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insic rewards should be given to those who remain with us. These rewards must have a link with retention behaviors and performance. An employee who is to be retained must be provided with a reward that is unique, meaningful and that matches his individual preferences (Taylor and Chartered Institute of Personnel and Development, 2002). Senior managers in the organization must be people who are capable of providing a positive/conducive working environment. Systems to reward those who are to be retained should be fairly designed.

Retention: Deciding to Act

1. Do we think turnover is a problem?

According to raw data that Wally has, he thinks that the 65% of turnover for his attendants and 20% for customer service specialists is a figure that has been increasing and expects that to continue. Managers in all the facilities have been complaining to Wally about this. This turnover is creating problems especially in trying to fulfill the customer-service orientation. In comparison to the external industry, most of these employees are complaining that pay is not competitive enough. They have thus opted to go for the greener pastures. They also claim that training is not at its best, limited promotion opportunities, no feedback and coaching from the managers and that they are being mistreated by customers frequently. This thus tells us that turnover for WWW is a concern and needs to be addressed. This turnover is evidently becoming a problem to the customer service as the customer base cannot be effectively served by the ever decreasing number of attendants. This has also become a threat to Wally's expansion strategy. Our final analysis on the comparison of benefits and costs associated with this turnover shows that customer service is being affected adversely. Replacing these attendants and custom service specialists will cost Wally. This company is loosing its experienced staff to other competitors in the industry. It shows that there is poor communication between the attendants and individual facility managers. Though the payroll will be lowered by the departure of these employees, the costs will by far outweigh the benefits for Wally. We will thus conclude that turnover for Wally is supposed to be a concern.

2. How might we attack the problem?

The 65% turnover for attendants and 20% for customer specialists gives an indication that there is high desirability of leaving. This can be tackled by increasing the organizational justice. Those who are leaving are claiming that they are not being paid an attractive package that is in harmony with other similar companies in this industry. Job satisfaction should be on the spotlight. Training should be a must for all the employees. This will keep enhancing employee development for Wally. Managers should have a duty to coach their subordinates and provide quality feedback whenever required. The social environment at Wally requires to be enhanced so that communication between the attendants and the managers can be effective to cut down on the increasing levels of turnover (CSL solutions, 2009). Our aim should be to provide Wally with organization specific KSAOs. Since the ones who are leaving WWW are complaining that the pay does not match the ones in other companies in the same industry, we should raise the pay for our employees to tackle these alternatives they are favoring. More motivational events will act as a good idea to red