TRAP@NCI

Staff Retention in Modern Organizations.

Wafa, Salem Mohamed Omar (2002) Staff Retention in Modern Organizations. Masters thesis, Dublin, National College of Ireland.

[img]
Preview
PDF (Master of Arts)
Download (6MB) | Preview

Abstract

Since we are living in a competitive world in which the level of competition rapidly increased and effected organizations worldwide, the employee turnover issue has become an increasing problem facing most organizations all over the world in general and Ireland in particular.

Despite this, staff turnover is not always negative; it can be a serious problem if there is no strategic plan in place.

Appointing, training and developing an employee's skills is
very important, replacing an employee can be more costly and time consuming than changing a piece of equipment.

When an employee leaves, it is not only his/her abilities that are lost, knowledge is also lost and is more important than information or procedures stating what is supposed to be done. It consists of factors such as instinct, good judgment, knowledge and informal networking. That is why organizations need to understand the reasons behind valuable employees leaving.

Employee turnover and the Staff Retention issue has become an increasing problem and one of the biggest challenges for Human Resource Management (HRM) and is one that most employers are interested in tackling.

During the last few decades, HR Personnel's role has been enormously enhanced from the paperwork of hiring and firing to processing jobs to a multifaceted Occupation. Finding & retaining the right employee can be difficult in the short term, due to the constant increase in demand for multiskilled employees.

It is vital to consider that the relationship between employer and employee begins not when the employee starts work but at the recruitment and selection phase of the process. Many employees have a positive and/or negative attitude towards their employer from the outset.

The motivation for this study was as a result of my investigation through conversation with friends and colleagues in Ireland that changing jobs, even changing career is commonplace, whereas in Libya my homeland changing occupations is very rare. I investigated many
different reasons: more money, the belief that the grass is always greener on the other side, change for change's sake, a new challenge and bad management. I decided to study this tendency, focusing on the Staff Retention issue focusing on Ireland in particular while highlighting an international prospective. I analyzed unemployment & industrial employee turnover rates and Gross Domestic Product (GDP) growth during the period 1995-2000.

This study's objectives are Firstly to document, identify recruitment, selection, employee turnover and its related Staff Retention problem, and other relative subjects, Secondly to investigate the reasons causing this problem in Ireland.

The empirical study consisted of quantitative methods of data collection and analysis. A closed questionnaire was distributed to 40 Personnel Managers or those responsible for personnel (Recruitment, Selection and Retention process).

The data was gathered from a survey of 36 HR Managers, processed and analyzed.

The study concludes that turnover is an increasing problem and very costly.

Retention is a lead indicator that does not show its impact in months but often takes years.

Organizations are more likely to focus on immediate needs instead of the long-term.

Employees have different priorities and young people are less likely to stay longer in one organization than in the past.

Employees are more concerned with the level of fulfillment
they get from their jobs.

Organizations should focus on Selection processes and retention strategies to find and keep the right people, and must enhance employees' skills so that they would be able to accomplish any task that may arise as a result of another employees absence or leaving. In other words, HRM and HRD should provide the necessary training and career development to make and hold multi-skilled employees.

Item Type: Thesis (Masters)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Employee Retention
Divisions: School of Business > Master of Arts
Depositing User: SINEAD CORCORAN
Date Deposited: 24 Aug 2010 18:13
Last Modified: 19 Jan 2015 10:03
URI: http://trap.ncirl.ie/id/eprint/411

Actions (login required)

View Item View Item