related articles printed by the paper since it covered the Watergate scandal. Some proponents of downsizing claim that the media has distorted the statistics on the number of people downsized, their fate and the impact on their former workplaces. The New York Times series has especially been attacked for too freely extrapolating statistics. There is no doubt that downsizing reeks havoc in the lives of those who lose their jobs, but critics claim that downsized workers find employment fairly quickly, and point to the statistics that show that jobs have been created at record numbers throughout the 1990’s'’. Record numbers of jobs have been created, but U.S. Labor Department figures “show that ...
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...nsizing. Mother Jones Magazine (1996): Available: http://www.motherjones.com/mother_jonesJA96/downs.html
Estok, D. “The High Cost of Dumbsizing.” Maclean’s 6.3.109 (1996): 28-29.
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Noe, R. A., Hollenbeck, J.R., Gerhart, B., Wright, P.M. Human Resource Management, Gaining a Competitive Advantage. Boston: McGraw Hill Companies Inc., 2000.
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3 Mar 1996. 13 Feb. http://www.nytimes.com/specials/downsize/
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Today, many health care organizations have been forced to reduce their workforce due to the downturn of the economy. Marshall and Broas (2009) state that whenever health care organizations conduct a reduction in force (RIF); there is the potential for legal risk. However, with proper planning and implementing, employers can minimize the risk of litigation (Marshall & Broas, 2009; Segal, 2001). Hence, before carrying out a 10% reduction in workforce, there are a number of steps that need to be taken to ensure it is successful.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Examples include rumination of an employee due to drug use and layoffs during times of downturn (Noe, Hollenbeck, Gerhart, & Wright, 2014, p. 305). Voluntary turnover is turnover initiated by the employee, often when the organization would prefer to keep them (Noe, Hollenbeck, Gerhart, & Wright, 2014, p. 305). Examples of these are employee retirement, or when an employee takes a job at a different organization. Both turnovers are costly to the organizations, training new hires takes time and money and replacing those works is expensive. Employees that left because of extreme job dissatisfaction can deliver bad publicity and shine an unfavorable light towards the organization in which the employee
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
I feel like the premise of this movie was created from a couple of guys sitting at a pitch meeting and one of them said ‘Let’s create a movie about people becoming small and living a miniature paradise’. After almost a decade in development hell, by the time this idea was greenlit, the idea was watered it down to include condescending liberal commentary spoken through the avatar of an Asian immigrant stereotype that would have been deemed racist written by anyone right of Bernie Sanders and said “Let’s give it to Matt Damon!”. And this is how we got Downsizing.
Length of service should play a role in making decisions for a reduction-in-force in a non-union organization but it should be taken into consideration along with skill level. An employee should not keep his or her job simply because they have been with the organization for several years. Each employee would need to be reviewed not only on how long they have been with the organization, but on his or her performance as well.
During the 1980s and 1990s, in our increasingly global marketplace, downsizing and re-engineering became a common practice in business, eliminating much of the need for middle managers, cutting costs, speeding up decisions, and flattening organizational hierarchies worldwide. Middle managers began to be seen as unnecessary costs, easily replaced by displacing responsibility downward to their subordinates, and uncooperative, even having a negative impact on change.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Phil Woodward, who worked his way up to the corporate ladder was fired. Finally, because of the misalignment on whether to spend money building new corporate headquarters while laying off employees, even McClary, the oldest friends and co-founder of GTX was fired by Salinger. And these were just three of thousands of people who were eliminated during the company’s downsizing. GTX’s vicious downsizing was doomed to severely impact their reputation. Organization’s attractiveness to future employees would be affected because even if the economy recovers, the ex-employees would not want to go back as they had very little emotional bond with the firm, and it might be even harder for the company to recruit any new talents, if their company’s philosophy of treating employees as working machines were spread out.
Byars, L. L. (1997). Human Resource Management. Chicago, IL: The McGraw-Hill Companies, Inc. Mills, D. Q. (1994).
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
Layoffs are one means by which an organization can reduce expenses with the intent of improving its bottom line. Despite being typically performed as a last resort, layoffs often have a negative impact on the remaining workforce. As a manager, there are numerous areas for concern in managing the workforce going forward. The human costs related to downsizing are “immense and far-reaching” with one of the most profound being survivor syndrome according to Hanson (2015, p. 187). Also known as survivor’s guilt, this condition relates to the emotions felt by those still employed and some of the effects include decreased motivation, moral, and job satisfaction, as well as an increased proclivity to search for other employment. This volunteer turnover being another grave concern for managers, and retention of the remaining workforce is usually dependent on their existing perception of the organization and its culture (Sitlington & Marshall, 2011). Also relayed by
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.