Essays on Job Training and Employee Retention Research Paper

Download full paperFile format: .doc, available for editing

The paper "Job Training and Employee Retention" is an excellent example of a research paper on human resources. In recent months, corporate and small business units underwent belt-tightening in a bid to cut down on training and development costs. The desire to retain employees and improve their productivity will be a huge consideration. Occasions necessitated by economic downturns bring about cost-cutting in departmental cost centers which affects training and development. Most companies in recent times have cut back on employee training and wellness conferences and seemed poised to reduce other expenses.

Well, performing companies continue to invest in employee training and development, an investment that will see them come out way ahead of their competitors with sole management strategy of cutting, slashing, and burning. Hiring and recruiting workforce is a lengthy and often expensive procedure requiring an organization to look for employees who will be productive, involved, committed, and effective in their roles.   However, not every organization comprehends the idea of working hard to build a strong and competent workforce. It demands a lot of commitment and planning accompanied by viable strategies and policies. Organizations investing and developing their workforce, often have well tested human resource strategies like providing and assembling tools for improving their new employees’ productivity.

They have defined competencies at every management strata and advanced development channels to increase uptake of the competencies. They challenge and build employees with new opportunities by investing in their confidence. In addition, they leverage on improving interpersonal, managerial skills, provoke continuous skill development, and career growth by encouraging team synergy and collaborative team effort. Employees regard development opportunities to top their agenda since they ponder on their next step in their career that determines their intention to stay with their current employer or move elsewhere.

Investing in the future of employees is of great significance and improves employee retention. better productivity and continued employee loyalty to the organization as a result of continuous employee development since employees desire to remain in the organizations that are caring, considerate, and self-fulfilling for them, in situations more favorable and difficult as well.

References

Ambrose, D 1996. Healing the downsized organization. New York: Three Rivers Press.

Bridges, W 1991. Managing transitions-Making the most of change. Cambridge, MA: Perseus Books.

Cascio, W F 1991. Costing human resources: The financial impact of behavior in organizations. Boston: PWS-Kent Publishing.

Dibble, S 1999. Keeping your valuable employees-Retention strategies for your organization’s most important resource. New York: John Wiley and Sons. Inc.

Kreisman, B J 2002. Identification of the drivers of employee dissatisfaction and turnover. Unpublished Doctoral Dissertation. Austin, TX: University of Texas.

Mitchell, L E 2002. Corporate Irresponsibility—America’s newest export. New Haven & London: Yale University Press.

Nesbitt et al 1990. Ten new directions for the 1990’s-Megatrends 2000. New York: William Morrow and Company, Inc.

Noer, D 1993. Healing the wounds-Overcoming the trauma of layoffs and revitalizing downsized organizations. San Francisco: Jossey-Bass.

Schein, E 1998. Career dynamics: Matching individual and organizational needs. Massachusetts: Addison-Wesley.

Trice, H M and Beyer, J M 1993. The cultures of work in organizations. New Jersey: Prentice Hall.

Download full paperFile format: .doc, available for editing
Contact Us