Retention Plans

Retention Plans

By Azaña, Claudio, Santamaria​

Multiple Choice

A set of systematic HR practices that create an environment where the employee has greater involvement. 

• Retention

• Retention plan

• High-performance work systems

• Motivation

High-performance work systems (HPWS) is the name given to a set of systematic HR practices that create an environment where the employee has greater involvement and responsibility for the success of the organization. A high-performance work system is a strategic approach to many of the things we do in HR, including retention.​

​High-performance work systems

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Multiple Choice

-------- Are developed to address employee turnover, resulting in a more effective organization.

• Retention plan

• Retention

• Behavior Change

• Progression of Job withdrawal

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It normally consists of survey and exit interview analysis, any current plans and strengths and weaknesses of those plans, the goal of the retention plan, and finally, the specific strategies to be implemented. Effective employee retention can save an organization from productivity losses. High-retention workplaces tend to employ more engaged workers who, in turn, get more done.

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​Retention plan

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Multiple Choice

One of the basic theories, developed by Dan Farell and James Peterson. It says that people develop a set of behaviors in succession to avoid their work situation. 

• Hierarchy of needs

• Retention

• Behavior change

• Progression of Job withdrawal

Progression of job withdrawal​

• One of the basic theories is the progression of job withdrawal theory, developed by Dan Farrell and James Petersen (Farrell & Petersen, 1984).

• It says that people develop a set of behaviors in succession to avoid their work situation. These behaviors include behavior change, physical withdrawal, and psychological withdrawal.

Subject | Subject

Multiple Choice

What process of job withdrawal, that the employee will first try to change the situation that is causing the dissatisfaction. 

• Behavior change

• Physical withdrawal

• Psychological withdrawal

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Within the behavior change area, an employee will first try to change the situation that is causing the dissatisfaction. For example, if the employee is unhappy with the management style, he or she might consider asking for a department move.

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BEHAVIOR CHANGE​

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Multiple Choice

A study to see how the physical and environmental factors of the workplace  such as lighting and break times, would affect employee motivation.

• Physical withdrawal

• Hawthorne studies

• Psychological withdrawal

​Hawthorne studies

​Mayo developed these experiments to see how the physical and environmental factors of the workplace, such as lighting and break times, would affect employee motivation.

​His conclusion and explanation for this was the simple fact the workers were happy to receive attention from researchers who expressed interest in them. ​

​It tells us that our retention plans must include training and other activities that make the employee feel valued.

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Multiple Choice

This theory gives us a starting point to understanding how management style can impact the retention of employees. 

• MCGregor

• Hierarchy of needs

• Herzberg two-factor theory

• Carrot and Stick

MCGREGOR​

​McGregor’s theory gives us a starting point to understanding how management style can impact the retention of employees. His theory suggests two fundamental approaches to managing people.

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Theory X managers, who have an authoritarian management style, have the following fundamental management beliefs: (The average person dislikes work and will avoid it, Most people need to be threatened with punishment to work toward company goals, The average person needs to be directed, Most workers will avoid responsibility.) Theory Y managers, on the other hand, have the following beliefs: (Most people want to make an effort at work, People will apply self-control and self-direction in pursuit of company objectives, Commitment to objectives is a function of expected rewards received, People usually accept and actually welcome responsibility, Most workers will use imagination and ingenuity in solving company problems).

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It is our job in HR to provide training opportunities in the area of management, so our managers can help motivate the employees.

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Multiple Choice

It is an interview performed by HR or a manager that seeks information as to what the employee liked at the organization and what they see should be implied.

• Online interview

• Exit Interview

• Job descriptive index

​EXIT INTERVIEW

• ​An Exit interview is an interview performed by HR or a manager that seeks information as to what the employee liked at the organization and what they see should be improved.

• It can be a valuable way to gather information about employee satisfaction and can serve as a starting point for determining any retention issues that may exist in the organization. However, the exit survey data should be reviewed over longer periods of time with several employees, so we can be sure we are not making retention plans based on the feedback of only a few people.

Multiple Choice

It is the second way to perform research through employee satisfaction surveys. A standardized and widely used measure of job satisfaction survey. 

• Job Descriptive Interview

• Job Descriptive Index

• Job Descriptive

​JOB DESCRIPTIVE INDEX

​A standardized and widely used measure of job satisfaction is the job descriptive index (JDI) survey. 

​JDI looks at five aspects of job satisfaction, including present job, present pay, opportunities for promotion, supervision, and coworkers. Each of the five facets contains nine or eighteen questions; the survey can be given in whole or measure only one facet. This allows the HR manager to consider changes in the organization, such as a change in compensation structure, and see how job satisfaction is impacted by the change.

Multiple Choice

This theory means you can get someone to do something by prodding or by offering some incentive to motivate them to do the work. This theory implies these are the only two methods to motivate, which of course, we know isn’t true.

• Hierarchy of needs

• Herzberg two-factor theory

• Carrot and Stick

CARROT AND STICK​

​The stick approach refers to “poking and prodding” to get employees to do something. The carrot approach refers to the offering of some reward or incentive to motivate employees. Many companies use the stick approach, as in the following examples:

• If you don’t increase your sales by 10 percent, you will be fired.

• Everyone will have to take a pay cut if we don’t produce 15 percent more than we are currently producing.

​The stick approach takes a punitive look at retention, and we know this may motivate for a short period of time, but not in the long term.

​The carrot approach takes a much more positive approach to employee motivation but still may not be effective.

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For example, this approach can actually demotivate employees if they do not feel the goal is achievable. Also, if organizations use this as the only motivational technique, ignoring physiological rewards such as career growth, this could be a detriment as well. This approach is used as a retention method, usually as part of a compensation plan.

Multiple Choice

Which described his studies to determine which aspects in a work environment caused satisfaction or dissatisfaction. He performed interviews in which employees were asked what pleased and displeased them about their work. 

• Herzberg two-factor theory

• Carrot Approach

• Maslow's Hierarchy of Needs

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HERZBERG TWO-FACTOR THEORY​

​Frederick Herzberg developed the motivation-hygiene theory to explain these results. The things that satisfied the employees were motivators, while the dissatisfiers were the hygiene factors. The hygiene factors were not necessarily motivators, but if not present in the work environment, they would actually cause demotivation. In other words, the hygiene factors are expected and assumed, while they may not necessarily motivate.

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Our retention plans should be focused on the area of fair salary of course, but if they take the direction of Herzberg’s motivational factors, the actual motivators tend to be the work and recognition surrounding the work performed.

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THANK YOU!​