EMPLOYEE RETENTION – CRITICAL EVALUATION Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

a. Contemporary View:

Contemporary views on employee retention are not subject to the traditional modes of employee retention, which include monetary rewards etc. The modern way is to align the monetary rewards with the non-monetary rewards. Further, employee retention techniques can’t be imitated by all organizations as each differs from each other in so many ways. Moreover, the training or salary package cannot be the same for every organization. That is, for every organization, there is a different set of guidelines for employee retention. It also depends on the nature of work and individual job description. The so-called formal guidance can’t be applied to every organization and every employee in the organization. There are no best practices, logic, or theory that fits to all; therefore, every element of the organization needs to be assessed before implementing the employee retention practices (Murphy, Mark 2008). For example, if the work is extremely clerical or dexterous, then the employee may want to rest along with flexible timing so as to get some rest before starting the work again. Moreover, the employee may need health insurance due to the task requirements. Doing so, will help the employee feel concerned and perform better on one hand and on the other he will have a positive image in the mind about the organization.

b. Prevalent Myths in Employee Retention Recognized in Contemporary Literature

As every organization differ from each other, so does their employees; therefore, the reason for one employee to quit the job is not at all same for another employee. Thus, an implicit assumption on employee turnover may not help the organization in employee retention at all.

i. Myth 1:

Employees who leave are called for an exit interview to gather feedback on reasons for quitting the job. The information accumulated by the employer needs to be rigorously verified, which is not the case in most of the organizations. Employer thinks that the responses are true reflection of the employee feelings about the organization. Reason for not assuring a 100 percent confident level is that, these interviews are subjective in nature (Murphy, Mark 2008). Moreover, the employee who has planned to leave may not want to speak the truth out due to the threat of bringing bridges. In addition to all this, it is possible that the person conducting the interview is the one with whom the employee is facing difficulties to deal with. This will result in biased responses; therefore, exit interviews can’t be a measure to assess reasons for turnover (Kyndt, E., Dochy, F., Michielsen, M. & Moeyaert, B. 2009).

ii. Myth 2:

Conducting satisfaction surveys to measure employee satisfaction levels to generate employee retention rate is another tool. This is also biased in a way that surveys are mostly conducted when there are serious turnovers or attrition rates (Kyndt, E., Dochy, F., Michielsen, M., & Moeyaert, B. 2009). This means that employees that have already left need to be included in the survey sampling which is not done; therefore, the disgruntled employees are not the true reflection of the sample size. Moreover, if satisfaction leads to bonuses then most of the people will say they have a high level of satisfaction from their employer, which will further distort results.

iii. Myth 3:

The HR departments’ self-generated reports can also not be a reliable resource to measure retention. Actually, satisfaction and retention can’t be measured together as the research indicates. HR in itself is pressurized by the senior management and as a consequence produces reports that are very optimistic about the employee satisfaction levels (Kyndt, E., Dochy, F., Michielsen, M., & Moeyaert, B. 2009).

1. Article Assessment of the related topics

These articles evaluated are based on employee retention. They talk about traditional and new employee retention modes. The first article by Murray R. Barrick and Ryan D. Zimmerman is about hiring employees for retention and performance. The article represents a balanced view on both the sides of the picture. Firstly, the authors presents hypothesis on certain variables that predict voluntary turnover and job performance. Secondly, it researches through these variables through the help of survey technique to approve or disapprove the hypothesis. In addition to that, the author suggests areas for further improvement in the research and guides the reader regarding the limitations of the research. A thorough study of pre-hire variables helped in assessing their relevance today. Furthermore, this research helped in tapping other variables that may contribute to voluntary turnover and job performance. The language used in this article by (Murray 2009) is clear, accurate, objective and lack redundancy.

The author has used various statistical tests, regression, correlation etc. to assess the pre-hire variables and their validity at present but failed to choose a representative sample for his research work. The sample is seen to be minority-biased. There is a logical flow of topics in the paper, which allows the reader ......................

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