Employee retention

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  • Chapter 9 - Employee development. In this chapter, the learning objectives are: Explain how employee development contributes to strategies related to employee retention, developing intellectual capital, and business growth; discuss the steps in the development planning process; explain the employees' and company's responsibilities in planning development;...

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  • Creating a team-building culture starts with individual, engaged employees. Engaged employees are happier at work, get more done, and routinely go above and beyond their job descriptions. They also encourage other employees to be more engaged and productive. Most importantly, these employees are proud to be a part of their companies and are likely to stay long-term. There is no one simple set of actions that will create increased engagement levels.

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  • The employer-employee Relationship: A phenomenological Study of Retention and the Information Technology Worker In University of California data, I find evidence that observable background characteristics—particularly those describing the composition of the school, rather than the individual’s own background—are strong predictors of both SAT scores and collegiate performance, and that much of the SAT’s apparent predictive power derives from its association with these background characteristics.

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  • 10 Job Creation Abroad and Worker Retention at Home. 10.1 Introduction The employment consequences of multinational enterprises’ global expansions receive substantial public interest.

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  • Along with Deakin Graduate School of Business colleague, Professor Stuart Orr and School of Management and Marketing colleague Dr Mona Chung, Jane has researched the kinds of strategies businesses can use to help overcome the large cultural gap between Australia and China. ‘There are so many issues,’ she explains. ‘There is a lack of understanding of the marketplace and evidence that businesses are not doing enough research beforehand.’ Skills shortages and a lack of employee retention are major issues too, Jane adds.

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  • In today's information-laden and time-constrained world we are required to digest an increasing amount of written and printed material. Most people, in their capacity as student, job seeker, employee or leisure reader, want to be able to deal with their daily reading faster and also recall it effectively.

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  • The past decade has seen a vast upsurge in the importance attached to customer service from businesses operating in both the B2B (business to business) and B2C (business to consumer) fields. This increased activity has paid major benefits to early adopters. Differentiation through service is rapidly becoming a vital addi- tion to any business process. Organisations that are at the fore- front are reaping benefits in terms of customer loyalty, customer retention and employee satisfaction. Yet this is just the tip of the iceberg....

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  • Company culture underpins a person’s acceptability and shared values. Such values have an impact on the work of Human Resource managers involved in the recruitment, selection, and especially the retention of staff. There is a link too to allocating training opportunities to those in favour within an organisation. A key concern must surely be retention of valued staff. Thus an ‘aesthetic’ employee is perceived, perhaps through behaviour, as talented, valued and beautiful, though probably not in a physical sense.

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  • The consequences of a single breach in security can have severe and lasting effects on a business. The impact of an event can damage an enterprise's reputation and credibility. In turn, customer retention suffers. The direct financial impact of a security breach can be substantial. The costs of forensic analysis, employee downtime, and staff time and labor to remediate the effects of a breach are significant. According to the Computer Security Institute (CSI), on average, a single breach can cost a business in excess of $300,000.

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