Case Study: Employee Retention Essay

This is a critique is based on two articles, in which addresses the issues of employee retentiveness and suggestions for the motivation and get hold ofment of employees in the hospitality patience. The for the first time article is titled Targeted employee guardianship Performance-based and job-related differences in reported reasons for roosting by Hausknecht, Rodda, and Howard (2009), in which addresses the major theories to dish out in explaining the reason that employees vex or word of f arewell their organization, and ways to withhold them. The second is titled term of engagement create verbally by David MacLeod (2010) that presents suggest ways for motivating and engaging employees so they allow want to stay.ANALYSIS OF KEY POINTS IN TARGETED EMPLOYEE RETENTION_Reasons employees want to stay with their comp any_According to this article, the primary reason that employees stay with their employer are job gaiety they enjoy the work touch ond in serving customers. For many employees, the reasons for staying are for the extrinsic rewards such as pay, benefits and emanation opportunities. Employees want to receive jolly rewards for their efforts. If these rewards are not presently found, employees may leave for other opportunities that convolution greater rewards. Another factor is constituent attachments, in the form of utile super deal and positive peer group relations, (Hausknecht et tal, 2009, p. 3).Other incentives to retaining employees are organisational 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). Companies must find ways to relieve their employees satisfied so they w ill not want to leave._Retention_Retention is the close most-valuable part of a companys approach to talent management. When organizations cannot retain lofty performers, its core mavenership base will ultimately erode as a result of losses in performance, utmost replacement costs, and potential talent shortages. Because of this, employers are seeking to retain high performers and replace low performers with workers who bring greater skills and abilities to the organization (p. 5). More principal(prenominal) than understanding the reasons why people stay is in understanding how retention factors are different between high performers and others at different levels at heart the company, (p. 2). The authors suggest that organizations should adopt specific strategies retention of their most valued employees preferably than those that are considered average or low performers, (p. 2).ANALYSIS OF KEY POINTS IN TERMS OF ENGAGEMENT_Benefits of better engagement_The hospitality fabr ication places certain pressures on its employees such as long hours, in which can interfere with their tender life, and oftentimes having seasonal nature make it more difficult to retain good people. Engaged employees are far more likely to stay with the company than those who are disengaged. In such a highly-pressured environment as the hospitality industry, it is more difficult to more strongly assess and engage employees. According to the author, there are steps that employers can follow to financial aid ensure employees are committed to delivering great customer experiences along with delivering longer-term offshoot and success, (MacLeod, 2010)._Define a come about and compelling goal_Oftentimes employees feel that management does not clearly communicate business objectives to them, in which may give the movie that senior managers do not have a clear dream for the future of the business. That is the reason the author states the importance of communication, and having a c lear vision concerning the direction of the company, the goals to achieve, and how the employee fits in to that vision, (MacLeod, 2010). On a personal level, employees want to receive what those plans are and how it will affect, (MacLeod, 2010)._Involve employees_One of the important factors to effective engagement is to involve the employees in communion their insights into how particular issues can be addressed, such as relating to customer service issues, or how the business is promoted. It is also important to ply feedback on the points they do bring up because employees that are involved in sharing their insights tend to be more engaged in the day-to-day operations of the business, (MacLeod, 2010)._Commit to regular communication_Whether the economic climate is strong or weak, it is important that management commit regularly to open communication by sharing information with employees throughout the year concerning the performance of the business along with any issues or cha llenges that they may have. By having open communications with the employees is the key to an effective employer/ employee relationship, in which builds and maintains trust, (MacLeod, 2010).SUMMARY AND OPINIONEmployee disorder in the hospitality industry is an issue that most business owners face. Hospitality businesses can reduce the turnover rate significantly by paying more attention to the inescapably of their staff because adroit employees make happy customers. The abstract of the key points in thefirst article by Hausknecht, Rodda, and Howard (2009) is more about how to retain employees or else then that the reasons they quit. A primary concern for many organizations is that of retaining top talent. If organizations crush to retain their employees, it will hinder their ability to remain competitive because of a less qualified workforce.The authors goal for this study was to relent a foundation relating to employees reported reasons for staying and to review the major th eories that have been locomote in the literature over the past 50 years that help explain why employees stay or quit, (p. 2). After the hospitality industry has faced a serious challenge of retaining employees, MacLeod (2010), in his article Terms of engagement presents a research on the management teams of the hospitality industry. The analysis of the key points in this article was that the research presents suggestions for the motivation of employees and for employee engagement, including a clear goal, involvement of employees and analysis of behavior. The author states the importance of communicating this vision so the employees will know how this vision will personally affect them.As I read these articles, what comes to my mind is the concept of fusion between retention high performance employees with the motivation of employees and employee engagement. If this cannot be achieved, it will continue to lead to labor turnover, which is very costly. The most important thing to reme mber in the hospitality industry is that the customer is number one always. But this cannot be achieved without valuable employees who believe the same thing. Before the customer can be treated as number one, the employees must be first because happy employees lead to happy customers.ReferencesHausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention Performance-based and job-related differences in reported reasons for staying. Human imaginativeness Management, 48(2), 269-288.MacLeod, D. (2010). _Terms of engagement_. Caterer & Hotelkeeper, 200(4618), 56-58.