Research Paper: Outline and References Assignment
Albert Davis
Liberty University
BUSI 342
Professor Freeborough
September 7th, 2025
Individual Research Paper: Outline and References Assignment
Thesis Statement: People in a company are key to how well it does. Skilled workers seem
to make goals reachable. So, managers should care about hiring and keeping staff. If they ignore
one part, turnover might rise, which can halt progress. By focusing on retention and teaching
employees, costs of replacement drop. Therefore, a steadier workplace shows up. Moreover, the
firm may grow over years. In conclusion, looking after workers likely lifts both morale and the
bottom line. It may also appear to improve teamwork and perhaps inspire innovation that helps
customers. and overall brand strength in the market today globally.
Question(s)/Issues Begin Addressed:
I. Many firms lose workers. It appears often causes are low pay, poor leadership, still no
growth?
A. Company Culture
1. Employees often want jobs where they can grow, therefore it's not
always clear. A company's vibe may really shape happiness, maybe even
performance.
a) Looking at why workers stay might need a grasp of a culture. It
may include vision, values, norms, systems, symbols, language,
assumptions, beliefs and routines (Vu et al., 2020).
b) Bad communication may lower staff morale, creating a tense
atmosphere that could spill over to how customers are treated.
Consequently, firms risk losing clients and probably facing an
eventual significant collapse, according to Delaney (2019).
c) Workers often want their job's beliefs to match their own. If a firm
seems to ignore personal values, maybe employee doubts staying.
Such mismatched culture could, perhaps, push them to look
elsewhere. Alignment, therefore, seems crucial for retention in the
long term.
B. Leadership
1. Overall company's future often rests on who stands at helm. Picking the
right leader may boost morale; perhaps choosing wrong could hurt
performance, lower trust, and stall growth in the long-term.
a) It seems that leaders who talk clearly, and motivate staff, probably
boost workers happiness, according to Tian et al., 2020.
b) Having a strong leader may help keep workers from leaving. When
a boss isn't picked, the choice should likely favor someone who
talks clearly and backs their team. A leader that can decide quickly
might aid the firm, though too much control could backfire for the
company.
II. Effects of turnover
A. When workers leave, a business often loses money. The hiring cycle must start
over, which means extra expenses. Good leaders and a solid workplace culture
might lessen those costs, but it's not always simple. Employees also feel the
stress.
1. Turnover might hurt a company in two ways. First, there are the money
costs, and the time staff spend handling paperwork and finding
replacements. Second, the teams and their supervisors lose output and
morale right after a colleague quits. Those effects may still seem
obvious for many.
2. After a job offer, employers usually pay for the training. They may mean
covering onboarding, doing orientation, and teaching duties. It appears
the expense sits on the company’s budget, not the worker again directly
today.
3. After hiring, a company usually foots the bill for training. That can
include onboarding, orientation, and teaching job tasks. Some managers
question it; it may seem costly, but likely needed for employee success,
therefore investment.
4.
III. Ways to increase retention
A. Employee engagement
1. Employee engagement may be key, for morale boost.
a) More engagement may boost workers' loyalty and performance,
but when engagement stays low, managers get a chance fix the
workplace. They could tweak hours, staff support, overall tools.
(Valentine et al., 2019)
b) Employees often might feel more attached when their work gets
noticed. That sense of belonging can make them stay, rather than
look elsewhere. If bosses act proactively, staff perhaps may think
they're valued, so turnover could drop significantly.
B. Employee development
1. Investing in staff growth may therefore boost loyalty. Still, outcomes
often vary sometimes.
a) Workers seem to need a clear path forward at their job. If they
don’t see that, they might look for other work. So, giving them
chances to grow may help keep good staff around for a long time
indeed. (Stange, 2021).
b) When workers feel their boss actually cares about their future, they
tend to stick around; it may mean a longer tenure, though other
factors could also play the part in.
IV. Conclusion
A. Recruiting good people and keeping them seems essential for any business. When
retention fails, costs explode, so managers shouldn’t probably invest more in clear
plans. Still, over-focusing on staying might ignore fresh talent, perhaps over time
eventually.
1. Employers might cut turnover by actually investing in workers. Hiring
people who fit the company culture seems helpful; also, building strong
ties can boost satisfaction. Therefore, retention rates could improve,
though results vary in the long term.
References
Delaney, D. (2019). Viewpoint: 5 Significant Recruiting and Retention Issues for 2019. SHRM.
Goldberg, J. (2014). Trends in Employee Turnover and Retention.
Stange, J. (2021). How to Improve Employee Retention: 5 Ways to Keep Your Employees.
Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. (2020). The Impact of
Transformational Leadership on Employee Retention: Mediation and Moderation Through
Organizational Citizenship Behavior and Communication.
Valentine, S. R., Meglich, P., Mathis, R. L., & Jackson, J. H. (2020). Human Resource
Management (16th Edition).
Vu, H. M., & Nwachukwu, C. (2020).
Powered by TCPDF (www.tcpdf.org)
