1. Chapter 14, "Applications: Retention - Deciding to Act": answer questions 1–
4.Submit this assignment by 11:59 p.m. (ET) on Friday.Note: Your assignment
will be checked for originality via the SafeAssign plagiarism tool.
2. Each case study must be a minimum of 3–5 pages of original discussion and
analysis, not counting the title page, reference page, figures, tables, and
appendixes. The statements in each Case Study must be supported by at least 1
scholarly reference, cited throughout the narrative and placed on the reference
list in the APA format. Organize content under Level 1 headings.
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Applications: Retention - Deciding to Act
Author name
Institutional affiliation
Course number and name
Instructor name
Assignment due date
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Applications: Retention - Deciding to Act
Q1. Do we think turnover is a problem?
Based on personal opinion, turnover is a significant problem that the organization,
Wally’s Wonder Wash (WWW), has to consider. That is because it directly affects its workforce
in which a high number of employees leave the organization and seek job opportunities
elsewhere in other competitive firms within the region (Heneman et al., 2018). Employees
perform a very significant function in the organizational production process because they do
provide the necessary labor needed for the production process or service offering. According to
the case study, the organization, WWW, has experienced a high percentage of employee turnover
with 65% for attendants and 20% for customer service specialists. Even though there is no
turnover on the part of managers, the high turnover rate for attendants is severe due to various
factors.
Turnover is a serious problem because it lacks the necessary human force or labor to
carry out the required service at the facility. For example, the 65% turnover rate for attendants
directly affects sales revenue because they will have fewer employees to carry out their services.
Hiring and training new staff is another major challenge because it takes time to train new
employees to equip them with the required or necessary skills to effectively perform the task
(Heneman et al., 2018). A high turnover rate also gives the organization a competitive
disadvantage because they lose many customers to other comitative firms within the location.
With fewer people to offer the necessary service, that will create a jam in the service line,
leading to poor service delivery. The few staff will need to increase their speed to serve as many
customers as possible. They are likely not to emphasize quality service in such a situation. Some
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clients who might not feel to wait might decide to seek the service in other firms. As a result, it
affects the organizational revenue.
Q2. How might we attack the problem?
According to the case study, the problem is employees’ turnover rate that seems to be
very high. It is a severe problem because it affects its sales revenue (Heneman et al., 2018). The
problem can get attacked through a well-established human resource strategy that involves
appropriate remuneration, employee training, and appraisal strategy. That will create a conducive
work environment that is attractive to employees to motivate them and prevent them from
seeking jobs elsewhere. For example, they can solve the problems by addressing the issues raised
by the attendants. For example, they should re-design their payment strategy by making it
competitive, just like the other full-service car washes and many other entry-level jobs in the
area. The organization should implement a basic salary plus commission payment system. Both
attendants and customer service specialists get a basic salary range per hour plus commission on
the additional sales or service made. That is to achieve their daily target (Salleh et al., 2020).
They should also get provided with unlimited promotional opportunities to motivates them and
also for them to get the opportunity of earning additional income. Managers should also provide
necessary feedback on coaching to the employees, and also, they should prevent employees from
mistreatment by the customers. That is by listening to both parties when handling a dispute since
some clients might also have unethical behaviors or acts.
Q3. What do we need to decide?
With an expansion strategy in place or mind, the organization or Wally must decide on a
well-established Human Resource Management (HRM) as one of the executive departments.
Like other organizations, it is a very effective managerial function or department since it will
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assist in designing the proper remuneration method that motivates employees and provides them
with the necessary benefits that will assist the organization in avoiding cases of high turnover
(Storey, 2016). They will also ensure every employee is productive by carrying out an appraisal
periodically to assess their past performance and determine various challenges that they might be
facing, most of which are the root cause of their high turnover rate. Human resource
management (HRM) is also better placed to provide the employee with the necessary training in
handling customer complaints, which can assist them in preventing disputes with the customers
and enhance effective service delivery and customer relation.
Q4. How should we evaluate the initiatives?
The initiative can get initiated by advertising for the human resource management
position. Wally will get the opportunity to hire some of the best HR personnel from other similar
or even different business organizations though with relevant HR experience. That will make it
easier for him to manage his employees because the department will fully be in charge of hiring,
training, and even designing an excellent or appropriate remuneration method. For example,
apart from the basic pay, they should also be awarded bonuses on the % of work done upon
achieving the daily target (Storey, 2016). That will motivate them to work harder to earn extra
money. The act will also enhance better organizational permeance since the manager will fully
concentrate on supervising the daily activities of the attendants and customer service specialists.
They will also conduct exit interviews to determine the primary cause of employee turnover.
That will also get done alongside employees' permeability appraisals that are to be done
periodically (Salleh et al., 2020). Through the appraisal process, they will engage the employees
in a face-to-face negotiation and discussion on various challenges that affect their output. The
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HR manager will also seek their opinion on some of the decision-making activities that affect
them.
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Reference
Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. D. (2018). Staffing organizations.
McGraw-Hill Education
Salleh, A. M. M., Omar, K., Aburumman, O. J., Mat, N. H. N., & Almhairat, M. A. (2020). The
impact of career planning and career satisfaction on employee's turnover
intention. Entrepreneurship and Sustainability Issues, 8(1), 218.
Storey, J. (2016). Human resource management. Edward Elgar Publishing Limited.
