Employee involvement in decision making
According to Hendry (2012), when employees participate in decision-
making, it results in increased productivity work fulfilment and
strengthens the relationship between employees and employers. Gardner
(2009:44) further adds “individuals are more dedicated and involved
when they are given an opportunity to contribute their ideas and
recommendations”. Involving employees in the decision-making process
permits them to contribute to the success of an organization.
Organisations recruiting, inducting and orientating right
The methods that organisations utilise in recruiting and how they
conduct orientations in the early days of the job is significant in
retaining employees in the long term. The inability for an organisation to
successfully recruit and oriented employees will lead turnover in the
future (Wallelegn, 2013). Mehta, Kurbetti & Dhankhar (2014) points out
that 60 percent of negative turnover is due to recruiting the wrong
candidates on the part of the employer. Poor employment decisions may
arise from selection choices that neglect to ensure that the job applicant
truly has the satisfactory abilities and qualifications to perform the job.
Regarding recruitment, organisations must not only focus on assessing
formal qualification or technical ability but also focus on general types
of skills and personalities when recruiting. Yezina (2014) on the off
chance that work in the organisation includes being associated with a
hard-working team, the organisation might need to hire people who are
equipped to work in such a situation. Vera (2012:34) further expresses
that “employers must be honest with the recruit about the beliefs,
expectations, organisational culture, demands, and opportunities within
the organisation”. Therefore, it will ensure that the organisation attracts
those individuals who will be at ease with working within the culture.
When the right employees are recruited and orientated right there will be
no need for them to contribute to turnover, they will increase
organisational performance by attaining the desired objectives and goals.
According to Boella & Goss-Turner (2013), the main aim of an
induction program is to welcome new employees into the organisation,
which will reduce the chances of the new employees departing from the
organisation. Ngcobo (2014) further adds that induction also referred to
as socialisation is necessary for new employees to get incorporated and
exposed to the new requirements of their occupation and to prevent
the wastage of resources in theorganisation. Boella & Goss-Turner
(2013) state that the success of induction programs can be measured by
measuring employee turnover using the survival curve. The survival
curve measures the ability of employers to retain new employees, by
showing employee wastage as a curve that is divided into the induction
problem, dissimilar transits and settled connections. Grobler and
Warnich (2011) mention a few benefits of induction, such as; low
employee turnover rate, the decline in absenteeism, increased job
satisfaction and employee recognition, etc. Noe et al., (2010) further
elaborate that employee who have been inducted into an organisation,
become more motivated, dedicated and satisfied with their new roles.
Human resources management and development measures
In order to reduce employee turnover, human resource policies need to
be developed that shall help strengthen the labour force within the
organisation. According to Morrel, Loan-Clarke & Wilkinson,
(2004:164) propose that “if a firm can identify that much of their
voluntary turnover is unavoidable, they may profit better from initiatives
that seek to manage turnover post hoc, such as by streamlining
recruitment processes, rather than spend on theorised preventative
measures”. An additional way of reducing turnover is exhibited by
Barrick & Zimmerman (2005: 160) who contend “if an individual has a
habit of seeking out other jobs, as represented by short tenure in the
previous job, he or she is likely to do so again”. Boepple-Swider (2008)
express that potential worker whose biographical information uncovers a
disposition to leave their occupations rapidly are therefore probably
going to go back to that sort of conduct in the near future. Therefore, it is
significant for organisations to acquaint themselves with the candidates'
employment history before enlisting them keeping in mind the end goal
to oversee turnover proactively throughout the screening and selection
periods of recruitment.
According to Weller, Holtom, Matiaske & Mellewigt (2009), managers
that display the prospective of leading at a level higher than their present
position could be pinpointed and mentored to set them up for the future.
Once employees within an organisation are aware that they are reserved
for senior positions, it is likely they would remain with the organisation.
The mentoring mechanism promoted by Snow & Mutschler (2012: 23)
“is the development of employees in the form of attending meetings of
managers once a month for a year to learn about other functions”. When
employees show that they have the potential to lead at position higher
than their current one, they could be recognised and mentored for the
future, which will make them stay with the organisation.
According to Boepple-Swider (2008), an HR-driven organisational
culture includes the founding of internal associations and coalitions to
control turnover. Employees should not only be involved in work but
also be treated as partners who get fulfilment from having a sense of
ownership of company procedures and developments. Curran (2012)
asserts that employees need to be involved in the strategic planning
sessions for them to offer their inputs, cross ideas within and across
departments and provide solutions to key issues. Batt & Colvin (2011)
agree that considering employees as partners will lessen the number of
employees who quit their jobs, because of their contributions in
operational decisions and problem-solving creates more engagement in
the workplace.
Batt & Colvin (2011) propose that an organisation can distinguish itself
from other organisations through HR practices to certify itself as the
employer of choice to its employees and future employees. The brand
that an organisation creates becomes a pull to its employees, and in that
way, loyalty among employees is built. Mehdi et al., (2012: 47)
authenticate the argumentation of brand creation by contending, “it
should be noted that the ability to build an organisation's brand and
culture can mitigate attrition and turnover problems”. Consequently,
actions and activities that boost an organisation's brand and culture do
not only play a vital part in building an organisation's reputation for
people outside the organisational but also plays a direct role in
preventing employee turnover (Curran. 2012).
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