Week 4 Discussion
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Week4lesson7.pptxLesson Seven: Retention and Motivation
Human resource management. Retrieved from http://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf
Objectives
Topic 1: The Costs of Turnover
Topic 2: Retention Plans
Topic 3: Implementing Retention Strategies
Topic 1: The Costs of Turnover
Turnover Costs: Direct and Indirect
| Direct | Indirect |
| Recruitment costs | Lost knowledge |
| Advertising costs for new position | Loss of productivity while new employee is brought up to speed |
| Orientation and training of new employee | Cost associated with lack of motivation prior to leaving |
| Severance costs | Cost associated with loss of trade secrets |
Table 7.1
Reasons for Voluntary Turnover
Poor match between the job and skills of the employee
Lack of growth
Internal pay equity
Management
Workload
Topic 2: Retention Factors
C Components of a High- Performance Work System
Figure 7.4
Theories of Job Dissatisfaction
Job Withdrawal
The Hawthorne Studies
Maslow’s Hierarchy of Needs
Herzberg’s Two-Factor Theory
McGregor’s Theory X and Theory Y
Carrot and Stick
Job Withdrawal
Dan Farrell and James C. Petersen, “Commitment, Absenteeism and Turnover of New Employees: A Longitudinal Study,” Human Relations 37, no. 8 (August 1984): 681–692, accessed August 26, 2011,http://libres.uncg.edu/ir/uncg/f/J_Petersen_Commitment_1984.pdf.
Behavior Change
Physical Withdrawal
Psychological Withdrawal
The Hawthorne Studies
Elton Mayo, The Social Problems of an Industrial Civilization (1949; repr., New York: Arno Press, 2007)
Workers were happy to receive attention from researchers who expressed interest in them.
Retention plans must include training and other activities that make the employee feel valued.
Maslow’s Hierarchy of Needs
Abraham Maslow, Toward a Psychology of Being, 3rd ed. (New York: Wiley, 1999).
Self-actualization needs
Esteem needs
Social needs
Safety needs
Physiological needs
Herzberg’s Two-Factor Theory
Frederick Herzberg, Bernard Mausner, and Barbara Bloch Snyderman, The Motivation to Work (New Brunswick, NJ: Transaction Publishers, 1993).
Hygiene Factors:
Company policies
Supervision
Relationship with manager
Work conditions
Salary
Relationship with peers
Motivation Factors:
Achievement
Recognition
The work itself
Responsibility
Advancement
Growth
McGregor’s Theory X and Theory Y
Douglas McGregor, The Human Side of Enterprise (1960; repr., New York: McGraw-Hill, 2006)
Theory X
The average person dislikes work
Theory Y
Most people need to be threatened with punishment
The average person needs to be directed
Most people want to make an effort at work
Self-control and self-direction
Commitment to objectives
Accept responsibility
Imagination and ingenuity in solving company problems
Most workers will avoid responsibility
Carrot and Stick
Carrot
Stick
Offering rewards or
Pushing employees
incentives to motivate
employees
to get work done
Research Methods
Exit Interviews
Employee Satisfaction Surveys
Exit Interview Questions
What is your primary reason for leaving?
What did you like most about your job?
What did you like least about your job?
Did you feel there was room for growth in your job?
What incentives did you utilize while at our company?
Which incentives would you change and why?
Did you have enough training to do your job effectively?
Communicate the purpose and goal of the survey.
Once the survey is complete, communicate what changes have been made as a result of the survey.
Assure employees their responses will be anonymous and private.
Involve management and leadership in the survey development.
Employee Satisfaction Surveys
Topic 3: Implementing Retention Strategies
Retention Strategies
Compensation and Benefits
Training and Development
Performance Appraisals
Succession Planning
Flexible Work Schedules
Retention Strategies
Conflict Management and Fairness
Pay-for-Performance Strategies
Work-Life Balance
Job Design, Job Enlargement, and Empowerment
Next Steps
Questions? Post to the Professor’s Cyberoffice in the HRMN 300 online classroom
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