Retaining Valued Employees
How do you keep valuable employees from leaving? With employee turnover at a ten-year high in the tightest labor market in recent memory, human resource professionals face this challenge daily. This book briefly summarizes the current research in the area of employee turnover and provides practical guidelines to implement proven strategies for reducing unwanted turnover. Topics covered include differentiating between functional and dysfunctional turnover, job enrichment, employee selection, orientation programs, compensation practices, easing conflicts between work and home, social integration, and managing exiting employees. Separate chapters are devoted to using employee surveys to predict turnover and diagnose turnover causes and reducin
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assess Average the following behaviors benefits billable hours biodata career Cascio Cleveland Clinic client cognitive restructuring commitment computed conflict coworkers describe develop dysfunctional effective employees employment example Exhibit exit interview feedback firm Giacalone goals Hackman hires Hom & Griffeth hospital Hourly Pay identify improve intended stayers job applicants job attraction job enrichment job previews job requires job satisfaction leave managers Manz maquila Meglino meta-analysis motivation negative newcomers nurses Oldham organization organizational organizational commitment overall participants performance personnel positive potential predict turnover predictive validity Prefer A Prefer problems professionals programs questions quit rates recruits redesign responses retention rewards RJPs role sample scale Section selection sexual harassment skill variety socialization stayers and leavers strategies subordinates suggest supervisors survey task identity telecommuting tion turnover causes turnover costs turnover rates validity WAB scores Wanous women work-family work-family conflict workers workforce