Turnover within an organization is a constant concern of executives and human resources professionals. When an employee leaves an organization, there are direct and indirect costs associated with the departure. Researchers have emphasized turnover as well as retention, psychological bonds, and psychological security. Each year employers spend millions of dollars trying to retain employees solely by offering them higher wages, only to discover that this was not a viable solution. The researcher used action research to study the challenges at a large food-service organization. The researcher developed and implemented a structured training program for managers and leaders. Results of preintervention and postintervention quantitative and qualitative surveys revealed that employees had been leaving the organization because of poorly trained leaders, but an increase in positive responses postintervention, along with the reduction in turnover, clearly demonstrated the desire for employees to be led by qualified leaders. The company introduced talent management to ensure the development of future leaders prior to their promotion.
|Department:||School of Education|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 81/4(E), Dissertation Abstracts International|
|Subjects:||Management, Adult education, Organizational behavior|
|Keywords:||Adult education, Employee retention, Employee turnover, Human resources, Motivation, Work education|
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