Help Manage Employee Turnover Within Organisational Environments Essay Example

step for practitioners to influence workplace behavioral patterns (Wright, 1989).

Approach

Until the 1960s, psychologists recognized the importance of accounting for a person's needs, such as Maslow's hierarchy of needs theory, Hackman and Oldham's job characteristics theory, the impact of workplace environment on self-motivation, Herzberg's job enrichment theory, Hackman and Oldham's job characteristics theory, and how organizations can influence employee behaviors through environmental reinforcement and punishment.

Skinner's eventuality theory focused on studying employee attitudes and behaviors in the workplace, leading to various theories and applications of employee motivation. The article presents compelling evidence supporting these theories, resulting in a highly motivated workforce.

Findings: The literature identified three key areas of focus. Firstly, researchers such as Latham and Lee (1986) and Latham, Mitchell, and Dossett (1978) found a generalization of goal setting in experiments. Secondly, Bandura (1977, 1997a) introduced the "social learning theory," later renamed the "social cognitive theory" (Bandura, 1986). Thirdly, Greenberg (1986) addressed the question of what to do with equity theory, providing a solution called the "principles of organizational justice." These principles had a significant impact on research and theory at the time, making research applications and models timeless.

This ensured that future research would remain relevant in ensuring workplace motivation is as important now and in the future.

Conclusion

A 5-stage motivational model was adapted, in addition to the previous six motivational principles. Latham ; Ernst (2006) proposed four new principles, which would contribute to the initial groundbreaking work on the discovery of motivational principles that are likely to remain relevant well into the future. These principles are: By 'changing the outcomes people expect, researchers can change behavior', and 'person/group effectiveness can be modeled through one or more combinations

of three methods', Influencers can utilize 'feelings/perceptions of procedural fairness among the workforce to ensure specific behavioral outcomes', and 'feelings/perceptions of interactive fairness' can help ensure specific behavioral outcomes are achieved. These four new principles were based on Bandura's social cognitive theory and Greenberg's organizational justice theory).

The literature suggests that in the twentieth century, organizational decision makers had a wealth of knowledge for ensuring a motivated workforce. Section 1 emphasizes that in the twenty-first century, leadership is no longer seen as a set of individual characteristics possessed by one person, but rather as dynamic processes that involve interactions among individuals within both an organizational and social context. The literature discussed various theories that apply to motivation, recognition, and rewarding behaviors among groups, teams, and individuals. It also recognizes the increasing presence of social identity groups in workplaces, the impact of technology in connecting people, and provides a model for assessing personal well-being. Additionally, it adopts theoretical models that consider emotional, social, and physical factors and states that leadership is a collective activity. Consequently, leaders have influence over group/organizational members, can implement commitment, and align group/organizational membership goals.The Failing is that the Effectss of personality traits are not well understood, as people tend to choose tasks and work environments that align with their traits. This can be challenging for HR practicians without a thorough understanding of the theoretical deductions.

The Method involved conducting a survey alongside a pilot trial of a new client self-service technology. Written reports were conducted at 16 franchises, and questionnaires were given to 328 employees who had a 'customer-contact' duty.

The study was conducted using a convenience sample of employees who

were working the twenty-four hours. Most responses were collected using a seven-point Likert scale.

Approach

The service innovation consisted of an online (computing machine) system that allowed customers of the franchises to schedule their own car service appointments, view maintenance schedules and prices, and check for any manufacturer recalls. These were all tasks that previously required either a phone call or face-to-face interaction with a service department employee.

In previous interviews, service directors, client gross revenues, and service employees indicated that client acceptance of the engineering invention depends significantly on the involvement of employees in the execution procedure.

Findingss

• Four motive variables

• planetary motive,

• contextual motive regarding technology,
• contextual motive regarding work,
• situational motive regarding engagement in execution - were measured using self-determined motive indices.

The research study dispelled the suggestion that 'global motive (in the motive hierarchy) has a significant influence on employee motives' towards work and technology. In practice, the findings suggest that if directors want to control employee motivation and behaviors, their most successful approach would be to 'select and engage for it'. This conclusion is particularly applicable in service industries such as retail, hospitality, etc., since 'people who are the product' and often represent or act as the face of an organization.

Section 2 The survey explores the importance of pattern in relation to selling strategy execution. This topic is often overlooked in marketing literature. The survey underscores the

significance of motivation among frontline employees and the need to empower them as brand ambassadors for new service initiatives. The article enhances understanding of frontline employees' complex motivations and their connection to an organization's selling strategy execution. Specifically, it highlights customer-focused service strategies and their place in academic literature, as well as their impact on staff responsible for implementing real-time organizational changes for customers.

Strength
A study was conducted with existing employees involved in an existing service invention execution. The theory was applied across a real-life selling scheme execution, which serves to value-add the interrelated degrees of motive and provides a better understanding of individual employee behaviors in a work context. This study introduces a richer conceptualization of motive in the marketing literature: across the planetary, contextual, and situational level. Limited research had been done on motivation theory research in service invention prior to this study, opening up future research opportunities on theoretical and managerial implications.

Failing
A study was conducted within a single context and in a single industry. Testing across industries and contexts may have provided alternative contextual and situational motives.

Approach
The issue of foreign assignment arrangement has been previously analyzed primarily from the company's perspective. However, in related literature, researchers have acknowledged that employees also have their own individual goals in pursuing a foreign assignment arrangement, to some extent for an accelerated career promotion. This specific aspect has never been previously considered in greater detail. The Rubicon model provides a starting point for this form of investigation.

According to the Rubicon theoretical model, each "planning stage" is seen as separate from the end and goal. Instead, each stage serves as a determinant of action Internet Explorer, such as

accepting a "foreign arrangement will fast-track my career" or "foreign arrangement will lead to higher financial incentives/rewards", etc.

Decision

Upon completion of the survey at (t3), 53 individuals continued with the goal of a 'stay abroad', while another 53 individuals had already abandoned this goal.

Relevance:

Upon joining the organization (t2), 112 individuals had expressed an intention to pursue the goal of a 'foreign placement/stay abroad'. Study results suggest that once a goal is formulated, two outcomes may arise. These outcomes include:
1. The goal will be pursued during the planning stage.
2. The goal may be abandoned over time depending on motivational forces.

The importance to an administration: work-related values have little to no impact on whether an employee abandons or continues with a 'foreign assignment/stay abroad'. Administrations may offer incentives to employees for 'foreign assignments', but it is generally expected that employees would seek some form of compensation for undertaking a 'foreign assignment/stay abroad': such as a promotion upon completion of the assignment or associated financial and social rewards for undertaking the foreign assignment. (Section 3) With many administrations expanding into foreign markets, and the growing trend of internationalization and globalization, employees in these large administrations see 'foreign job arrangements' as an opportunity for career advancement. The 'Rubicon model of action phases' provides a theoretical framework that explains the specific motivational factors associated with foreign job placements. (Strength) The longitudinal nature of the study is prone to increased drop-out rates, but the article adds to the literature by utilizing the less commonly used Rubicon model. Failing The 'Rubicon theoretical account ' has non been widely tested, so the jury is still out on its cogency and dependability. Stay abroad

end merely assists in identifying employees seeking new professional experiences/challenges, not necessarily promotional opportunities. The terms 'experience abroad' and 'information' can have different meanings depending on the context of the survey instrument (Gollwitzer, 1991). Approach Although there are various employee retention practices in organizations, they are rarely based on solid theories.

According to Swanson (2001), theory must be scholarly and validated in practice, serving as the foundation for significant advancements. Additionally, the author discusses the importance of retaining critical employees and provides an explanation of motivation theories' implications on the development and implementation of employee retention practices. Motivational theorists may differ on the source of energy and the specific needs being fulfilled, but they generally agree that motivation necessitates a desire and ability to act, as well as having a goal. The concept of human capital and knowledge management suggests that individuals possess valuable skills, experience, and knowledge that contribute to organizational productivity (Snell and Dean, 1992). Ultimately, motivating employees goes beyond compensation and good working conditions for managers.

Decision
Possibly the most popular current position on occupation design is that which has been developed by Richard Hackman and Greg Oldham. Their approach is similar to Herzberg's, as it proposes specific characteristics that should be incorporated into occupations to make them fulfilling and motivating. However, there are slight differences between the two approaches regarding the specific desirable features of work. These include the employee taking personal responsibility for the outcomes of the occupation, finding the work meaningful, perceiving their role as significantly impacting the overall effectiveness of the organization, and being aware of their effectiveness in converting effort into performance. Hackman and Oldham (1980) suggested that

jobs requiring multiple skills are perceived as more meaningful and therefore more inherently motivating than jobs requiring only one or two types of skills. The author, after synthesizing and critically analyzing various motivation theories, compiled the main factors from these theories and explained how they could influence efforts to retain employees.

Section 4


Need theories focus on identifying internal factors that drive behaviors. The author examined the most relevant theories and explored various theories of motivation and their impact on employee commitment in an organization. The selected motivation theories in this effort include demand theories, equity theory, anticipation theory, and job design model, as they are known to significantly affect employee retention. Therefore, human (and motivation) needs change over time and location.

Strength

To address the importance of retaining critical employees, the author has summarized widely used employee retention practices found in different literature sources and extensively discussed the causes of employee turnover.

Failing The article does not provide any new or groundbreaking theoretical explanations for how a combination of employment patterns can reduce employee turnover within organizations, despite the extensive existing literature on the topic.

Approach The study gathered data from over 350 individuals who completed a survey. The researchers analyzed current generational differences in worker values and compared the results to a similar survey conducted in 1974. The findings indicate that there are differences in generational work values.

Findingss In today's workforce, the two generational groups that are most prevalent are the Baby Boomers (Boomers) and Generation X (Gen X-ers). These groups have been labeled as the generational cohorts of the twentieth century by society.

Values

define the basic notions of right and wrong that individuals hold. Consequently, work values apply these definitions of right and wrong to the workplace. Work values are often described as a worker's beliefs regarding what to expect from their job and how to approach meeting those expectations. In today's workforce, employees are required to engage in decision-making, problem-solving, troubleshooting, and management. The solution may not always be clear-cut, but rather necessitate the prioritization of options to determine the best course of action based on the circumstances.

Decision

The issue of work value disparities is significant in today's organizational setting.

As employees' values change, it can ultimately affect the values of the organization. Ongoing research in this area is important for business leaders as they strive to understand, motivate, and effectively lead individuals in their organizations and also function as responsible corporate citizens.


Section 5


This study aims to examine the relationship between generational differences in today's workforce and changes in work values over time.

Strength

The findings suggest that workers' values change as they grow older. The findings also strongly suggest that work values are more influenced by generational experiences rather than by age and maturity. The sample used for the study was heavily weighted with individuals associated with the military or government.

Failing The general research construct is relatively new, making it difficult to find other literature for comparison. Longitudinal studies are valuable for understanding trends and changes, but they are often challenging to conduct in a mobile society and work environment where employees frequently switch companies. Researchers studying work values have recognized the need for longitudinal studies, despite the time-consuming nature of such studies.
Decision Motivation in the workplace is

influenced by various factors as each employee has their own individuality. There are multiple sources of motivational needs, with needs encompassing anything that is required, desired, or beneficial. Motivational theorists have extensively examined motivation and identified these various sources of needs.

There are various categories of beginnings, including religious, cognitive, behavioral, external, affectional, and social. These beginnings pertain to understanding one's intent in life, job resolution and determination devising abilities, reaction to stimulation, the relationship between behavior and external factors, self-esteem and emotional well-being, and the need to interact with others. Employee keeping schemes have been of interest since the early twentieth century, with a focus on understanding motivation and meeting needs. This interest has increased due to heightened competition in the business world. Several major theories have contributed to our understanding of motivation and its impact, including Maslow's need-hierarchy theory, Herzberg's two-factor theory, Vroom's anticipation theory, Adams' equity theory, Skinner's support theory, and McClelland's Achievement Motivation Model. According to Maslow, employees have five levels of needs: physiological, safety, social, ego, and self-actualizing (Wilson, 2005)."The fulfillment of lower-level needs must occur before higher-level needs can drive employees. Motivation can manifest in various ways; however, the sooner employers acknowledge this, the more content and efficient their employees will become. Due to individual differences in personal needs, attitudes, interests, and values, it becomes evident that motivation may be perceived or valued differently by each person."

Ultimately, the success of any organization relies on its employees. This includes various aspects such as profitability, productivity, recruitment, and retention.