Employee Retention Techniques

Organizations with high rates of employee retention concentrate on creating four distinct cultures that keep people focused on the organization and its goals. The purpose of this article is to explore these four cultures and to recommend practical strategies for developing these cultures in your workplace. Effective retention cultures include an intense focus on choice, balance, development and care.

In this paper Team C has discussed the issue of poor employee retention concluding in a high employee turnover rate. This is an issue that can be common among some companies and that is a great example of

Management can improve culture within an organization and increase employee retention is by implementing strategies that benefit employees. This can be done by having flexible workplace policies. Some ways that will increase employee retention and employee loyalty is by increased sick day approvals, longer paid vacation days, as well as increasing wages and benefits (Boushey and Glynn, 2012)). Furthermore, management can implement strategies to encourage friendly competition within an organization by giving employees incentives and rewards. An example of a company that understands the importance of employee satisfaction is Costco. According to Costco’s CEO when gas prices were high, the organization made the initiative to help employees. For

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at

Employee retention could be described as the efforts by any business or organization to develop strategies and initiatives that support current staff into remaining with the organization. Retention is “the ability to hold onto those employees you would want to keep for longer than your competition” (Johnson, 2000). Success or otherwise of an organization in retaining its employee’s is measured in terms of Employee Retention Rate (ERR) or through assessment of the Employee Turnover Rate (ETR).

Research methodology is a way how the research is conducted step by step and in order. There are two methods used for data collection which is the primary data and secondary data. These data can be obtained and used many ways. The data is taken and analyzed in advance to produce a result that we can use for research and future reference. This study will relate to the objective we want to achieve and finding the answer to every objective we seek. In order to successfully achieve the objectives we seek, we must know

Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time. Retention of human resource is beneficial for the organization as well as for the individual too. Materialistic era and utility theory are responsible for changing of jobs. Corporate are facing problems in employee retention. Hiring calibre people to the organization is the perpetual need of organizations, but retention also is

Employee Retention: Employees subject to an employer restructuring process may become stressed or distrustful of their employer, its management and their coworkers. Restructuring may cause sudden departures of coworkers and management. Human Resources Management is responsible for convincing remaining employees to stay with the organization. Employee retention efforts may include bonuses, employee training, internal promotion opportunities and improving workplace policies and procedures. Although restructuring resulting from falling profits are unlikely to provide salary increases, such restructuring may provide employees with incentives such as additional time off, flexible work schedules or on-site amenities. Human Resources Management is accountable for researching, recommending and implementing employee retention strategies during restructuring.

The article discusses other pertinent areas that employers tend to ignore when it comes to ensuring his or her employee retention. It has become apparent that a competitive benefits package does not safeguard the company against an employee seeking employment elsewhere. According to Newman (2015), employers need to “make an initiative to connect an employee’s role and deliverables to the bigger company-wide mission” (para 3). Employees do not want to simply do a job and go home. They want to know that their part is making a difference such as in the health care industry.

Retention of employees is becoming a real challenge in today’s operating environment as employers begin to realize the value of people that make up the bank. According to results of a recent nation-wide employee survey (Kenexa, 2011).the

Employees are the backbone of any organisation. They are the human capital that operates the functions of the organisation. Employees enable an organisation to function with its day to day operations. According to the Global Talent Trends and Issues for the Travel & Tourism Sector report by World Travel & Tourism Council (WTTC), global employment in hospitality is over 100 million jobs. This figure is expected to rise 2% yearly. Hospitality industry will grow faster in upcoming years. Global and national employee demand and supply pool will be affected. More hospitality industry employees will be needed to fulfil the demand. Therefore, retention of employees for a stable workforce in an organisation is important.

This project proposes practical ways to minimize the diversifying rate of employee turnover at TFT Corporation with no exertion of extreme pressure on the existing resources (material, human, and monetary). Employees can leave one firm for another in the quest for better payments, better working environment, better organizational culture, and freedom from managerial pressure. The HRM sector is obligatory for most of the duties

In this paper I will first discuss three problem statements in articles I reviewed. After which I will develop a problem statement of m own based on journal articles and studies I have read thus far concerning the issue of employee turnover in the specialization of human resource management. For the formulation of a problem Appannaiah et al. (2010), states that one needs to narrow down the focus from general to a more specific area without becoming too narrow. With this in mind I have chosen to narrow my focus to employee turnover in retail establishments.

The Indian Steel industry is almost 100 years old now. Till 1990, the Indian steel industry operated under a regulated environment with insulated markets and large-scale capacities reserved for the public sector. Production and prices were determined and regulated by the Government, while SAIL and Tata Steel were the main producers, the latter being the only private player. The industry took its first faltering steps in 1907 with the setup of the first integrated steel plant in Jamshedpur by TISCO. Since then the Indian steel industry has emerged as one of the core sectors in the Indian economy with a very significant impact on economic growth.