This case study was about the president of Bubba Gump Shrimp Company, a restaurant chain specializing in seafood, whose practice structure and secret to success was to have and maintain minimal management turnover. In fact, his focus on turnover was so successful that he did not have a general manager leave for 3 years, and he has decreased management turnover from 36% to 16% in 2 years. The motivation of an organization’s employees significantly affects it success. Additionally, employee turnover, absenteeism, and tardiness weaken employee productivity.
Based on what I learned in Chapter 10, interventions that I would make to reduce management turnover would be to include various and multiple strategies for promoting employee job satisfaction and commitment. What this means is that organizations today are concentrating on retaining good employees, so motivational techniques play a big part in an organization’s success. Turnover is time consuming and costly. I have never understood the purpose of the “revolving door” at some of the law firms that I have been employed other than a dysfunctional management. As Barry Schwartz stated, “society needs to be mentored by wise teachers.” (Ted2009).
Some of the things that companies could do to improve job satisfaction for example, would be to identify when an employee is bored on the job, address it, obtain feedback from the employee for ideas to make their job more interesting and challenging. This would allow a leader to assist this individual in designing different ways to perform duties or depending on individual’s future career goals and performance level, may need more responsibility or promotion in order for the employee to maintain job satisfaction and retention with t...
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...ob satisfaction in the past and the effects it had on me as a midlevel paralegal at the time were very rewarding, exciting, invigorating, and educational, which allowed me to reach a higher and more complex level of paralegal skills and knowledge base. This can be a powerful and blissful experience when the methods are properly applied.
References:
Aamodt, M. G. (2013). Industrial/Organizational Psychology: An Applied Approach. (7th ed.).
Wadsworth, Cengage Learning. Belmont, CA 94002-3098.
Hood Crecca, D.,(Nov. 2003). Chain Leader. Staying Power – Bubba Gump Shrimp Co. Builds its
management bench to ensure the success of new units. Retrieved from
http://www.foodservice411.com/clmag/archives/2003/11/bubba-gump.asp
Schwartz, B., Our loss of wisdom video. (Ted2009). Retrieved from
http://new.ted.com/talks/barry_schwartz_on_our_loss_of_wisdom
With the high rate of turnover, we would need to find a way to lower that and make sure the employees are feeling like they are valuable members of the business. I predict that I would find out that the employees don’t feel that they are treated well enough and getting rewarded for their liking. I think that they feel undervalued and disrespected and that causes the high turnover. I would recommend to the executives that they sit down and meet with their employees and figure out ways to better the relationship between management and the
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.
Employee satisfaction, employee turnover, and workplace environment are inseparably linked. Workplace environments heavily influence employee satisfaction, which directly affects employee turnover rates. When employees feel they are not being supported within their first months of hire, they will inevitably leave the company. Employees want to have the security that if they need assistance, someone will be there to guide them. Therefore, it is imperative for organizations to develop a thorough onboarding program and a long-term retention plan.
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.
Meghan et al (2002) states that employee turnover is vital element that influences the very existence and triumph of the organisation. He continues to state that this is not palpable and is difficult to replicate, therefore it is the responsibility of the manager to control high turnover.
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
In today’s world the term called as “ATTRITION” is familiar to each and every person working in the corporate world. Attrition or simply called as employee turnover refers to the reduction of work force in an organization due to resignations, retirement, sickness, or death. It is mostly unpredictable in nature. The cause of attrition can be voluntary as well as involuntary. Each industry has its own standards for acceptable attrition rates, and these rates are likely to differ between skilled and unskilled positions of employee. Since in every kind of organization there has been an expenses related with the training of new employee, any kind of employee turnover will lead ultimately to the monetary cost.
Studies show, employees leave organizations for many reasons; often times these reasons are unknown to their employers. Employers need to listen to employees’ needs and implement retention strategies to make employees feel valued and engaged in order to keep them. These retention methods can have a significant and positive impact on an organization’s turnover rate (Fauth&McVerry 2008). The research also states the dilemma facing organizations is whether to invest more time and money fine-tuning their recruitment strategy or to pay extra attention to retaining the talent they already have. Recruiting new staff is expensive, stressful and time-consuming. Once you have good staff it pays to make sure they stay (Fauth&McVerry 2008). It is the
Based off of the gratification an individual contains towards their work is job satisfaction. The productivity could either be positive or negative while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors of job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field effects the performance they perform on a daily basis. One who is satisfied with the job they maintain, succeed at what they do. “It is therefore imperative for a company to understand the attitude of its workers and measure the job satisfaction of its employees, as job satisfaction is essential for productivity” (L. Bradshaw
The problem of job dissatisfaction is a global workplace issue. Although Americans are happier in their jobs, satisfaction in the United States is declining due to downsizing and overburdening. (Robbins & Judge, 2009). Before outlining job dissatisfaction a definition of job satisfaction is needed. Job satisfaction is “[an] individuals’
Employee turnover in organization is one of the main issues that extensively affect the overall performance of a workplace (Tariq, Ramzan and Riaz, 2013). Various studies show that employee turnover negatively affect the overall efficiency at the organization (Tariq, Ramzan and Riaz, 2013). Xiancheng, (2013) mentioned the employee turnover is a method of personal issues who decided to stop associate with the company for better advantage. There are two types of turnover which are voluntary and involuntary turnover. Voluntary turnover can be defined as the termination of the official and the psychological contract between the employee and employer (Krausz, 2002; Macdonald, 1999; Mclean Parks et al, 1999; Rousseau, 1995) while involuntary turnover inescapably lead to direct negative results such as current job is insecurity, work difficulty, and status fluctuation (Gowan and Gatewood, 1997). However, other researchers such as Haven-Tang and Jones, (2012) concluded poor management, lack of salary, bad working environment and paucity of job opportunities could be the highest causes of turnover among organization. This statement was support by Kusluvan et al., (2010) where is they had stated that poor management, low payment of salary, work environment and lack of employees’ job opportunities on the organization will make employee want to quit from their job. Turnover intention situation will appear when labour had feeling that they want to quit from current job, so voluntary and involuntary turnover will become final stage for them as their decision (AlBattat and Mat Som, 2013) but it is different for researchers such as Mosadeghrad, Ferlie and Rosbenberg (2013) when they conclude that employee turno...
Today businesses believe that the sustaining of performance and competitive advantage to becoming a great organization. As an organization’s success depends on their employees’ performance, the value of specific individual employee has played an important role within an organization to be competitive. At that time, the value of each and individual employee and their satisfaction with their jobs are one of the key factors for an organization and organizations need to find ways to improve employee job satisfaction to achieve organizational goals.
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
The employees should be motivated through using different motivation (Hackman & Wageman 2007). The managers of the employees should interview and keep close of watch of the leaders within a company (Hackman & Wageman 2007). Identifying poor leadership at early stages can assist a company to correct the different impacts of poor leadership at early stages like high turnover within a company (Hackman & Wageman 2007). The board of the company should ensure that they work hard to keep In touch with the top performing employees so that the company do not suffer persevere consequences (Hackman & Wageman
Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. There is a considerable impact of the employees’ perceptions for the nature of his work and the level of overall job satisfaction. Financial compensation