Supervisor Support and Relationship
The leadership style is considered an affective factor in employee retention.
The relationship between supervisor and worker play pivotal role in
employees‟ turnover intention. Leaders are the human face of the firm.
Greenhaus, (2004) suggested that employees‟ views regarding organization are
strongly concerned to their relationship with supervisor. If supervisor support,
open communication and have good relationship with employees, the
employee‟s turnover intentions are likely less and more engaged with
organization. Leaders interact as a bond to perform application between
expectations and stated goals. By harmonizing the rivaling demands supervisor
support and manage the inside and outside work environment. If the
relationship among workers and supervisors are exceeding and strong the
workers will never seek to any other new employment opportunity rather than
stay in the organization and vice versa. Employees leave the leaders not jobs so
leader support is also essential in this regard (Ontario, 2004).
Employees who are valued and they feel esteemed will take active part in the
organization goals, show productive behavior, workplace and increased job
involvements, which decrease absenteeism and turnover intention rates. The
effective leadership style can be revealed by formal and informal
acknowledgment. In organizations employees responds to admire, support and
encouragement, no matter the environment is profession or personal (Silbert,
2005). To ensure accurate performance appraisal management leader must
discusses the progress with employees outside the time of formal evaluation
process. They assist workers to find the right place in the firm, not only move
in the hierarchy next position, (Freyermuth, 2007). Lack of support from
management can sometimes serve as a reason for employee retention.
Management can support employees by providing them recognition and
appreciation. Employers can provide valuable feedback to employees and make
them feel valued to the organization. Bratton & Gold, (2003) argued that
feedback from supervisors helps employees to feel more responsible, confident
and empowered. Top management can also support its employees in their
personal crisis by providing personal loans during emergencies, childcare
services, employee assistance programmes and counseling services. Employers
can also support their employees by creating an environment of trust and
inculcating the organizational values into employees. Thus, employers can
support their employees in a number of ways by providing feedback, giving
recognition and rewards, counseling them and providing emotional support,
(Prince, 2005).
Organization Culture
The vision, mission and values are called culture. According to Friedman,
(2006), failing to integrate the employee into the organizational culture is a
frequent contributor to low retention rates as cited by Connie Chapman, (2000),
Culture is a powerful way of controlling and managing employee behaviors
than organizational rules. Attractive culture retain more employees as
everybody knows, the reason that close to 80% of people leave an organization
is because of conflict in the workplace (manager, peers, ethics) (Rosenberg,
2008). The organization must clarify its mission and value system. The proper
understanding of cultural value results to create positive working feelings
among employees. Culture should be attractive and supportive to all
employees. A supportive environment always motivates employees.
Joan and Harris, (1999) stress the importance of organizational culture in
employee retention and argue that, in order to recruit and retain new employees
organizational culture is more important than the job itself. While recruiting,
the culture must be a perfect fit for the employee and it must be presented to the
employee as it is. Many employees tend to leave a company for misfit with the
culture. She stresses that, the first step in employee retention is to make sure
that the organization core values are clearly defined and integrated into the
organization vision, goals and strategy and communicated over and over again.
Sheridan, (1992) in his research observes that organizational culture was
significantly related to performance and voluntary turnover. Results from
several studies Kreitner & Kinicki, (1997) conclude that congruence between
individual values and organizational values was significantly related with
intention to quit. Strong culture creates goal alignment, employee motivation
and controls to improve organizational performance.
Organizational Performance Measures
Common indicators of organisation success are higher productivity,
profitability, quality and worker satisfaction, and lower turnover and
absenteeism. Guest, (2006) talks about measure of worker well-being which
refer to worker job satisfaction, mental and physical health and broad life
satisfaction, work-life balance and level of stress. Cost reductions of
supervision, and the ability for individuals to use new skills, are also indicators
of success, Birdi et al.,(2008) Becker, Huselid & Ultrich, (2001) use measures
including number and quality of cross-functional teams, number and type of
special projects to develop skills of those with high potential ratio of backup
talent, and range of performance appraisal ratings. Boxoal &Macky, (2009)
note the need to measure the effect of increasing employee involvement on the
extent to which work and workplace pleasure is intensified. Such measure
motivates employee’s productivity which ultimately brings about organisation
good performance.
It is generally accepted that such organisation harness the power of human
resource management practices to improve organisations performance and
competitive advantage, Sung & Ashton (2005); Boxall 2003, Appelbaum et al.
(2000). High performance organisation link people, strategy and performance
to arrive at success Becker, Huselid & Ulrich (2001). Organisation
Performance is better described by the Contribution of Skills to Business
Performance model by Tamkin, (2005), which examined the relationship
between human resource activities and business performance1. This model,
called the 4A model, was underpinned by academic evidence which examined
the factors that affect organisational capability, and ultimately organisational
activities, outputs and outcomes and hence drive improvements in performance.
The reason so much attention has been paid to the issue of employee retention
is because turnover has some significant effects on organisations, (DeMicco
and Giridharan, 1987; (Dyke & Strick, 1990); (Cantrell & Saranakhsh, 1991);
Denvir & Mcmahon, 1992).
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