staffing organizations
Managerial Turnover Questions 1-5
1. Turnover can be a concern for many organizations especially if quantifiable data results show an increase or high rate due to internal or possible external benchmarks. When considering Health Care Launder Care (HCLC), a near 25 percent yearly loss of managers should attract attention. There seems to be an issue with vice president of operations (iron fist mentality) with his approach to problem solving (one way conversations). HCLC does not show any industry data or information that may be influencing the high turnover.
2. In the application “Managerial Turnover: A Problem” there is no data pertaining to information regarding why managers have the desirability of leaving. HCLC needs to incorporate an exit interview process to gain insight on potential issues that may be causing managers to leave the organization. Data obtained form an exit interview can provide valuable data to HCLC, since the information may show just cause with their retention problem. Other data gathering influencers that HCLC could consider are post-exit surveys and employee satisfaction surveys.
3. There are many costs that are related to organization turnovers. Since this application is based off of voluntary turnover, HCLC would be using their time and resources in separation cost, replacement cost, and training costs as necessary. The time and resources used to fulfill these needs could be focused in other areas to improve employee satisfaction. There can be desirability to turnovers, for example, the replacement of underperforming mangers with new talent that are better qualified.
4. HCLC could face legal issues based on creating a hostile or unbearable work environment concerning the vice president of operations Mr. Williams’ treatment of his managers and area supervisors. In receipt of angry resignation letters, it is in the best interest of HCLC president Mr. Dublinski to confront these issues with his respective staff.
5. As
1. Turnover can be a concern for many organizations especially if quantifiable data results show an increase or high rate due to internal or possible external benchmarks. When considering Health Care Launder Care (HCLC), a near 25 percent yearly loss of managers should attract attention. There seems to be an issue with vice president of operations (iron fist mentality) with his approach to problem solving (one way conversations). HCLC does not show any industry data or information that may be influencing the high turnover.
2. In the application “Managerial Turnover: A Problem” there is no data pertaining to information regarding why managers have the desirability of leaving. HCLC needs to incorporate an exit interview process to gain insight on potential issues that may be causing managers to leave the organization. Data obtained form an exit interview can provide valuable data to HCLC, since the information may show just cause with their retention problem. Other data gathering influencers that HCLC could consider are post-exit surveys and employee satisfaction surveys.
3. There are many costs that are related to organization turnovers. Since this application is based off of voluntary turnover, HCLC would be using their time and resources in separation cost, replacement cost, and training costs as necessary. The time and resources used to fulfill these needs could be focused in other areas to improve employee satisfaction. There can be desirability to turnovers, for example, the replacement of underperforming mangers with new talent that are better qualified.
4. HCLC could face legal issues based on creating a hostile or unbearable work environment concerning the vice president of operations Mr. Williams’ treatment of his managers and area supervisors. In receipt of angry resignation letters, it is in the best interest of HCLC president Mr. Dublinski to confront these issues with his respective staff.
5. As
References: Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing organizations (7th ed.). Middleton, WI: Mendota House.