| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "EMPLOYEE RETENTION OBTAINMENT": |
|
|
Employee Retention and Obtainment, 2002.
This paper sheds light on some of the factors affecting employee retention and offers typical solutions, focusing specifically on the electronic systems industry.
3,015 words (approx. 12.1 pages), 5 sources, APA, $ 88.95
»
Click here to show/hide summary
Abstract
The following paper examines the issue of employee retention and obtainment, which is an intensive struggle between employer and employee. Retaining and obtaining employees in today?s economy is a constant campaign for the best and most deserving workers and thus this paper suggests ways of improving employee relations by improved communication, incentives, good benefits a pleasant office climate and more. The information contained within was compiled from literature found in public libraries abroad, third party investigations and personal observation.
From the Paper
"During the 1990s, job seekers had a dizzying array of choices when they searched for work. It was a difficult task for employers to keep employees. Losing employees always meant losing knowledge, capital, skills, and experience (Watson, 2000). Losing knowledge was a major concern to organizations. If an organization lost an employee with a great amount of knowledge, it essentially lost revenue that the employee would have generated. If an employer lost an employee with a great amount of experience, it would take lots of time and money to retrain a new employee for positive production. Experience is an intangible that is relied up heavily. Every worker carries with him or her at least three basic types of experience. Every worker posesses a certain amount of industry, company, and position specific experience."
| |
|
Employee Retention, 2002.
An examination the issues of employee retention through improved job satisfaction based on a job satisfaction survey.
1,435 words (approx. 5.7 pages), 7 sources, MLA, $ 47.95
»
Click here to show/hide summary
Abstract
This paper looks at the problem of employee retention in today?s market and discusses the creation of a job satisfaction survey as the starting point in creating an effective employee retention program. It analyzes how employee retention is a difficult problem for many U.S. businesses and how pay-based incentives alone are no longer enough to hold quality employees. It evaluates how non-pay incentives are becoming more and more important in creating effective employee retention programs and how the array of such non-pay incentives, however, is large and an effective retention program should be tailored to company?s specific employees.
From the Paper
"McQuarrie argues that market research is relevant to business strategic planning because it results in focussed, company specific information. (1996). Rossi et. al. provide a detailed and complete guide to the effective use of surveys in market research. (1983). This work covers not only the use of closed versus open ended questions for obtaining desired information, but also explains various methods in analysis. Finally, Edmunds (1996) and Edwards, et al. (1997) give a step-by-step guides to choosing the proper research method, appropriate use of various question forms in surveys and choosing the appropriate degree of analysis to fit within relevant time and budget constraints."
| |
|
Employee Retention, 2005.
This paper discusses an important aspect of human resource management in the U.K.- employee retention.
4,115 words (approx. 16.5 pages), 16 sources, APA, $ 110.95
»
Click here to show/hide summary
Abstract
This paper explains that the problem of employee retention involves such substantial sums of money that a great deal of research into the retention issue has been conducted. The author points out the importance of retaining employees through the strategy of engagement by 1) involvement in decision-making, 2) having management listen to their views, 3) opportunities to develop their jobs beyond what they were originally assigned to do and 4) the concern management shows for the health and welfare of the employee. The paper reports that a charity organization, which has been losing good employees because of an inability to "pay staff what they are worth", launched a new benefits package project to motivate retention, which offered such items as discounted child care vouchers and subsidized health care.
Table of Contents
Introduction
The Literature on Employee Retention - What are the Problems?
The Literature - Why do Employees Leave their Jobs?
The Literature - What Some Companies are doing to Retain Employees
Keeping Employees through "Engagement":
Keeping Employees through Reward Management
What is a Total Reward Strategy?
Keeping Employees through the "Psychological Contract"
Keeping Employees through Inspired Leadership - Charles Handy
Keeping Employees through Inspired Leadership - Kouzes & Posner
Employee Retention through Innovative Policies - Journalism (Literature)
From the Paper
"The CIPD data published by TalentDrain shows that in order to retain good employees by meeting their psychological growth needs, 58% of companies institute "training and development" strategies, 20% of companies redesign job duties, and 29% implement mentoring systems.
In order to enhance "the everyday experience" of employees, 52% of companies utilize "improved induction processes"; 48% of companies surveyed work towards "improved communication"; 32% approach the "work-life balance" of the worker; 35% implement "flexible working" hours; 32% have established "family-friendly provisions" that go beyond the UK legal minimum provisions."
| |
|
Employee Retention and the Hospitality Industry, 2007.
A discussion of employee retention in the hospitality industry.
4,352 words (approx. 17.4 pages), 12 sources, APA, $ 114.95
»
Click here to show/hide summary
Abstract
The paper examines the crisis in the hospitality industry with regard to recruitment and retention of employees. Several contributing factors to the recruitment and retention phenomenon are considered, such as increased diversity, the imbalance between skilled and unskilled labor and the nonexistent benefits, such as health insurance, profit sharing and retirement benefits. The author notes that management strategies are counterproductive and do not offer the employee real incentive to strive for achievement. The paper also addresses the issue of corporate responsibility for employees. The paper concludes with suggestions for employee retention in the hospitality industry.
Outline:
Introduction
Major Obstacles to Employee Retention
Employee Retention Solutions
Conclusion
From the Paper
"Several big name hostels are beginning to practice better diversity standards and seeking to create a better awareness among the public about the diversity and inherent interest in their employ. This trend will likely continue and it is hoped that it will continue to be a fruitful part of the development of individuals from varied nations, as assimilation is really a small part of immigration. Many more issues surround the struggles of immigration and diverse populations, many of which can only be answered by employment."
| |
|
Employee Retention, 2007.
This paper discusses the need for greater emphasis on employee retention in human resource management.
4,417 words (approx. 17.7 pages), 34 sources, MLA, $ 116.95
»
Click here to show/hide summary
Abstract
This work is an exploratory project based capstone that addresses the issue of employee retention and the evolution of its importance for employers, individuals and society. It initially draws conclusions about changing trends in employee retention and its general importance as an issue in the overall employment arena. The writer then moves on to discuss its importance to the success of the individual as well as to its greater impact on society. Lastly, the work makes note of the need for greater emphasis of employee retention in human resource education.
Table of Contents:
Outline Abstract
Introduction/Statement of Problem
Review of Literature
Discussion
Conclusion
References
Appendix A
Appendix B
From the Paper
"One of the most foundational issues facing businesses of any size in the modern economic world is employee retention. Gone are the days where one individual keeps the same job for their entire working career retiring with 30 years of service and a gold watch. The current business climate in both small, medium and large companies includes one of transitional employees, both intentional and unintentional. On the whole much more funds are spent on the job and external training than has been spent in the past as a result of the fact that most people now work one job or career for no more than about ten years and then either move forward in the company to a completely different position or more commonly move on to another company or even to a completely different career."
| |
|
Employee Retention, 2002.
A literature review of effective employee retention strategies.
2,018 words (approx. 8.1 pages), 18 sources, MLA, $ 63.95
»
Click here to show/hide summary
Abstract
This paper discusses how employee retention and turnover are the most objective measures of employee satisfaction and dissatisfaction in businesses. It examines how, as a result, many employers try to retain employees through basic strategies, such as increased pay and benefits and how research has shown that there are less expensive and more effective ways to retain employees.
Outline
Introduction
The Cost of High Employee Turnover
Effective Strategies
The Problem of Employee Retention
What Research Reveals
Conclusion
From the Paper
"In today?s workplace, employers are not only having a hard time attracting employees, but are also having a difficult time keeping them (Harkins, 1998). Employees leave for a variety of reasons, including poor supervision, unchallenging positions, limited advancement opportunities, lack of recognition, limited control over work, perceived pay inequity, and the perception of more favorable opportunities in other companies (Jardine, 2001). High employee turnover is one of the greatest causes of declining productivity and decreased morale in corporate America (Abassi, 2000). While morale decreases, recruiting and training costs increase and an organization can find itself in a vicious cycle (Secretan, 2001)."
| |
|
Employee Development and Retention, 2006.
This paper proposes a plan for promoting effective employee development and retention touching on ...
2,070 words (approx. 8.3 pages), 6 sources, APA, $ 71.95
»
Click here to show/hide summary
Abstract
This paper proposes a plan for promoting effective employee development and retention, touching on training, human capital management, a career development planning model, and an employee relations program.
From the Paper
Employee Development and RetentionAbstract Employee development and retention are critical to an organization'sability to meet its goals and challenges and retain profitability Thispaper discusses the factors that affect employee development and retentio
| |
|
Employee Retention, 2002.
A look at effective employee retention programs.
2,400 words (approx. 9.6 pages), 10 sources, $ 89.95
»
Click here to show/hide summary
Abstract
This is a literature review of research in the area of effective employee retention strategies for organizations. A number of online articles are discussed with various strategies.
| |
|
Public Employee Retention, 2005.
This paper discusses approaches for improving public employee retention in an environment with more vacancies and fewer eligible workers.
3,475 words (approx. 13.9 pages), 21 sources, MLA, $ 97.95
»
Click here to show/hide summary
Abstract
This paper explains that employees no longer just want good wages and job security; they really want appreciation and involvement, demand a balance between work and family life and are not willing to sacrifice everything for their careers and their employers. The author points out that, to retain employees, the government must have an effective retention strategy, similar to non-governmental companies, which addresses four key components: Effective management, career development opportunities, life-work balance benefits and programs and compensation and recognition. The paper stresses that the government must understand employee child-care needs and provide such benefits as on site public schools, which meet the educational requirements of the local school district, on-site day care and child-care subsidies.
From the Paper
"Employees are placing increased importance on programs and benefits that help provide a balance between work and home life.Programs that emphasize employee satisfaction are key and are ranging from flexible schedules to onsite massages to virtual teams to childcare assistance. The government must realize that individuals have lives outside of the office. The Calvert Group, an investment firm, has seen the benefits to life work balance programs first hand. The Calvert Group includes such benefits for employees as 15 minutes of free massage therapy each week, tuition reimbursement for any class, flex time, casual dress, and 12 days of community leave per year. By tying benefits to employees' basic survival, emotional, psychological and spiritual needs, the company has reduced turnover from an industry average of 20% to 5%."
| |
|
Employee Retention, 2008.
This paper provides a research proposal to assess whether financial and other incentives influence the retention of highly performing, desirable employees.
895 words (approx. 3.6 pages), 22 sources, APA, $ 31.95
»
Click here to show/hide summary
Abstract
In this article, the writer notes that there appears to be much controversy in the existing literature over the extent to which financial incentives may be an effective tool in employee retention. In particular there are employees with certain desirable characteristics which companies are particularly interested in retaining. The paper presents a research proposal to assess whether the use of financial incentives is effective as a tool for retaining these desirable employees. The paper explains that the study will be comprised of a self-reporting questionnaire which will consist of two sections. The first section will collect data which will allow for the segregation of respondents into two groups based on possession of highly desirable or less desirable employee characteristics. The second section will collect data relating to the importance of financial incentives to the employee when considering remaining with the company. The writer concludes that it is anticipated that the study will demonstrate that financial incentives are a useful tool in retaining high performing and desirable employees.
Outline:
Abstract
Proposed Title
Research Problem
Research Aims
Anticipated Outcome
Proposed Methodology
From the Paper
"The findings of Trank and colleagues (2002) were that individual pay-for-performance schemes were potentially most effective amongst high achievers. As these high achievers are likely to also be the most desirable employees which a company would wish to retain this then would suggest financial incentives to be an effective tool for retention. Rynes and colleagues (2003) suggest that this is related to the concept that financial incentives may function as a motivator due to an individual being driven by the desire to have a salary which is larger than that of their peers. Rynes suggests that it is the differentiation of pay which is actually the largest motivator for this reason. This then would suggest that high salary alone is not sufficient for retention of desirable staff, but that differentiation according to achievement is crucial. Rynes argues that high achievers would not wish to work in a company in which achievement is not recognized through reward. This would then imply that any company which does not engage in pay-for-performance schemes is likely to lose desirable employees to a company which does operate with financial incentives."
| |
|
Employee Retention, 2002.
A study into what is needed to retain employees in the healthcare industries.
2,726 words (approx. 10.9 pages), 9 sources, MLA, $ 81.95
»
Click here to show/hide summary
Abstract
This research paper explores the importance of solving the employee retention issue in the health care industry. This research answers the question ?Does employee satisfaction among direct care health care workers affect the quality of care for the patients?? The question is answered with an emphasis on pinpointing the sources of employee satisfaction in hopes of finding ways to increase employee satisfaction and reduce patient risk. The paper includes a review of the relevant literature and concise conclusions.
From the Paper
"The health care profession has been the victim of social change in the past several years. From the 1950s through the 1970s the health care profession was regarded as a highly professional and technical field. Persons entering the field were respected by other members of the society. Recently there has been a change in attitude regarding health care workers. Direct care nursing is now regarded as low tech, unstable and steeped with a high degree of regulatory compliance."
| |
|
Employee Turnover at Domino's Pizza, 2008.
This paper explores the employee turnover at Domino's Pizza and recommends a strategy for increasing employee retention.
1,110 words (approx. 4.4 pages), 4 sources, APA, $ 38.95
»
Click here to show/hide summary
Abstract
The paper examines the high employee turnover rate in Domino's Pizza and attributes it to bad culture, or defective human resources management. The paper proposes strategies that could lead to an increased employee retention rate and then recommends the employee supervision strategy combined with other strategies regarding financial incentives, other benefits and creating a workplace that suits all employees. The paper recommends that this strategy's results be evaluated after a year.
From the Paper
"The case study to be discussed focuses on one of the most painful human resources issues, and that is employee turnover and the way it manifests at Domino's Pizza. The company's turnover rate reached 158% in 1999. In the food industry, this turnover rate is not unusual, as turnover of 200% rate has been registered by other companies in this field. However, a complex set of measures needed to be taken. As a consequence, Domino's CEO started to focus on the company's human resources, by implementing certain strategies, like: improving store managers' workplace quality, improving personnel selection, recruitment, and retention methods, or using financial incentives."
| |
|
Employee Motivation and Turnover in the Workforce, 1999.
A look at the various methods to increase employee retention and performance.
3,530 words (approx. 14.1 pages), 9 sources, $ 99.95
»
Click here to show/hide summary
Abstract
This paper discusses the tools used to motivate and encourage top performance out of employees in the workforce, typically in the restaurant industry. The author provides ideas based on his own experiences. Included are ideas of using methods such as rewards, shifts, leaders, performance appraisals and management by exception.
From the paper:
"The problem involved in appraising employees is a management topic that is commonly discussed in manager meetings. It is no easy task to accurately evaluate an employee?s performance, but the reality of life is that managers must make sound judgments concerning pay, promotions, and even transfers (Common for Chili?s because of the large number of units in business). My question was always this: Are performance evaluations being conducted properly? Are they even accomplishing what was originally intended?"
| |
|
The Temporary Office Employee Industry, 2005.
An in-depth analysis of the temporary office employee industry as it pertains to recruiting and retention of those employees.
2,896 words (approx. 11.6 pages), 6 sources, MLA, $ 85.95
»
Click here to show/hide summary
Abstract
This paper presents a proposal for the recruiting and retention of temporary office workers. The writer is employed as a full time on site recruiter of temporary office workers at one of Wall Street's top financial firms. It looks at how the majority of the temporary help the writer recruits are administrative assistants and other entry level finance positions and how the positions can range from a couple of days to several months in time. It attempts to analyze the industry, the company history regarding temporary employees and future trends to propose methods for the purpose of recruiting and retention of those workers.
Abstract
Introduction
Statement of the Problem
Company Specific Problems
Examination of Other Companies
Solutions for Here
From the Paper
"Temporary employees provide valuable assets to this company by providing consistent short term capable help in all departments as needed. Temporary office workers make up the bulk of the temporary staff here, therefore this proposal will concentrate on the recruiting and retention of them and other entry level financial positions. "
| |
|
Turnover and Retention, 2005.
This paper discusses the reasons for high turnovers and what companies can do to reduce turnover and raise retention.
5,780 words (approx. 23.1 pages), 31 sources, APA, $ 138.95
»
Click here to show/hide summary
Abstract
This paper explains that retention of employees has become a major task for companies because employees no longer show company loyalty by staying with their employers throughout their career life. The author points out that, whereas years ago employees stayed with their employer for years letting the employer define the quality of their life in terms of salary or satisfaction; today, employees leave their current employer in search of more income, better benefits or career advancement. The paper relates that issues of retention and turnover are all about company culture -- "kinder and gentler" is replacing "do it my way"; examples of companies seeking to change their culture are MasterCard, Great Plains, Inc. and Southwest Airlines. advancement.
Table of Contents
Introduction
What is Retention and Turnover?
Employee Stability
Undervalued and Underutilized
Supervisor issues
Problem Analysis
Employee Symptoms
Labor Shortage
Turnover Costs
Why Companies Fail at Retention
It's not about Money
Other Issues
Raising Retention, Lowering Turnover
Mindset
Survey
Supervisor Responsibility
Work Environment
Feedback
Compensation
Training
Career Development
Bureaucracy
Conclusion
Chart: The Cost of Turnover
Chart: A Sample New-Hire Survey
From the Paper
"Employees who feel undervalued and underutilized will look to change jobs. Employees who feel undervalued and underutilized have lost the meaning of their job. According to Holbeche (2004), employees in general are looking to make their work more meaningful. The author reported a study that stated, "63 per cent of board directors, 72 per cent of middle managers and 69 per cent of directors and senior managers are looking for a greater sense of meaning in their working lives". Based on this study, companies must actively work to help their employees feel valued if they want them to stay. The author also reported that 68% of the people in large organizations have lost the meaning in their work and seek flexibility in their work. However, they were not willing to give up career advancement to achieve the work/life balance. In contrary to that, Knippen and Green (1996) suggest that employees who feel undervalued and underutilized should ask their supervisor for interesting work. Interesting work could be anything from adding more responsibility to simply changing the way a task is done. No matter what the work change is, it is important to outline to the supervisor the benefits of getting interesting work and the consequences of not getting it, which includes quitting."
|
|
|
