英语论文网

high in HCLC, we may experience several positive consequences despite this turnover. This includes better communication and cooperation, increased personal investment, increase in satisfaction and commitment coupled with greater organizational support. This may also be associated with displacement of poor performers in the organization. New knowledge may come in the organization which may stimulate changes in policies and practices in the organization. There are also opportunities for cost reduction and consolidation. Managerial turnover lowers the payroll of the organization.

4. Are there any lurking legal problems?

There are several letters that were left by some of the managers who were leaving. They were addressed to the manager of operations. It was evident from the letter that these site managers were not happy with his leadership. In the near future, some of these managers may launch claims in court that they were mistreated. They may claim that they left the organization because of discrimination, poor working conditions and many other legal issues (Fitz-enz, 2009). Some employees who had long term contracts may continue to claim insurance compensation and health schemes that they had been enjoying since they joined HCLC. Management should be concerned about separation laws and regulations. Since these managers are conversant with these laws, efforts should be made to make sure that the correct procedures were followed in the effect of separation. Letters left by some of the managers may result in court cases with complaints that employees in our organization are not being treated fairly and consistently thus the turnover. All the laws governing separation process will affect the organization in the coming future if this turnover rate remains a trend. Other legal issues associated with this turnover may be affirmative action requirements, public policy restrictions and recruitment at will, civil service regulations and laws, labor contract provisions and other employment contract provisions.

5. If retention is a serious problem for HCLC, what are the main ways we might attack it?

Those who remain with us in the organization should be provided with perfect programs that will meet their overall needs. Communication programs in our hierarchy should be enhanced. We should engineer several events that will boost the morale of the remaining employees (Kuzmicki, 2006). This is because turnover usually has the adverse effect on those employees who are left. They usually have high levels of stress and 'survivor sicknesses'. They have the effect of feeling that they may also leave the organization as they may not be compatible with their new bosses. We should promote the EAPs. Together with this, more emphasis should be placed on the provision of training that will reduce stress in our remaining employees. Efforts are supposed to be made in order for us to retain our most senior employees while cutting the number of the least senior employees in all our work units. All our decisions concerning retention should be based on performance. We should have a track record of past and present performance appraisals of all employees. This will enable us to retain only the employees who are high quality performers increasing the effectiveness of HCLC. Our strategy should be to work tirelessly to retain only high value employees and reduce the number of low value employees. Intrinsic and extr