It is believed that external head shall also provide required motivation and energy to the staff members.
The company is a small branch of a banking concern located in a sound locality with a good track record. The branch was fully functional and operated under central supervision located within the city limits. The problem associated with this branch was high level of employee attrition. It was observed that employees left within 6 months of joining at different posts. The problem was critical for the post of operations manager of the bank. The bank branch had department strength of 6 operation managers, where the highest official had at most 12 months of experience with the branch. The event was triggered by retirement of the key operations head of the bank who had been in the position for over 25 years; and by a simultaneous change of department structure within the branch, which required a larger operations team.
It was found that the employees were regular at their work for initial few weeks and their work quality was high during this time. After about four weeks on an average, the employee absenteeism started to reflect and their work quality also suffered. The relationship between different members of the department and ultimate head of the department was generally cordial. It was also seen that operations staff shared happy times with other staff of the bank as well as the branch manager.
The underlying rationale behind this attrition is improper induction training provided to the incumbent and the lack of proper guidance at work. This resulted in poor work quality and less rewards (Tillman & Cassone, 2012). This had also entailed lack of job satisfaction, leading to attrition from work. The problem is more acute because most of the staff has been trained by less experienced members and the department majorly lacks in terms of knowledge pertaining to functioning of the banking process.
The objective of this paper is