Replacing Misconceptions with Evidence-Based Strategies - Article Review
Article Review:
Retaining Talent: Replacing Misconceptions with Evidence-Based Strategies
Course:
BSMH5013 Human Resource Management
Prepared by:
Afeefa binti Azimi 809956
Lecturer:
Dr. Kamal bin Haji Ab Hamid
Submission Date:
12 November 2011
Allen, D. G. (2010), Retaining talent: replacing misconceptions with evidence-based strategies, Academy of Management: Perspectives, Vol. 24, No. 2: 48–64. David G. Allen is an Associate Professor and First Tennessee Professor of Management in the Fogelman College of Business and Economics at the University of Memphis. Co-authors of this article are Phillip C. Bryant that an Assistant Professor at Christian Brothers University, Memphis and James M. Vardaman which is an Assistant Professor in the College of Business at Mississippi State University. When the article was published in May 2010, Allen had done research on recruiting across culture, and website design and attracting job applicants.
In this paper, I summarized the article and offer comments about selected aspects, identify some relevant changes that have occurred after the article has published and suggest areas where research findings would assist in understanding the current state of replacing misconceptions in retaining talent practices with regard to the issues raised.
Article Summary Allen described to what extent the replacing misconceptions of retaining talent with evidence-based strategies. There are five HR managers misconceptions of employee turnover including (l) all turnover is the same, and it is all bad; (2) most employee quit their job because of pay; (3) job dissatisfaction is the primary reason people leave; (4) little managers can do to affect individual turnover decisions; and (5) generic best practices are the best way to manage retention (p. 48). With this research, Allen searched on the replacement of these common misconceptions with evidence-based retention management information. Evidence-based retentions strategies
Retaining Talent: Replacing Misconceptions with Evidence-Based Strategies
Course:
BSMH5013 Human Resource Management
Prepared by:
Afeefa binti Azimi 809956
Lecturer:
Dr. Kamal bin Haji Ab Hamid
Submission Date:
12 November 2011
Allen, D. G. (2010), Retaining talent: replacing misconceptions with evidence-based strategies, Academy of Management: Perspectives, Vol. 24, No. 2: 48–64. David G. Allen is an Associate Professor and First Tennessee Professor of Management in the Fogelman College of Business and Economics at the University of Memphis. Co-authors of this article are Phillip C. Bryant that an Assistant Professor at Christian Brothers University, Memphis and James M. Vardaman which is an Assistant Professor in the College of Business at Mississippi State University. When the article was published in May 2010, Allen had done research on recruiting across culture, and website design and attracting job applicants.
In this paper, I summarized the article and offer comments about selected aspects, identify some relevant changes that have occurred after the article has published and suggest areas where research findings would assist in understanding the current state of replacing misconceptions in retaining talent practices with regard to the issues raised.
Article Summary Allen described to what extent the replacing misconceptions of retaining talent with evidence-based strategies. There are five HR managers misconceptions of employee turnover including (l) all turnover is the same, and it is all bad; (2) most employee quit their job because of pay; (3) job dissatisfaction is the primary reason people leave; (4) little managers can do to affect individual turnover decisions; and (5) generic best practices are the best way to manage retention (p. 48). With this research, Allen searched on the replacement of these common misconceptions with evidence-based retention management information. Evidence-based retentions strategies