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.
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;...
After reading this chapter, you should be able to: distinguish between involuntary and voluntary turnover, and discuss how each of these forms of turnover can be leveraged for competitive advantage; list the major elements that contribute to perception of justice and how to apply these in organizational contexts involving discipline and dismissal;...
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
characteristicsparticularly those describing the composition of the school, rather than the
individuals own backgroundare strong predictors of both SAT scores and collegiate
performance, and that much of the SATs apparent predictive power derives from its
association with these background characteristics.
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
Skills shortages and a lack of employee retention are major issues
too, Jane adds.
Chapter 10 - Employee separation and retention. After reading this chapter, you should be able to: Distinguish between involuntary and voluntary turnover, and discuss how each of these forms of turnover can be leveraged for competitive advantage; list the major elements that contribute to perceptions of justice and how to apply these in organizational contexts involving discipline and dismissal; design a survey feedback intervention program, and use this to promote retention of key organizational personnel.
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.
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
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.
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.