EMPLOYEE RETENTION AND MOTIVATION

Abeto, Evangeline Faith G.Sebuera, Mary Joy T.Serisola, Heartchel P.Tabujara, Honeylil

By:

“We can’t stop employees from

leaving unless we have a plan to make

them stay!”

The challenging is not only to attract the best talents but also to retain them. • Rising opportunities for

career development• Lifestyle decision• Job changing• Unbalance work life which influence an individual’s decision to continue or quit.

INTRODUCTION

WHAT IS AN EMPLOYEE?

- is a person who works for another. It is a hired individual who has to provide services to a company on a regular basis in exchange for compensation.

WHAT IS AN ORGANIZATION? - It is a social unit that is structured and managed to meet a need or to pursue collective goals.

- It is also an open system– they may affect and can be affected by their environment.

WHAT IS EMPLOYEE ENGAGEMENT?- It refers to the workplace approach intended to ensure committed and motivated employees that contribute to organizational success and together are able to enhance their sense of well-being.

WHAT IS EMPLOYEE RETENTION?- A process in which the employees are encouraged to remain in the organization for the maximum period of time or until the completion of the project.

EMPLOYEE RETENTION WILL BENEFIT AN ORGANIZATION

The cost of turnover Loss of company knowledge Interruption of customer service Turnover will lead to more turnovers Goodwill of the company Regaining efficiency

Obviously, it’s important for organizations to reduce turnover rates. However, in order to reduce these rates, organizations must first understand the main reasons why employees leave for other positions. Because Good people don’t leave good organizations– they leave poor managers!

12 Reasons for Employee Turnover

1. Rude Behavior. Studies shown that everyday indignities have an adverse effect on productivity and result in good employees quitting. Rudeness, assigning blame, backbiting, favoritism and retaliations are among reasons that aggravate the turnovers of employee. Feeling resentful and mistreated is not an enticement for a good work environment.

2. Work-life Imbalance. When the employees are forced to choose between their personal life and a work life. (e.g. longer hours in work and weekend work)

3. The job did not meet expectations. The job was significantly vary from the initial description and what was promised during the interview stage. It may lead to mistrust, and when this trust is missing, there can be no real employee ownership.

4. Employee misalignment. Managers should not try to force a fit when there is none. This is like trying to force a size nine foot into a size eight shoe. Neither management nor employee will be happy and it usually ends badly.

5. Feeling undervalued. Everyone wants to be recognized and rewarded for a job well done. The most effective recognition is appreciation. It is an effective way to communicate appreciation in a positive effort, while also reinforcing those actions and behaviors.

6. Coaching and feedback are lacking. Giving and getting honest feedback is essential for growth and building successful teams and organizations.

7. Decision-making ability is lacking. Organization must gives employees latitude to do their jobs by placing trust in them. In that case, employees will embrace that job with enthusiasm and pride of ownership.

8. People skills are inadequate. Many managers were promoted because they did their jobs conspicuously and got results. But that doesn’t mean they know how to lead. Leaders aren’t born they are made. It’s time for the manager to impart the knowledge and skills he had to his employees.

9. Raises and promotions frozen. Organizations may not have a goal to offer the best compensations but if they don’t , they better pay competitive wages and benefits while making their employees feel valued.

10. Faith and confidence shaken. Employers need to demonstrate appreciation through their employees actions.

11. Growth Opportunities not available. Employees need to develop new skills and responsibilities in their current positions.

12. Organizational Instability. With constant reorganization and shuffling people it causes frustration leasing to confusion and inefficiencies.

EMPLOYEE TURNOVER VS. EMPLOYEE ATTRITION

“Turnover” and “attrition” are business and human resource terms that often are confused. There are several types of turnover, but attrition usually can be described as a reduction in workforce.

Turnover Attritionboth occur when an employee leaves in the company

Results from a number of employment actions, such as discharge, termination,

resignation or job abandonment.

Occurs when an employee retires or when the company eliminates his job.

The company seeks someone to replace the employee.

The employer leaves the vacancy unfilled or eliminates that job role.

MOTIVATION

Definition of motivation: * The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation.

* The degree to which an individual wants to choose in certain behavior.

MOTIVATION AS A PROCESS:

It is a process by which a person’s efforts are energized, directed and sustained towards attaining the goal.

*Energy- A measure of intensity or drive.*Direction- Towards organizational goal.*Persistence- Exerting effort to achieve goal

DIRECTION PERSISTENCEENERGY

BENEFITS OF MOTIVATION

1. Puts human resources into action. Human resources can be utilized by building willingness in the employees to work which help the enterprise in securing best possible utilization of resources.

2. Improves level of efficiency of employees. This will result in increase in productivity, reducing cost of operations and improving overall efficiency.

3. Leads to achievement of organizational goals.

4. Builds friendly relationship. Which may result in profit maximization through increased productivity.

5. Leads to stability of work force. This leads to a good public image in the market which will attract competent and qualified people into a concern.

BASIC MODEL OF MOTIVATION

Needs or expectations

Result in Drive force(Behavior or

Action)

To Achieve

Desired Goals

Which Providesfulfillments

Feedback

WHAT EMPLOYEES WANT

Maintainers.

Motivators.

MAINTAINERS Working conditions. Company policies. Job security. Pay and benefits. Relationships with

coworkers. Supervision. Status.

WHAT ARE THE ROLES OF A LEADER IN MOTIVATING THE EMPLOYEE?• Recognizing each worker as a unique individual who is motivated by different things

• Identifies the individual and collective values system of the unit and implements a reward system that is consistent with those values.

• Listens attentively to individual and collective work values and attitudes to identify unmet needs that cause dissatisfaction.

• Encourages workers to “stretch” themselves in an effort to promote self growth and self actualization.

• Maintains a positive and enthusiastic image as a role model to subordinates clinical settings.

• Encourages mentoring, sponsorship, and coaching with subordinates.

• Devotes time and energy to create an environment that is supportive and encouraging to the discourage individual.

MOTIVATIONAL THEORY

Maslow (1970) believe that people are motivated to satisfy certain needs, raging from basic survival to complex psychological needs, in that people seek a higher need only when the lower needs have been pre- dominantly met.

Maslow’s Hierarchy of needs theory

Needs were categories as five levels of lower-higher-order needs.

*Individual must satisfy lower-level needs before they can satisfy higher order needs.

*Satisfied needs will no longer motivate.*Motivating a person depends on knowing at what level

that a person is on the hierarchy.

• Skinner

B.F. Skinner was another theorist in this era who contributed to the understanding of motivation, dissatisfaction and productivity. Skinner(1953) research on operant conditioning and behavior modification demonstrated that people could be condition to behave in a certain way based on a consistent reward or punishment system.

• Herzberg

Frederick Herzberg (1977) believe that employees can be motivated by the work itself and that there is an internal or personal need to met organizational goals. The distinction between hygiene or maintenance factors and motivator factors was called the motivation-hygiene theory. He maintained that motivators or job satisfiers are present in work itself. They give people the desire to work and do that work well.

MotivatorsAchievementRecognition

WorkResponsibilityAdvancement

Possibility for growth

HygieneSalary

SupervisionJob security

Positive working conditionPersonal life

Interpersonal relationships and peers; company policy,

status

Herzberg’s motivators and Hygiene Factors

Saul GellermanAnother humanistic motivational theorist, has identified

several methods to motivate people positively. One such method, stretching, involves assigning tasks that are more than difficult than what the person is used to doing. Another method, is participation, entails actively drawing employees into decisions affecting their work. Gellerman strongly believed that motivation problems usually stem from the way the organization manages and not from the staffs’ unwillingness to work hard.

McClelland’s Need Theory: Need for Achievement

Need for Achievement

The desire to excel and succeed

David McClellandExamine that motives guide a person to action stating

that people are motivated by 3 basic needs: achievement, affiliation, and power.

McClelland’s Need Theory: Need for Power

Need for Power –

The need to influence the behavior of others.

McClelland’s Need Theory: Need for Affiliation

Need for Affiliation –

The desire for interpersonal relationship

1. Have clear expectations for workers, and communicate these expectations effectively.

2. Be fair and consistent in dealing with all employees.

3. Be a firm decision maker using an appropriate decision-making style.

4. Develop the concept of teamwork. Develop group goals and projects that will build a team spirit,

5. Integrate the staff’s needs and wants with the organization’s interest and purpose.

6. Know the uniqueness of each employee. Let each know that you understand his or her uniqueness.

Strategies to Create Motivating Climate

7. Provide experiences that “stretch” the employee and allow opportunities for growth.

8. When appropriate, request participation and input from all subordinates in decision-making.

9. Whenever possible, give subordinates recognition and credit.

10. Be certain that employees understand the reason behind decisions and actions.

11. Let employees exercise individual judgment as much as possible.

12. Create a trustful and helping relationship with employees.

13. Be a role model to the employees.

Positive ReinforcementOne of the most powerful, yet

frequently overlooked or underused, motivators the manager can use to create a motivating climate.

Did you know that?

Stay positive, nurses, we are built to

survive!