Case Study: Employee Retention
Running head: CASE STUDY: EMPLOYEE RETENTION 1 �PAGE � Employee Retention � PAGE �2�
Employee Retention April 10, 2012
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This is a critique is based on two articles, in which addresses the issues of employee retention and suggestions for the motivation and engagement of employees in the hospitality industry. The first article is titled "Targeted employee retention: Performance-based and job-related differences in reported reasons for staying" by Hausknecht, Rodda, and Howard (2009), in which addresses the major theories to help in explaining the reason that employees stay or leave their organization, and ways to retain them. The second is titled "Terms of engagement" written by David MacLeod (2010) that presents suggest ways for motivating and engaging employees so they will want to stay.
ANALYSIS OF KEY POINTS IN "TARGETED EMPLOYEE RETENTION"
_Reasons employees want to stay with their company_
According to this article, the primary reason that employees stay with their employer are job satisfaction; they enjoy the work involved in serving customers. For many employees, the reasons for staying are for the extrinsic rewards such as pay, benefits and advancement opportunities. Employees want to receive fair rewards for their efforts. If these rewards are not presently found, employees may leave for other opportunities that offer greater rewards. Another factor is "constituent attachments, in the form of effective supervision and positive peer group relations," (Hausknecht et tal, 2009, p. 3). Other incentives to retaining employees are organizational commitment and prestige. The secondary reasons are compensation, competitive wages, health benefits, retirement contributions, and incentive plans. Additional reasons for staying are "constituent attachments, organizational commitment, organizational prestige, lack of alternatives, investments, advancement opportunities, location, organizational justice, flexible work arrangements, and non-work influences" (p.10).
Employee Retention April 10, 2012
�
This is a critique is based on two articles, in which addresses the issues of employee retention and suggestions for the motivation and engagement of employees in the hospitality industry. The first article is titled "Targeted employee retention: Performance-based and job-related differences in reported reasons for staying" by Hausknecht, Rodda, and Howard (2009), in which addresses the major theories to help in explaining the reason that employees stay or leave their organization, and ways to retain them. The second is titled "Terms of engagement" written by David MacLeod (2010) that presents suggest ways for motivating and engaging employees so they will want to stay.
ANALYSIS OF KEY POINTS IN "TARGETED EMPLOYEE RETENTION"
_Reasons employees want to stay with their company_
According to this article, the primary reason that employees stay with their employer are job satisfaction; they enjoy the work involved in serving customers. For many employees, the reasons for staying are for the extrinsic rewards such as pay, benefits and advancement opportunities. Employees want to receive fair rewards for their efforts. If these rewards are not presently found, employees may leave for other opportunities that offer greater rewards. Another factor is "constituent attachments, in the form of effective supervision and positive peer group relations," (Hausknecht et tal, 2009, p. 3). Other incentives to retaining employees are organizational commitment and prestige. The secondary reasons are compensation, competitive wages, health benefits, retirement contributions, and incentive plans. Additional reasons for staying are "constituent attachments, organizational commitment, organizational prestige, lack of alternatives, investments, advancement opportunities, location, organizational justice, flexible work arrangements, and non-work influences" (p.10).
References: Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. MacLeod, D. (2010). _Terms of engagement_. Caterer & Hotelkeeper, 200(4618), 56-58.