Week 8 Case Study Retention Management 1
Deciding Act
William Fa
School of Business, Liberty University
Author Note
William Fa
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to William Fa. Email:
WFFA@liberty.edu
Week 8 Case Study Retention Management 2
Introduction
According to Judge and Kammeyer-Mueller (2022), Wally Wheelspoke is the proprietor
of WWW, which can be found in a city in the Midwest with a population of two hundred
thousand residents and 4 auto wash facilities that are experiencing problems with their staff
turnovers. Wally was already planning to expand his business into urban as well as rural
locations (Judge & Kammeyer-Mueller, 2022). Following an analysis of the issues, Wally looked
for an approach to address the issue of staff retention. The Bible tells us “So in every-thing, do to
others what you would have them do to you, for this sums up the Law and the Prophets” (New
International Version, 1973/2022, Matthew 7:12).
The objective of WWW was to generate excellent service to consumers in gaining their
approval. WWW struggled at times when it came to providing services to consumers. Before
Wally can even think about growing his business, he has to first investigate the problems with
workers. The scriptures remind us to “Look! The wages you failed to pay the workers who
mowed your fields are crying out against you. The cries of the harvesters have reached the ears
of the Lord Almighty” (New International Version, 1973/2022, James 5:4).
Are Turnovers an Issue
First issue focuses on the subject of staffing shortages and the difficulties being
experienced by the business. At some point or another, staff turnover is inevitable in each
company. WWW has not been monitored regularly with retraining, that creates difficulties with
retaining employees. A number of factors, including income, healthcare insurance, work
conditions, and pension plans, can influence a worker's decision to quit their current employer.
Staff members are more dedicated and likely to stay with a company if they enjoy the work there
(Bibi et al., 2018).
Week 8 Case Study Retention Management 3
Staff turnover is expensive because of the need to find and develop new workers. The
20% staff turnover among auto detailing and Wally's observation of the minimal attrition among
supervisors both resonated (Judge & Kammeyer-Mueller, 2022). When the proportion rises
beyond 50%, it becomes problematic for businesses. Although staff turnover at WWW is below
50%, Wally has seen a pattern of departing staffers. Given that there are no remaining
supervisors, Wally will have an easier time determining what led to the staffers leaving and
working to fix the problem.
To keep the company running efficiently, Wally must see to it that everything goes as
planned. With Wally's help, company can formulate a strategy to enhance their already stellar
level of customer care. A high frequency of personnel departures is disruptive to any business.
The success of the business depends on the contributions of every individual worker. Workers
probably think that alternative employment either in or out of their field provide more perks or
are a better match for them (Judge & Kammeyer-Mueller, 2022).
Solving the Turnover Issue
Wally has to design a reformative work strategy and conduct talks with workers from
every team to find what their interests, preferences, and their perspectives as to what is driving
the high level of turnover. This will allow Wally to determine what factors are contributing to the
high level of turnover. Wally has to select individuals whose talents correspond to the position
requirements, offer their workers with a remuneration plan that is equitable, but foster
interpersonal workplace relationships in order to avoid problems with turnovers well into the
coming years. Worker's ought to be eligible for favorable advancements inside the organization
as well as competitive pay and benefits options. Wally has to create a strategy of actions in order
Week 8 Case Study Retention Management 4
to establish whether or not he has to reevaluate the system of his firm or whether or not he
should remain utilizing the strategy that is already being used by the company.
Since highly talented people are critical to the accomplishment of the organization's
objective, leadership plays an important part in recruiting and keeping them. Workers are given
numerous chances to improve their abilities and expertise through learning, which is provided by
senior managers. This allows staff to actively manage unexpected obstacles and adjustments that
are relevant to their jobs. The contentment of workers in their jobs must always be a primary
focus. Employers must always put the health and happiness of their staff first since this has been
shown to significantly cut turnover rates.
How the Company Should Decide
To avoid complications in the future, Wally should choose competent people, compensate
them well, and promote open lines of collaboration among team members. Wally must compare
workers' wages to the lowest, median, and higher earnings in the area while making decisions on
salary. Wally has to compensate his employees within the average of the current market price. An
incentive or other perks from Wally can also contribute to making up for the lower base salary.
Wally has to reorganize the way executives take responsibility and make their employees more
accountable.
This is a fantastic strategy to evaluate employees' productivity once a year, preferably in
the middle of the year. A further beneficial idea is that management set up frequent progress
reviews to help them see where their staff excel and where they can use some help. When a new
employee joins the team, they must be given the opportunity to learn their work in a real-world
setting. This is always a good idea to brush up on safety procedures and learn about any new
Week 8 Case Study Retention Management 5
developments. Wally can take some lessons in business studies to brush up on his understanding
of HR practices and proper conduct in the workplace.
WWW must take a poll of their staff to get their feedback on the company and the
leadership. Wally will get a sense of the reasons for staff turnover by conducting a poll on a
randomly selected sample of those who have already resigned. As an alternative to the
predetermined 0.50 percent rise, Wally may want to think about giving out merit-based pay
adjustments. The management understands that the employee's job satisfaction can be improved
by providing rewards for those who help the firm succeed. The scriptures also remind us to
“Watch out that you do not lose what we have worked for, but that you may be rewarded fully”
(New International Version, 1973/2022, 2 John 1:8).
Evaluating the Action
The capacity of WWW to put the actionable strategy into practice will determine how the
efforts will be evaluated. WWW has to come up with solutions to the difficulties with turnovers
and evaluate whether or not growing the business is a smart idea. When Wally has settled on the
plan that will be put into action, the next step is for him to evaluate the plan on an annual basis to
decide whether or not it is successful. Additional study will be required when any staff turnover
is greater than anticipated or remains the same. Nevertheless, let's say that the rate of staff
turnover goes down.
When this is the case, it demonstrates that perhaps the new approach is effective, and the
firm must keep putting this into practice in order to keep staff turnover at a rate that is as low as
possible. Regardless of whether it is impossible for the firm to stop staffers from quitting
entirely, it must establish a plan to cut down on the number of workers that quit each year. Unless
the firm is going to be reorganized, Wally has to conduct a poll after the first 6 months to
Week 8 Case Study Retention Management 6
determine how staff understand regarding the actual proposed updates and whether or not they
have any recommendations for how they can be improved. The way in which an employee
interacts with their superiors has a significant impact on the perspective the employee holds
towards the company (Covella et al., 2017).
Week 8 Case Study Retention Management 7
References
Bibi, P., Ahmad, A., & Abdul Halim Abd Majid. (2018). The impact of training and development
and supervisor support on employees retention in academic institutions: The moderating
role of work environment. Gadjah Mada International Journal of Business, 20(1), 113-
131. https://doi.org/10.3316/informit.569509524542345
Covella, G., McCarthy, V., Kaifi, B., & Cocoran, D. (2017). Leadership’s role in employee
retention. Business Management Dynamics, 7(5), 1.
Judge, T.A., & Kammeyer-Mueller, J.D. (2022). Staffing organizations (10th ed.). McGraw-Hill.
New International Version. (2022). Holy Bible. (1973)
Powered by TCPDF (www.tcpdf.org)
