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Human Resource Management

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Running Head: HUMAN RESOURCE MANAGEMENT

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Human Resource Turnover Rate Problem

Introduction

Human resource is an integral part of the success of any business organization due to the central role it plays in production and reaching customers. However, the human resource management has recently affected the retail industry, which is impacting heavily on the individual retail chains performance. The major area of concern in the human resource management has been the high turnover rate. Consequently, the human resource turnover is the human resource problem been sought for a solution.

Discussion

The human resource turnover rate implies the rate at which the employees of the organization are leaving an organization in favor for another organization in a given period of time. This implies an organization facing an employees’ turnover is experiencing unprecedented flooding of the employees seeking employment to another organization. This human resource problem is a critical problem to an organization, which needs an effective solution. One of the reasons informing the need to solve the human resource turnover problem is the negative impact it has on the productivity and profitability of the organization. The high turnover rate been experienced in some retail chain organizations implies they have to replace the leaving employees with new employees. The new employees will require an intensive training by the organization to become productive like the employees who have left (Jackson, Schuler, & Jiang, 2014). Consequently, the productivity of the retail outlets in term of the sales volume during the training period is forced to sink. The sinking sales revenue has a direct effect in causing the profitability of the retail outlets to slow down.

Similarly, the high turnover of the employees has the effect of hampering productivity of the retail outlets due to weak coordination capability (Aswathappa, 2009). The synergy required in the workforce in delivering the objective of the organization is hindered by turnover rate since the new employees need time to learn each other in linking their services. Thus, efficiency of the employees that is promoted through coordination is poor causing the productivity to slow down. In addition, the reputation of the affected retail outlets to hire skilled employees from the market is affected significantly. The negative image the turnover of the employees creates that the organization does not value its workforce has the effect of deterring potential qualified and talented employees from seeking employment at the organization (Aswathappa, 2009).

Moreover, the ability of the retail chain organizations experiencing the turnover rate to retain their loyal customers is been affected detrimentally. The consumers under the retail industry are highly sensitive with the service they receive from the tellers assisting them to buy goods of the choice. Thus, the frequent replacement of the employees in the organizations is affecting the intention of the loyal customers to maintain buying at the outlets since the trust they need to build is been distracted (Shuck & Rocco, 2014). Consequently, it is essential to come up with solutions to solve the human resource turnover rate affecting a number of the retail chain outlets.

In order to find a solution for the human resource turnover rate affecting the retail industry, three main literature resources will be employed. The three intended resources to use in solving the turnover rate include the (Hong, Hao, Kumar, Ramendran, & Kadiresan, 2012), (Leekha Chhabra & Sharma, 2014), and the (Zopiatis, Constanti, & Theocharous, 2014).

References

Aswathappa, K. (2009). Human resource and personnel management: Text and cases. New Delhi: McGraw-Hill.

Hong, E. N., Hao, L. Z., Kumar, R., Ramendran, C., & Kadiresan, V. (2012). An effectiveness of human resource management practices on employee retention in institute of higher learning: A regression analysis. International journal of business research and management , 3 (2), 60-79.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. Journal of Human Resource , 8 (1), 42-56.

Leekha Chhabra, N., & Sharma, S. (2014). Employer branding: strategy for improving employer attractiveness. International Journal of Organizational Analysis , 22 (1), 48-60.

Shuck, B., & Rocco, T. S. (2014). Human resource development and employee engagement. Employee Engagement in Theory and Practice , 13 (2), 116-130.

Zopiatis, A., Constanti, P., & Theocharous, A. L. (2014). Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management , 41 (7), 129-140.