Industry Training

Background or Introduction to the Issue

Employee turnover is a curse for any organization which makes the employers and top management run for their money. A lot of academic scholars have quoted employee turnover as the relation between dissatisfaction in the job and decrease in commitment in the company. Employee turnover can be defined as the rotation of the staffs around the labor market, between various organizations, jobs, occupations and also between employment and unemployment (Mowday et al.2013). 

A Brief Problem Statement:

Managers of an event company in Sydney are concerned with an increasing rate of staff turnover at their regional branches. The firm invests a lot of money in recruitment and training of new employees every year due to high attrition rate. There are various complaints from the clients regarding the planning and coordination of the various events where the employees are unable to satisfy the expectations of the clients. This research identifies the reason for high attrition rate and proposes some steps to reduce staff turnover. 

A Set of Objectives:

• To understand the root causes of staff turnover at the regional branches.
• To recommend some strategies that can lead to reduction in the attrition rate. 

A Set of Research Questions:

• The factors that lead to the increase in staff turnover at the regional branches.
• In what ways the staff turnover can be reduced?
• The factors that will lead to the improvement of the performance of the employees. 

A Mini Review of the Relevant literature

Staff turnover will pose a serious threat in the proper functioning of an organization if it not properly addressed by the management. There are four categories of turnover a firm must consider.

1. Separation through voluntary method: Here the employee by his/her choice wants to resign from the job.
2. Layoffs: Employers lay some employees due to poor work performance of some employees and also due to slow economic growth.
3. Discharged: Permanently terminating the employee on the basis of disciplinary grounds
4. Other issues: Retirement and death (Hancock et al. 2013).

There is also employee turnover rate that needs to be calculated. It is calculated by dividing the number of present working employees in the firm by the base number of various jobs during that period. Turnover rates for the staff members are referred to as the employee turnover index. 

The index is calculated as:

TTR= [S/N] * 100

TTR= total turnover rate

S= number of employees were separated in the particular period

N= average number of employees in the unit in the particular period 

Factors for Increasing Rate of Staff Turnover:

Managing the staff turnover is a complex and challenging task for the management especially the human resource department. After conducting a research at the regional branches in this firm we found some factors that lead to high attrition rate.

1. Employee Recognition: In this firm, the employees were not praised for their achievements. Praising the employees is a motivational factor which will help to perform better in the organization. There is lack of regular feedback from the employees which lacks a challenging environment (Bradler et al. 2016).
2. Job ownership: The staff members should be given autonomy so that they have a sense of satisfaction (Tynkkynen et al. 2013).
3. Lack of Supervision: A supervisor must give value to each employee in a particular team. Proper supervision leads to attainment of the goals by the employee in proper time. Lack of supervision leads to resignation of the employees.
4. Physical environment: The work environment should be hygienic and free from hazards. There should be proper lightning, clean water, clean washrooms, etc. Without proper ambience an employee will not be motivated to perform.
5. Lack of training and development: There should be proper training and development round the year which helps to increase the quality of an employee’s work life, able to learn new skills, personal job satisfaction and career growth (Chowdhury et al. 2015). 

Ways to Increase Staff Retention:

1. Proper selection of candidates: The person must have the necessary skills that will help to increase company’s value. The candidate’s values must be aligned with this company’s values, culture and ethics (McCarthy et al. 2013).
2. Regular employee reviews should be conducted: Regular feedback sessions help to gauge the employee’s problems and the employee also feel valued and empowered when his/her problem is addressed.
3. There should be a job rotation in the organization: The employees should be given a chance to don the hats of many roles by having a first-hand experience about the working of various departments (Kampkötter et al. 2016).
4. There should be a flexible work-life balance. The employees concerns needs to be addressed at regular intervals and in case of emergencies they need to work from home which will not hamper work productivity (Hong et al. 2012). 

Research Design and Conduct 

Choice of Methodology:

Here the quantitative method is used for evaluating the objective data which consists of numbers with the target to achieve reliability with respect to data analysis. Here primary data is collected through questionnaires and interviews which were asked to a few candidates of various branches. The secondary data is collected from various literature reviews, case studies, journals, etc. 

Choice of Research Instruments:

The research instrument was a documented questionnaire that was developed by the staff at the corporate headquarters. Various questions were asked related to amount of time worked at the firm, what type of positions were held, employer-employee relationship, the level of training the employees received, amount of feedback the employees used to receive, etc during their work time. 

Sampling Scheme and Sample Size:

A total of 600 employees from all the regional branches were surveyed who voluntarily or involuntarily gets their employment terminated. The participants include from the line staff, sales personnel, management and administrative staff members. 

Data Collection Approach:

Here the data collection was done through questionnaire. The responses given by the respondents in the questionnaire were kept secret. Data was also collected from the financial statement of the firm and from other firms who conduct surveys. 

Choice of Analytic Method:

The data analysis was done by hypothesis testing, frequency counts, distribution of percentages and by determining the means and medians to come into a conclusion. 

Limitations of the Research:

There were some limitations which include time constraint, financial resources and some members of the top management were not present as they had some office work in other locations. 

References:

Bradler, C., Dur, R., Neckermann, S. and Non, A., 2016. Employee recognition and performance: A field experiment. Management Science.

Chowdhury, M.R., Sabuj, M.M.I. and Ahammed, M.M.U., 2015. Effects of Training and Development on Firm Performance: A Research Work based on Some Selected Organizations. The International Journal of Business & Management, 3(12), p.249.

Hancock, J.I., Allen, D.G., Bosco, F.A., McDaniel, K.R. and Pierce, C.A., 2013. Meta-analytic review of employee turnover as a predictor of firm performance. Journal of Management, 39(3), pp.573-603.

Hong, E.N.C., Hao, L.Z., Kumar, R., Ramendran, C. and Kadiresan, V., 2012. An effectiveness of human resource management practices on employee retention in institute of higher learning: A regression analysis.International journal of business research and management, 3(2), pp.60-79.

Kampkötter, P., Harbring, C. and Sliwka, D., 2016. Job rotation and employee performance–evidence from a longitudinal study in the financial services industry. The International Journal of Human Resource Management, pp.1-27.

McCarthy, J.M., Van Iddekinge, C.H., Lievens, F., Kung, M.C., Sinar, E.F. and Campion, M.A., 2013. Do candidate reactions relate to job performance or affect criterion-related validity? A multistudy investigation of relations among reactions, selection test scores, and job performance. Journal of Applied Psychology, 98(5), p.701.

Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.

Tynkkynen, L.K., Lehto, J., Sinervo, T., Noro, A. and Finne-Soveri, H., 2013. Employees’ Perceptions on Organisational Justice, Job Control and Job Demands: Do Ownership and Human Resource. Healthcare Management and Economics: Perspectives on Public and Private Administration: Perspectives on Public and Private Administration, p.124.

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