Doctrine of Employment at Will

Doctrine of Employment at Will

1. Describe what steps you would take to address the following scenario involving skills, competence, and abilities:

The role of a leader or a manager of a company is not limited only to manage and direct the functions that are directly related to the business, but also extends to the part of becoming an exemplary employee and create teams committed, motivated, feel valued and have the conditions to provide the most potential for the company. As a manager, she will be called to resign voluntarily.

Voluntary turnover

Voluntary turnover is defined as an employee of the decision to voluntarily leave the organization. An employee may choose to leave for organizational reasons. In this case, the bearing is related to factors under the control of the organization. Voluntary turnover for personal reasons may be partly under the control of organizations (retirement, returning to school, etc), While other personal reasons (health, relocation of spouse, etc) (Boxall, 2007). While some factors can be controlled by the company, others beyond his reach. Organizations must identify and understand the push factors of their employees, especially those that can be controlled in order to develop effective retention strategies. This identification includes identifying factors irritating to staff before it leaves the company. Retention strategies based on optimizing the retention factors and the reduction factors starting staff. Furthermore, preventive interventions are preferred rather than reactive actions. While the former are conducted before the employees leave the company, the second are after employees have left it (e.g., exit interviews). A measure of intention to leave is essential to check the propensity of the organization to lose its key personnel.

Voluntary turnover of staff has not only negative effects on the organization and individuals. The employee problems, non-performing or not having the skills necessary for the organization, as desirable the organization are the causes of turnover. Indeed, the departure of an employee non-performance may benefit because it can potentially be hired in a job that suits him best and for which he is competent and efficient. Such a pathway promotes positive implications such an improved self-esteem, a sense of accomplishment, a sense of personal effectiveness, etc. In addition, an employee may qualify for better working conditions (e.g., higher pay, a job with more challenges, benefits tailored to their needs, etc) (Briscoe, 2009). For the organization, voluntary turnover is an opportunity to renew its workforce. Indeed, a company with low turnover rates may become sclerotic and find it difficult to change. The arrival of new blood helps improve organizational processes. Also, the replacement of non-performing employees by competent and efficient improves organizational effectiveness. Employee satisfaction, performance is likely to positively influence customer satisfaction, which helps improve the financial performance of the organization, even if the departure of such employees involves costs of staffing and training. Additional benefits for the organization may also occur with the entry into office of a new employee, such as increased innovation, reduced dysfunctional behaviors, less conflict, ...