Description
Please write 2-3 sentence for each question
7-1.How can a manager motivate employees based on each level of Maslow’s Hierarchy?
7.1A What are types of things will motivate you in your career as an Accountant? Name at least five things.
7.1 B Where would these fit on Maslow’s hierarchy of needs and Herzberg’s two-factor theory?
8.1 What qualities do you think a mentor should have? List at least five and explain.
8.1 A Do you agree that compliance training is one of the most important types of training? Why or why not?
Unformatted Attachment Preview
Human Resource Management, v4.0
• Laura Portolese
© 2023 FlatWorld
PUBLISHED BY:
FLATWORLD
©2023 BY FLATWORLD. ALL RIGHTS RESERVED. YOUR USE OF THIS WORK IS SUBJECT TO THE LICENSE
AGREEMENT AVAILABLE.
NO PART OF THIS BOOK MAY BE USED, MODIFIED, OR REPRODUCED IN ANY FORM BY ANY MEANS
EXCEPT AS EXPRESSLY PERMITTED UNDER THE LICENSING AGREEMENT.
© 2023 FlatWorld
CHAPTER 7
Retention, Motivation, and
Engagement
© 2023 FlatWorld
LEARNING OBJECTIVES
• Identify the difference between direct and indirect turnover costs.
• Describe some of the reasons why employees leave.
• Write a retention plan.
© 2023 FlatWorld
THE COSTS OF TURNOVER
• Cost of turnover can range from 20-200% of the employee’s salary
• Turnover
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The loss of an employee
• Voluntary turnover
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Initiated by the employee
Can be predicted and addressed in HR
• Involuntary turnover
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Employee has no choice in termination
i.e., employer initiated due to non-performance
THE COSTS OF TURNOVER
• Calculating turnover
Separations during the period/total number of employees x 100 = % of turnover
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THE COSTS OF TURNOVER
United States Hires and Separations, 2006–2021
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Source: Data from Bureau of Labor
Statistics https://www.bls.gov/news.release/jolts.a.htm.
THE COSTS OF TURNOVER
• Examples of turnover costs
• Recruitment of replacements
• Administrative hiring costs
• Lost productivity associated with the time between the loss of the employee and hiring of
replacement
• Lost productivity due to a new employee learning the job
• Lost productivity associated with coworkers helping the new employee
• Costs of training
• Costs associated with employee’s lack of motivation before leaving
• The costs of trade secrets and proprietary information shared by the employee who
leaves
• Public relations costs
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THE COSTS OF TURNOVER
Direct
Recruitment costs
Advertising costs for new position
Orientation and training of new employee
Severance costs
Testing costs
Time to interview new replacements
Time to recruit and train new hires
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Indirect
Lost knowledge
Loss of productivity while new employee is
brought up to speed
Cost associated with lack of motivation prior
to leaving
Cost associated with loss of trade secrets
REASONS FOR VOLUNTARY TURNOVER
• A poor match between the job and the skills of the employee
• Lack of growth
• Internal pay equity
• Management
• Workload
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REASONS FOR EMPLOYEE TURNOVER
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KEY TAKEAWAYS
• Retaining employees is an important component to a healthy organization. Losing an
employee is called turnover. Turnover can be very expensive to an organization,
which is why it is important to develop retention plans to manage turnover.
• Voluntary turnover is turnover that is initiated by the employee, while involuntary
turnover is initiated by the organization for various reasons such as nonperformance.
• Direct turnover costs and indirect turnover costs can include the costs associated
with employee replacement, declining employee morale, or lost customers.
• Some of the reasons why employees leave can include a poor match between job
and skills, no growth potential, pay inequity among employees, the fairness and
communication style of management, and heavy workloads.
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LEARNING OBJECTIVES
• Discuss some of the theories on job satisfaction and dissatisfaction.
• Explain the components of a retention plan.
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RETENTION PLANS
• High-Performance Work Systems (HPWS)
• Set of systematic practices that create an environment where the employee has greater
involvement and responsibility for the success of the organization
• A strategic approach
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RETENTION PLANS
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RETENTION PLANS
• Progression of Job Withdrawal
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RETENTION PLANS
• Hawthorne Studies
• Conducted in 1927–1932
• Designed to see how physical and environmental factors affected motivation
• Lighting and break times
• Research found that worker improvement occurred no matter which experiments were
performed
• Workers were happy to receive attention
• This was the start of research on motivation at work
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RETENTION PLANS
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RETENTION PLANS
• Hertzberg Two-Factor Theory
• Studies determined which aspects at
work caused satisfaction or
dissatisfaction
• Resulted in motivation factors and
hygiene factors
• Motivation factors
• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement
• Growth
• Hygiene factors
• Company policies
• Supervision
• Relationship with manager
• Work conditions
• Salary
• Relationship with peers
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RETENTION PLANS
• McGregor
• X-Y Theory
• Theory X manager – a type of manager who has a negative approach to employee motivation
• Theory Y manager – a type of manager who has a positive approach to employee motivation
• Starting point to understanding how management style impacts motivation
• Carrot and Stick approach
• “Stick” is used to poke and prod “if you don’t increase sales by 10%, you will be fired”
• Carrot approach offers a reward “If you increase sales by 10%, you will receive
a bonus”
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RETENTION PLANS
• Sources of Employee Satisfaction Data
• Pulse survey
• Exit interviews
• Job descriptive index (JDI) Survey
• Stay interview
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KEY TAKEAWAYS
• A high-performance work system (HPWS) is a set of systematic HR practices that
create an environment where the employee has greater involvement and
responsibility for the success of the organization. The overall company strategy
should impact the HPWS that HR develops in regard to retention.
• Retention plans are developed to address employee turnover, resulting in a more
effective organization.
• The first step in developing a retention plan is to use exit interviews, stay interviews
and/or surveys to find out the satisfaction level of employees. Once you have the
data, you can begin to write the plan, making sure it is tied to the organizational
objectives.
• A standardized and widely used measure of job satisfaction is the JDI survey, or the
Job Descriptive Index. While JDI was initially developed in 1969 at Bowling Green
State University. JDI looks at five aspects of job satisfaction, including present job,
present pay, opportunities for promotion, supervision, and coworkers.
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KEY TAKEAWAYS
• A retention plan 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.
• There are many motivation theories that attempt to explain people’s motivation or
lack of motivation at work.
• The Hawthorne studies were a series of studies beginning in 1927 that initially
looked at physical environments but found that people tended to be more motivated
when they felt cared about. The implications to retention are clear, in that employees
should feel cared about and developed within the organization.
• Maslow’s theory on motivation says that if someone already has a need met, giving
them something to meet more of that need will no longer motivate. Maslow divided
the needs into physiological, safety, social, esteem, and self-actualization needs.
Many companies only motivate based on the low-level needs, such as pay.
Development of training opportunities, for example, can motivate employees on
high-level self-actualization needs.
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KEY TAKEAWAYS
• Herzberg developed motivational theories based on actual motivation factors and
hygiene factors. Hygiene factors are those things that are expected in the workplace
and will demotivate employees when absent but will not actually motivate when
present. If managers try to motivate only on the basis of hygiene factors, turnover
can be high. Motivation on both of his factors is key to a good retention plan.
• McGregor’s theory on motivation looked at managers’ attitudes toward employees.
He found that theory X managers had more of a negative view of employees, while
theory Y managers had a more positive view. Providing training to the managers in
our organization can be a key retention strategy based on McGregor’s theory.
• The carrot-and-stick approach 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. The implication of this in our retention plan is such that we must utilize a variety
of methods to retain employees.
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LEARNING OBJECTIVE
• Explain the strategies and considerations in development of a retention plan.
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IMPLEMENTING RETENTION STRATEGIES
• Salaries and Benefits
• Institute a standard process
• A pay communication strategy
• Paid time off
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IMPLEMENTING RETENTION STRATEGIES
• Training and Development
• Allows employees to experience growth
• Performance appraisals
• Formalized process to assess how well an employee is performing
• Can be used as goal-setting opportunities
• Succession planning
• Allows employees to see a “path” for job growth
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IMPLEMENTING RETENTION STRATEGIES
• Flextime, telecommuting, sabbaticals
• Ability to work from home or be flexible can entice employees
• Management training
• Training managers to be better managers
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IMPLEMENTING RETENTION STRATEGIES
• Conflict management and fairness
• Outcome fairness
• Procedural justice
• Six areas used to determine the outcome fairness of a conflict:
• Consistency
• Bias suppression
• Information accuracy
• Correctability
• Representativeness
• Ethicality
• Mediation
• Arbitration
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IMPLEMENTING RETENTION STRATEGIES
• Job design, job enlargement, and empowerment
• Designing a more rewarding job, adding duties to help with growth, and allowing
employees to make decisions
• Pay-for-performance strategies
• Employees are rewarded for achieving set objectives
• Work-life balance
• Ensuring employees have satisfying home and work lives
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IMPLEMENTING RETENTION STRATEGIES
• Other Strategies
• On-site daycare or daycare assistance
• Gym memberships or on-site gyms
• Concierge service to assist in party planning or dog grooming, for example
• On-site dry-cleaning drop-off and pickup
• Car care, such as oil changes, on-site once a week
• On-site doggie daycare
• On-site yoga or Zumba classes
• “Summer Fridays,” when all employees work half days on Fridays during the summer
• Various support groups for cancer survivors, weight loss, or caring for aging parents
• Allowance for fertility treatment benefits
• On-site life coaches
• Peer-to-peer employee recognition programs
• Management recognition programs
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TECHNOLOGY’S ROLE
• Technology can help streamline the talent retention process:
• Learning Management System—to make the training process easily administered and
available to employees
• Career Development Systems and Succession planning systems—this allows employees
to see a career pathway in their job, help them self-assess their own skills and abilities.
• Performance Management—allows managers and employees to use performance
reviews/assessments as a tool to further their personal development.
• Goal Management—allows department and individuals to set goals and measure those
goals, which results in continued human capital development.
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KEY TAKEAWAYS
• Once you determine the employee’s level of satisfaction through exit interviews and
surveys and understand motivational theories, you can begin to develop specific
retention strategies.
• Salary and benefits are a major component of retention strategies. Consistent pay
systems and transparent processes as to how raises occur must be included in a
retention plan and compensation strategy.
• Training and development meets the higher-level needs of the individual. Many
companies offer paid tuition programs, reimbursement programs, and in-house
training to increase the skills and knowledge of the employee.
• Performance appraisals provide an avenue for feedback and goal setting. They also
allow for employees to be recognized for their contributions.
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KEY TAKEAWAYS
• Succession plans allow employees to see how they can continue with their career
with the organization, and they clearly detail what employees need to do to achieve
career growth, without leaving your organization.
• Flextime and telecommuting options are worth considering as an addition to your
retention plan. These types of plans allow employees flexibility when developing
their schedules and some control of their work. Some companies also offer paid or
unpaid sabbaticals after a certain number of years with the company to pursue
personal interests.
• Since one of the reasons people are dissatisfied at their job is because of the
relationship with their manager, providing in-house training to all management team
members to help them become better communicators and better managers can
trickle down to the employee level, creating better relationships and resulting in
better retention and less turnover.
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KEY TAKEAWAYS
• Reviewing company policies to ensure they are fair can contribute to better retention.
For example, how projects are assigned or the process for requesting vacation time
can contribute to dissatisfaction if the employee feels the processes are not fair.
• Review the job design to ensure the employee is experience growth within their job.
Changing the job through empowerment or job enlargement to help the growth of the
employee can create better retention.
• Other, more unique ways or retaining employees might include offering services to
make the employee’s life easier, such as dry-cleaning, daycare services, or on-site
yoga classes.
© 2023 FlatWorld
Human Resource Management, v4.0
• Laura Portolese
© 2023 FlatWorld
PUBLISHED BY:
FLATWORLD
©2023 BY FLATWORLD. ALL RIGHTS RESERVED. YOUR USE OF THIS WORK IS SUBJECT TO THE LICENSE
AGREEMENT AVAILABLE.
NO PART OF THIS BOOK MAY BE USED, MODIFIED, OR REPRODUCED IN ANY FORM BY ANY MEANS
EXCEPT AS EXPRESSLY PERMITTED UNDER THE LICENSING AGREEMENT.
© 2023 FlatWorld
CHAPTER 8
Training and Development
© 2023 FlatWorld
LEARNING OBJECTIVE
• Explain the four steps involved when training an employee.
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STEPS TO TAKE IN TRAINING AN EMPLOYEE
• Lack of training results in
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Lost productivity
Lost customers
Poor relationships between employees and managers
• What happens when companies don’t train?
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Dissatisfaction
Retention problems
High turnover
• Employee orientation
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Welcoming a new employee
In-house training on job-specific areas
Mentor assignment
External training
EMPLOYEE ORIENTATION
• Goals of an orientation
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To reduce start-up costs
To reduce anxiety
To reduce employee turnover
To save time for the supervisor and coworkers
To set expectations and attitudes
STEPS TO TAKE IN TRAINING AN EMPLOYEE
• In-house training
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Learning opportunities developed by the organization in which they are used
Examples
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Ethics training
Sexual harassment training
Multicultural training
Communication training
Management training
Customer service training
Operation of special equipment
Training to do the job itself
Basic skills training
STEPS TO TAKE IN TRAINING AN EMPLOYEE
• Mentoring
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A formal program
Part of the company culture
Mentor selection
STEPS TO TAKE IN TRAINING AN EMPLOYEE
• External Training
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Any type of training that is not performed in-house.
Examples
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Sending an employee to a seminar
Helping pay tuition for an employee
KEY TAKEAWAYS
• Employee training and development is the framework for helping employees
develop their personal and organizational skills, knowledge, and abilities. Training is
important to employee retention.
• There are four steps in training that should occur. Employee orientation has the
purpose of welcoming new employees into the organization. An effective employee
orientation can help reduce start-up costs, reduce anxiety for the employee, reduce
turnover, save time for the supervisor and colleagues, and set expectations and
attitudes.
• An in-house training program is any type of program in which the training is
delivered by someone who works for the company. This could include management
or HR. Examples might include sexual harassment training or ethics training. Inhouse training can also include components specific to a job, such as how to use a
specific kind of software. In-house training is normally done as a second and
ongoing step in employee development.
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KEY TAKEAWAYS
• A mentor form of training pairs a new employee with a seasoned employee. This is
usually the third step in employee training. A mentor program for training should
include a formalized program and process.
• External training is any type of training not performed in-house; part of the last
training step, external training can also be ongoing. It can include sending
employees to conferences or seminars for leadership development or even paying
tuition for a class they want to take.
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LEARNING OBJECTIVE
• Explain and give examples of the types of training that can be offered within an
organization.
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TYPES OF TRAINING
• Technical training
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Training in the technological aspects of the job
Examples
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Using the computer system
Processing orders
Learning latest version of Microsoft Office
• Quality training
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Familiarizing employees with the means of preventing, detecting, and eliminating nonquality items
ISO9000 is the set of standards for quality management
ISO14000 is the set of standards for environmental management
TYPES OF TRAINING
• Skills training
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Training in proficiencies needed to actually perform the job
Examples
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Answering the phone
Assessment of customer needs
• Soft skills training
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Personality traits, social graces, communication, and personal habits
Examples
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How to answer the phone
How to be friendly and welcoming to customers
Sexual harassment training
Ethics training
How to motivate others
TYPES OF TRAINING
• Professional training
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Training required to be up to date in one’s own professional field
Examples
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Annual training on new tax codes
Learning about new laws
Yearly certifications
TYPES OF TRAINING
• Team training
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Empowering teams to improve decision making, problem solving, and teamdevelopment skills
Reasons for team training
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Improving communication
Making the workplace more enjoyable
Motivating a team
Getting to know each other
Getting everyone “onto the same page,” including goal setting
Teaching the team self-regulation strategies
Helping participants to learn more about themselves (strengths and weaknesses)
Identifying and utilizing the strengths of team members
Improving team productivity
Practicing effective collaboration with team members
TYPES OF TRAINING
• D&I training
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Unconscious bias training
Stereotyping
Cultural awareness
Creating an inclusive team
Microaggressions, their meaning and how to address them
Respect
How to avoid biased language
Intentional inclusion strategies
Bystander intervention strategies as it relates to D&I
Generational diversity topics
TYPES OF TRAINING
• Managerial training
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Training for someone who has been identified as a good manager candidate
Examples
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Soft skills
Motivation
Delegation
Technical training
• Safety training
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Ensuring employees are protected from injuries caused by work-related accidents
Examples
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Eye safety
First air
Food services safety
Hearing protection
Asbestos
Construction safety
Hazmat safety
KEY TAKEAWAYS
• There are several types of training we can provide for employees. In all situations, a
variety of training types will be used, depending on the type of job.
• Technical training addresses software or other programs that employees use while
working for the organization.
• Quality training is a type of training that familiarizes all employees with the means to
produce a good-quality product. The ISO sets the standard on quality for most
production and environmental situations. ISO training can be done in-house or
externally.
• Skills training focuses on the skills that employees actually need to know to perform
their jobs. Mentors can help with this kind of training.
• Soft skills are those that do not relate directly to our job but are important. Soft skills
training may train someone on how to better communicate and negotiate or provide
good customer service.
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KEY TAKEAWAYS
• Professional training is normally given externally and might be obtaining
certification or specific information needed about a profession to perform a job. For
example, tax accountants need to be up to date on tax laws; this type of training is
often external.
• Team training is a process that empowers teams to improve decision making,
problem solving, and team-development skills. Team training can help improve
communication and result in more productive businesses.
• D&I training can be helpful in creating a workplace of inclusion and engagement.
• To get someone ready to take on a management role, managerial training might be
given.
• Safety training is important to make sure an organization is meeting OSHA
standards. Safety training can also include disaster planning.
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LEARNING OBJECTIVE
• Explain the types of training delivery methods.
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TRAINING DELIVERY METHODS
• On-the-job coaching delivery
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An approved person training an employee on
necessary skills
• Mentoring training delivery
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An employee is trained and developed by an
experienced person
• Lunch and Learn training delivery
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Training occurring during lunchtime, employees
bring their food, and someone presents training
information to them
TRAINING DELIVERY METHODS
• Web-based training delivery
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Technology is used to facilitate training
Synchronous
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Learning using instructor-led facilitation
Asynchronous
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Learning is self-directed and there is no instructor facilitating the course
• Job shadowing training delivery
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Places an employee who already has the skill with another who wants to develop those
skills
Examples
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Apprenticeships
• Job swapping training delivery
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Two employees agree to change jobs for a period of time
TRAINING DELIVERY METHODS
• Vestibule training delivery
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Training is performed near the worksite in conference rooms, lecture rooms, and
classrooms
Examples
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Orientations
Skills-based training
• International assignment training delivery
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Training for employees moving or working overseas
Topics include
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Cultural differences and similarities
Insight and daily living in the country
Social norms and etiquette
Communications training, such as language skills
KEY TAKEAWAYS
• Training delivery methods are important to consider, depending on the type of
training that needs to be performed.
• Most organizations do not use only one type of training delivery method; a
combination of many methods will be used.
• On-the-job coaching delivery method is a training delivery method in which an
employee is assigned to a more experienced employee or manager to learn the
skills needed for the job. This is similar to the mentor training delivery method,
except a mentor training method is less about skills training and more about
ongoing employee development.
• Lunch and Learn training delivery is normally informal and can involve personal
development as well as specific job-related skills.
• Web-based training is any type of training that is delivered using technology.
• There are numerous platforms that can be used for web-based training and
considerations, such as cost, when selecting a platform for use.
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KEY TAKEAWAYS
•
A synchronous training method is used for web-based training and refers to delivery that is
led by a facilitator. An asynchronous training method is one that is self-directed.
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Job shadowing is a delivery method consisting of on-the-job training and the employee
learning skills by watching someone more experienced.
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To motivate employees and allow them to develop new skills, job swapping training delivery
may be used. This occurs when two people change jobs for a set period of time to learn new
skills. With this method, it is likely that other methods will also be used.
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Vestibule training delivery is also known as “near site” training. It normally happens in a
classroom, conference room, or lecture room and works well to deliver orientations and some
skills-based training. Many organizations also use vestibule training for technical training,
safety training, professional training, and quality training.
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Since many companies operate overseas, providing training to those employees with
international assignments can better prepare them for living and working abroad.
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LEARNING OBJECTIVES
• Design a training program framework.
• Understand the uses and applications of a career development program.
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TRAINING PROGRAM DEVELOPMENT MODEL
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DESIGNING A TRAINING PROGRAM
• Needs assessment and learning objectives
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Organizational assessment
Occupational (task) assessment
Individual assessment
A learning objective is what you want the learner to be able to do, explain, or
demonstrate
• Consideration of learning styles
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Visual learner
Auditory learner
Kinesthetic learner
DESIGNING A TRAINING PROGRAM
• Delivery Mode
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On-the-job coaching
Mentor
Brown bag lunch
Web-based
Job shadowing
Job swapping
Vestibule training
DESIGNING A TRAINING PROGRAM
• Budget
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The type of training performed depends on the budget available
• Delivery style
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What is the best style to deliver training, taking into consideration the delivery method?
• Audience
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How long have the trainees been with the organization?
What departments do they work in?
DESIGNING A TRAINING PROGRAM
• Content
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Requires a development of learning objectives and a brief outline of the major topics
• Timelines
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In what time frame should an employee complete the training?
• Communication
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How will you communicate the available training to employees?
• Measuring effectiveness of training
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How will you know if your training worked?
MEASURING EFFECTIVENESS
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DESIGNING A TRAINING PROGRAM
• Career development programs and
succession planning
• Talk to employees
• Create specific requirements for career
development
• Use cross-training and job rotation
• Utilize mentors
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CAREER DEVELOPMENT PLANNING PROCESS
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TECHNOLOGY IN TRAINING
• Software and cloud-based options
• Can assist in management of training
• May need to track training if there are legal requirements for training (such as safety
training)
© 2023 FlatWorld
KEY TAKEAWAYS
• There are a number of key considerations in developing a training program.
Training should not be handled casually but instead developed specifically to meet
the needs of the organization. This can be done by a needs assessment consisting
of three levels: organizational, occupational, and individual assessments.
• The first consideration is the delivery mode; depending on the type of training and
other factors, some modes might be better than others.
• Budget is a consideration in developing training. The cost of materials, but also the
cost of time, should be considered.
• The delivery style must take into account people’s individual learning styles. The
amount of lecture, discussion, role plays, and activities are considered part of
delivery style.
© 2023 FlatWorld
KEY TAKEAWAYS
• The audience for the training is an important aspect when developing training. This
can allow the training to be better developed to meet the needs and the skills of a
particular group of people.
• The content obviously is an important consideration. Learning objectives and goals
for the training should be developed before content is developed.
• After content is developed, understanding the time constraints is an important
aspect. Will the training take one hour or a day to deliver? What is the timeline
consideration in terms of when people should take the training?
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KEY TAKEAWAYS
• Letting people know when and where the training will take place is part of
communication.
• The final aspect of developing a training framework is to consider how it will be
measured. At the end, how will you know if the trainees learned what they needed
to learn?
• A career development process can help retain good employees. It involves creating
a specific program in which employee goals are identified and new training and
opportunities are identified and created to help the employee in the career
development process.
© 2023 FlatWorld
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