管理层离职与保留问题|Assignment格式 [5]
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uce turnover. More senior positions should be created and they are reserved for promotional activities. Transfers should also be used. Extensive research on the main reasons for departure should be documented and we should not be depending on raw data. Competitors should be studied to make sure that we have a clear understanding of why they are being favored by some of our employees. This research may give us a go ahead on the idea of retaining our experienced workers. Strategies should be developed to make leaving a costly exercise.
3. What do we need to decide?
We should come up with decisions to always hold our managers responsible for turnover. Specific responsibilities should be set for our Human Resources and any supervisors on their specific roles in employee retention. Wally must train managers so that they can understand the factors that contribute to employee job satisfaction and retention. Managers should be held responsible for retention in their facilities. We should set turnover goals for all our facility managers as we endeavor to track this accordingly. Managers whose behavior is consistent with the organization's philosophies and values should be promoted (Davidson, 2005). All the turnover goals set should be targeted at specific work units and other relevant work groups. Our focus should be to rate all our employees so that we can differentiate between the low value and high value employees. After we have identified the high value employees, our focus should now be on them. Our aim should be to always retain the high value employees and do away with the low value ones. A decision must be made in the long run on whether we should match, lag or lead the market. In this case, deciding to lag the market may leave WWW at a condition where it may be always dealing with replacement of employees as most of them will depart and search for greener pastures elsewhere. By leading the market we may experience extra costs that may surpass our returns since we have a big employee base. The decision for Wally will be to match the market so that the employees won't see the difference between us and the competitors who are becoming their alternatives.
Concrete decisions should be made to make all people in the workplace to feel appreciated. We need not only to pay our attendants and customer service specialists well but we also need to treat them with respect and appreciation. We should provide creative ways that will always make Wally employees to feel good about their job. Peer recognition should be introduced in this organization where individuals will be rewarding each other for any job well done (Smith, 2006). Attitudes of our workforce should be measured consistently so that any signs of leaving can be detected. We don't have to wait until we are given a resignation letter by an angry employee as the moment he leaves Wally compound, our corporate image is now at risk. In order to maintain a high retention, employee climate assessment should be conducted annually. Our focus should be on individual employees. Since the attendants have a very important task of talking to the customers and to ask them if they are satisfied with the service provided to them, we should from now henceforth consider their positions as very vital. These are the job positions at WWW that have the most significant effect on profitability.
4. Should we proceed?
The decision to proceed
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