One man leaving the organization can generate insecurity and anxiety at the workplace and can leave behind a situation of low morality, apprehensions and anxiety. It accounts for one of the largest costs that employers need to bear today. Besides losing out on a crucial talent which is valued in the organization, the organization is also likely to suffer from the loss of business reputation and image in the market. This could not only act a catalyst in losing out on the potential talents in the industry but the firm can also appear as an unattractive employer to work with. The spoil of reputation and image can prove to be extremely damaging for the business’s performance and productivity in the market. Employers have been seen to be increasing awareness about the problem. They have been redesigning their policies and practices required for laying the foundation of a productive and satisfied workplace. However, before implementing strategies, a complete and thorough analysis of the potential causes and reasons for turnover must be analyzed. The project seeks to identify the concerns facing HR managers in organizations in trying to retention employees and reduce absenteeism at the workplace. On the grounds of potential concerns for the employer, the project seeks to devise strategies for addressing these problems.
Problems in managing retention and employee absenteeism by HR Managers
Organizations make a lot of investments on employees in the form of induction and training programs, developmental programs, maintenance and retention programs in the organization. ...
Thus, researchers have focussed on the need for understanding turnovers more specifically; the sources which determine the turnover process, their effects and the strategies that managers can put to use to minimize turnovers in the organization. With the expanding aspect of globalization, organizations are increasingly required to develop and generate such tangible products and services which are based on the strategies created by employees. According to Meaghan et al. (2002), these employees are of great critical importance for the organization as their value to the organization is necessarily intangible and cannot be easily replicated. Thus Abbasi et al. (2000) considers it essential for organizations to regard employees as major contributors towards the achievement of organizational goals and objectives. Managers must necessarily control turnover rates for the sake of organizational success. The major literatures on turnovers are thus concentrated on three main areas, namely, sources of turnovers, effects of employee turnovers and strategies for minimizing or eliminating turnovers (Ongori, 2007, p.1). Researchers like Bluedorn, 1982; Kalliath and Beck, (2001) have seeked to understand the factors which determine individual’s intentions to quit a job. They have attempted to investigate the possible antecedents of intentions which lead people to quit. Till date there has been very little consistency in their findings from these researches. Thus there can be numerous reasons why people can switch over from one organization to another. Some of the most probable reasons found by Firth et al. (2004), which managers have to