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Importance of human and financial resources
Importance of human and financial resources
Employee retention and managing employee turnover
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Recommended: Importance of human and financial resources
I have no formal training in the fields of human resource management, business, or not-for-profit administration. As such, I visualized an organization’s most valuable asset as something tangible, such as capital investments. Prior to commencing my studies in the MPA program, I had a generally vague concept of the financial and operational implications the loss of key employees would have on an organization. Also, I lacked a real grasp of how severe said losses could be, including the effects they could have on the office environment, including employee morale. Through readings in our class, and in others, it has become clear to me that employee retention is one most important strategic, operational and financial facets of successful human resource management in any organization. I discovered that extensive research exists which addresses topics in human resources, including employee retention. Two such articles, one presented in a scientific context and the other in a more practical context, address the issue of employee attrition. I believe that employee retention is a fine art that must be balanced between an organization’s management and the HRD. Both articles provide valuable information to reduce the likelihood of employee attrition, including techniques and values that must be considered.
Employee attrition can affect an organization’s finances by requiring expenditures to advertise the available position, as well as to recruit and train the candidate. An organization must also contend with the new employee’s decreased productivity until (s)he is performing at the level comparable to that of the former employee. Furthermore, the organization must contend with the loss of customers whose primary allegiance was w...
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...e in achieving the organizational goals of keeping valuable employees.
I believe both articles are of great relevance to practical implications in the not-for-profit sector. As future a future administrator, knowing the great value of an organization’s human capital was enlightening. Even more enlightening was the reinforcement the articles gave me on my beliefs of organizational interconnectedness, especially between the organization’s managers and the HRD. Oftentimes organizational structure leads to psychic separation between different groups. The key to retaining talent and maintaining a successful office environment that breeds happiness, fulfillment and loyalty is a unified effort between different departments within an organization. After all, regardless of the route each department takes, the overall goal is accomplishing the organization’s mission.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
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.
Health administrators across the country face the dilemma of hiring the best employees and retaining them. The industry face trends in the workforce which is making recruiting difficult, turnovers rates are high, and are resulting in high costs. The administrators are facing heavy competition between their organizations and others to the point that retention of established employees is the first line of defense.
Human Resources practices retention for the massive cost and time taken it has to replace and hire new employees. Hiring has such a high cost for the facts of ensuring all new employees meet the expectations and requirements for a business. Not only do new employees have to meet the company’s expectations but also pass employment tests, physical exams, and background checks (Nickels (290-346). They also consider consumers habits and help form solutions to meet the businesses and consumer’s needs to keep up the company up to date. (Alper (112-113). Human resource personnel also help companies evolve with new innovations. Human resources help establish future labor by helping the companies find employees that meet the new requirements. Human resources personnel also forecast future requirements for organizations that way they can ensure trained people will be on hand for the organizations (Nickels (290-346). “In the future, human resource management may become the firm’s most critical function, responsible for dealing with all aspects of a business’s most critical resource: people” (Nickels (290-346). Human resources not only has a future of importance, but its past shows its importance now. From being responsible for only one department to being in many and still predicted to grow to being in charge of many more
Companies who downsize through attrition and buyouts, those companies that work to help downsized employees find new jobs, and companies that are willing to provide outplacement services to those individuals often end up in positions that are much better than companies that simply fire workers due to downsizing (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994). These companies who show that they care about the workers that they have to remove through downsizing have a much greater chance of retaining a lot of the loyalty originally given to them by the workers that survived the downsizing (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994).
Doortodoor Sports Equipment Company retains a higher percentage of employees in their Sales Part-Time (SP) and Assistant Sales Manager (ASM) positions. The company retains 60% of their SPs and 80% of their ASMs. While the organization retains 70% of their Regional Sales Managers (RSM), they lose 30% in turnover. The retention rate for RSMs is high, but the total number of employees in this position within the company is lower than other job categories resulting in the highest turnover rates in the company. The job category with the total highest exit rate is the Sales Full-Time (SF) category. The employees retained in this category amount to 50%. Within this category however, 10% of the employees trans...
Without understand the negative impacts of turnover, a company may be placing itself in a position that will ultimately lead to their demise. We are going to solve our problems and set our company on the path to success, a success that is not only reflected in our bottom line but also our employees’ morale.
...an approach of partnership is critical for organizations that want to gain competitive advantages. Butler, Ferris & Napier (1991) state this as, “the more management believes that HRM contributes to corporate success, the more its role will be integrated into the firm’s strategic planning process.” (as cited by Rose & Kumar, 2006, pg. 3). Additionally, organizations that apply energy and resources to HRD benefit from an increase in human capital. López-Cabrales, Real & Valle (2011) state the benefits of building human capital as, “If the company adopts appropriate procedures of personnel management, human capital can be orientated to the achievement of sustainable competitive advantages” (pg. 5).
Voluntary and involuntary turnover have an effect on organizations. Rapid changes in job descriptions, organizational structures, and inter-organizational competitiveness increase the importance of studying turnover and its relationship with organizational change. According to Leana and Van Buren (1999), "the loss of key network members can severely damage an organization 's social fabric and perhaps eradicate its social capital altogether." When businesses lose a high number of employees, problems can occur, costing the company time and money. Some of the costs incurred are associated with training, drug testing, physicals, and orientations to hire replacements that may take several months to learn the job and to achieve competency. There is a saying, “Good help is hard to find---and harder to keep”. This saying refers to good organizations trying to reduce turnover when the competition for retaining good employees is intense.
When a layoff is imminent, a department supervisor should take several important steps before implementation of a layoff. One of the first steps that should be taken is the reduction of all temporary and contract employees. In addition, a hiring freeze needs to be imposed; then, closing open positions can reduce the numbers of employees. These early steps aid in reducing staff, and simultaneously, retains essential employees who can be internally relocated. After these steps are taken, management can further reduce staff by considering offering the incentives of voluntary termination or early retirement (Fallon & McConnell, 2007).
As I researched and viewed my topic, I realized that retention is broader then I thought. All along I thought retention was just about retaining employees but I found out the system to retain employees and it’s factors. I found the key elements that effect retention to be very interesting. I didn’t know that retention can be broken down into to 3 dimensions which are social,mental,and physical. The social consist of the contact with people, mental consist of work characteristics, and physical consist of working conditions and pay. These three elements show that retention can be broken down psychologically. Since the terms can be broken down psychologically, it allows an employee to look into retention more closely. I
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
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
673), retention management must be based on three types of turnover, voluntary, discharged, and downsizing. Not all businesses are freighted by turnovers, for some it is the way of life and cost is built into the budget. However, for others any type of high turnover can be detrimental for company profit, employee wage and benefits offered. First, let’s take a look at voluntary and involuntary turnover that affects retention. Voluntary turnovers are caused by many different reasons. Turnover may result from topics such as job dissatisfaction, job mismatching, knowing that job opportunities are plentiful. Two reasons that I will discuss more are micromanagement and employee loyalty. Like stated before in the introduction, when employees are dissatisfied, possibly due to being placed in an area that doesn’t fit with their skill set, one is more likely to seek new employment. Another part of turnover is discharging and downsizing. Discharge is just that, members being discharged due to discipline and job performance. While downsizing turnover is a result of business being overstaffed (Heneman III, Judge, Kammeyer-Mueller, 2015, pg. 675). There are also other reasons for voluntarily employee turnover, such as generation differences when it relates to employment. The current generations are more likely to see a job as one piece in their life puzzle rather than as the first, indispensable anchor piece without
It has been observed that motivated and satisfied employees have directly relate with the business performance, profitability and eventually, its stability (Shemiah, 2009). However, dissatisfied and less committed employees have a negative impacts on the performance and profitability of an organization (McKinley, Sanchez, & Schick, 1995). It should be taken into account that disengaged and less efficient employees cost the organization thousands while losing the productivity (Hislop,