Discuss about the Impact of hygiene factors on employee retention.
Within an organisation, team leaders have significant roles to build a structure of work and to be active for the members. Team leaders build the strategy to carry the basic roles for the growth of the organisation. The organisational structure of the organisation provides basic help to communicate effectively with employees and management (Kearney, 2018). In this study, strategic human resource management , organisational behaviour, organisational culture, motivation and performance of management of the employees are discussed. MiningCo organisation has to operate isolated locations where many fly-in and fly-out staffs work on roster basis. Being a Senior HR Executive, it is needed to show the impact of performance management initiative on staff motivation, employee retention and making crisis management team to mitigate the talent gap.
In MiningCo, the employees have to work in a remote location and the management of the organisation has to take the employees by flying them temporarily to the work location instead of relocating the families of the employees and staffs’ of the organisation permanently. MiningCo has to operate in such locations and employees need to be motivated in order to work in such remote places. Frequent travelling and solitude may result to the de-motivation and it might result to quit from the organisation. As stated by Lazaroiu (2015), the motivation of the staffs is a success factor for the challenging and innovative organisation where the management has to realise the additional benefits. Performance management system of the organisation supports the motivation through clear objective and feedback provided by string management. Most of the organisations try to have top performers with high potential and proper consequence management is needed in order to maintain the performance management. In MiningCo, the employees have to work in remote places and they do not have the families over there. Performance management process enables the managers and employees work together in harmony and managers provide a review to the work objectives of the employees (Mone & London, 2014). The management of MiningCo must not take the performance management as just an annual performance review as it is a continuous assessing of progress of the employees and it can also be defined as on-going coaching of the employees. In order to gain the superior organisational performance, the team leaders and managers take employee engagement and devotion to improved task performance (Porter, Riesenmy & Fields, 2016). In Menino, the employees’ morale can be improved through boosting the intrinsic motivation that supports the employee productivity.
The organisations need to define the requirements for job position within the organisation before recruiting the employees. This policy will help the employees to know their responsibility beforehand and employees are not expected to meet all the given responsibility at very first. As stated by Arnaboldi, Lapsley & Steccolini, (2015), HR department of the organisation needs to act on so that the employees meet the required minimum of performance objectives. Sometimes, employees within a workplace expect that managers take action on low performers and each of the employees within the organisation expects to be part of the successful team. In this scenario, the low performers are a risk for the organisation. In MiningCo, the employees have to leave their alone without the support of the family and they have lower intrinsic motivation. Intrinsic motivation comes from job role, interest and effective feedback; create a purpose for work and promoting positive feedback (Ahmed et al., 2016). In MiningCo, the employees must be given with extrinsic motivation in order to work well and bring out the productivity. Performance management will be helpful for the employees to identify the permanent low performers of the organisation and the organisations must have some basic rules for the performance management. It is understood that the management needs to take a performance management initiative programme. As opined by Van Dooren, Bouckaert, Halligan (2015), performance management can be defined as the communication between employees and the managers that both arrive together at the goal of the organisation and engage in the collaborative behaviour.
In MiningCo, the employees feel low morale to continue to work in remote locations where they do not have enough motivation to work hard. The productivity of the employees is getting low as the performance management system is not present there (Anitha & Begum, 2016). MiningCo organisation will get benefit from the performance management initiative as the management’s responsibility is to motivate the employees. Motivation increases the performance of the employees and performance brings productivity. In this respect, the HR manager of mining needs to take a few steps to build performance management system. Within an organisation, motivation can be accelerated by the team leaders by assimilating the low performers with the high performers. Low performers of the team need help from the team leaders and the fellow team members. Managers of the organisation provide short and mid-term goals for the low performers. However, as stated by (Ahammad et al., 2016), all the members do not have the same intrinsic and extrinsic motivation as the level of psychological needs are different for each of the employees.
At first, the management body needs to communicate exact demands and expectations to the employees regarding the performance. MiningCo can convey about the rewards and recognition if the employees fulfil the criteria of performance. The managers can take the initiative to create ‘employee competence list’ for the employees in order to ensure that the employees must be fully aware of their job roles and responsibility. As stated by Aruna & Anitha (2015), employee competency is related to the empowering and developing others, motivational support, communication, interpersonal awareness and customer orientation.
The management of MininingCo can create a process for performance evaluation to decide the benchmarking for performance management. The managers need to spend times with the employees in a remote location where managers meet the employees face-to-face on scheduled basis. These meetings allow the employees to voice their wants and desires. The managers get to know the motivation of the employees.
The management can start employee performance appraisal after assessing each of the employees and their competencies. The management can provide the score to the employees based on the training system. In appraisal, the managers’ role is, to be honest and they can do an evaluation of the performance of the employees, feedback from the fellow employees and team leaders (Terera & Ngirande, 2014).
After the meetings are over with the employees, the managers of MiningCo can analyse the data. The data must be correlated with the business decision and it can fluctuate with the employees’ performance. Positive feedback, behaviour identification of the employees, safety and security of job, self-esteem and self-actualisation level are important in performance management. The employees of MiningCo have to do critical work; therefore, the financial incentives must be there to boost motivation. MiningCo can think of cash bonus, medical insurance, profit sharing and incentives.
MiningCo operates in each of the isolated sites as a single entity and there is very little cross-over or staff rotation between them and senior executives’ onsite wishing to leave. Job rotation is rare in the organisation MiningCo where the employees must move through systematic movement from one location to another to achieve various human resources. The economic crisis in Greece is another issue for the organisation where the organisation has its location. The economic crisis of the place may lead to stopping the working process and the employees may lose the job. In some of the section of European zones and Middle East sections where ISIS is active, in such places, the senior executives do not like to continue their work. Therefore, the external factors are there for leaving the organisation MiningCo and the organisation is facing the issue of high employee turnover. Releasing experienced senior employees can cause reduction of organisational productivity and it leads to the issue of releasing the confidentiality of the organisation (Sankar, 2015). The competitive advantage of the organisation MiningCo is at stake as the external threats and adequate environmental management can be performed by the organisation. When an organisation has its own subsidiaries in different locations, risk allocations can be effective and operation cost may remain slow. When the organisations have many subsidiaries, the managers need to present as well as initiate the decision-making.
The managers of the organisation where the employees have to work in different and remote locations need to employ about motivational policies. MiningCo has been facing the issue of lack of employee engagement because of external factors of the unsuited environment. The management needs to satisfy the employees to provide a security of their jobs and lives. The major issue of the management is to retain the employees by providing enough motivation. As stated in Maslow’s Hierarchy of Needs, the individuals want physiological needs like water, air, food and shelter (Porter, Riesenmy & Fields, 2016). In addition, safety needs are associated with the personal security, financial security, health and wellbeing, moreover, social well-being is associated with the friendship, family and intimacy of the individuals. In addition, esteem within the organisation as an employee is related to the respect, inferiority complex and self-confidence. Lastly, self-actualisation is associated with the accomplishing everything that one person needs to do and individuals need to focus on things that they need specifically. Therefore, staff rotations, a single entity operating a business, terrorists’ threat, lack of motivation as the employees have to live alone and economic crisis in some global sections lead to the issues of organisations and employees are leaving the organisations. It is clearly observed that motivational factors of the employees within MiningCo are missing as the employees cannot find enough motivation of health and safety, they are facing the issue of working insecure environment and they are not comfortable enough to work in such condition (Mone & London, 2014). Employees within MiningCo are not engaged as they have to work in different locations and their working values cannot be attributed to productivity.
Therefore, it is clear that external environmental factors cannot be resolved as it is beyond the capability of HR department. HR department can develop a systematic retention plan where the employees will get enough motivations, both intrinsic and extrinsic to work within MiningCo.
Instilling positive culture: MiningCo has its own values as these are the components of organisational culture, excellence, honesty, respect and attitude for the teamwork. The senior executives of MiningCo can create a right culture that can make an advantage for attracting and keeping employees. The management can start giving training to the employees and taking meeting sessions in order to make them able to work in remote locations.
Showing appreciation for compensation and benefits: The organisational managers can develop an appreciation plan by giving good benefits and compensation. As the employees have to work without their families in a remote location, financial benefits must be good to retain such employees. Financial benefits must be included good salary package, fixed salary with incentives, medical leaves, insurance, health plans, bonus plan and paid time off. These added benefits accelerate retention rate of the employees and employees will agree to work in such unsuitable working condition.
Providing small perks: Management bodies can provide small perks as providing an extra holiday and Saturday half-work can increase the employee engagement and provide motivation. The employees can be given flexible working time and they can be provided telecommuting with their families (Church et al., 2016). The employees are not having family time; therefore, extra perks like mobile facility and internet facility can be given with flexible working time.
Promoting open communication: In MiningCo, the organisation has an operation in different parts of the globe. Therefore, the employees have to communicate with the management and this management process cannot be done well if the organisation has more than one single entity. The management of the organisation should start an open communication to provide a clear path of advancement. Therefore, the employees will be motivated if they can easily communicate with the managers.
Managers must involve: Managers in the remote location are the main leaders for the staffs of MiningCo and the managers need to involve in talking with the employees to coach and train the employees. The managers can talk one-to-one to understand the issue. The managers can help the good performers to move towards the new position and it helps to poor performance.
In the UK, Chartered Institute of Personnel Development (CIPD) did a survey and they found out that 73% of the candidates from the applicants are not suitable for the posts for whom they are applying (Al Ariss, Cascio & Paauwe, 2014). Therefore, the talent gap is prevalent in the organisations across the world. In MiningCo, the employees have to work in different sections of the world and they must be very skilled to get the job done. Otherwise, the employees will create issues in the site of MiningCo and the employee engagement cannot be maintained in perfect harmony. The skilled employees within the organisation are helping to mitigate the workplace issue. As stated by Deery & Jago, 2015), skill gap is distinguishing between employers’ want and employees’ skills. Therefore, the skill gap analysis helps to recognise the skills and meet the business objectives. It is also obvious that the retention rate is poor in the organisation as many of the employees are leaving the organisation. Employees’ talent pool is shrinking and the productive skills of the employees are not that visible. According to Teera & Ngirande (2014), the older generation in the workplace is retiring and millennials don’t want to work in a similar organisation for a long time. Millennials in the workplace are not skilled enough as the experienced ones. Therefore, the talent gap is visible in the production process and solving the issues within the organisation from different sections. Senior executives are leaving the organisation; therefore, they take the profound pool of adequate knowledge and experience. It can also be perceived that the organisation MiningCo will face the issue of knowledge and talent gap quickly. The management can start a collaboration with external colleges for providing training to the employees. The MiningCo needs to do additional investment in order to provide the training to the employees. Hence, these factors raise the issue of a substantial talent gap. The organisation is going to create a Crisis Management Team (CMT) and it would help to retain the employees. The Crisis Management Team can provide motivation to the employees and it must be identified from the talent gap (Al Ariss et al., 2014).
In selecting the employees for the team, HR department will eventually select only the experienced employees. Crisis Management can be mitigated by the significance experiences of the team members and the team members must give training to the existing employees of MiningCo. The members of the Crisis Management must have an experience of 3 years and additionally, past evaluations of the job responsibility will be taking into account. Senior executives can take the position of director of Crisis Management Team. Members must be appointed from different regions of the world and it would additionally give the advantage of understanding the employees. The team members need to have knowledge about staffs’ mechanism, motivation, staff rotation and revitalising the employees (Booth, 2015). The Existing employees from MiningCo will be selected and external recruitment will also be done to recruit the employees in CMT. The selection process will be started by giving advertisement on newspaper and online platform. The selection criteria will be based on skills and experiences.
The team format of the CMT will be like substitute unit of the organisation. Crisis Management Team will provide the extra advantage of mitigating the issue. CMT will be included Regional Crisis Manager, HR Advisor and HR executives to provide training, senior employees from MiningCo and strategic reporting officers. Strategic Reporting officers will evaluate the external and internal condition of the organisation in which the employees have to work. Team format will have a Horizontal structure where the team members will take decision discussing with fellow members. Regional Crisis Manager will contribute the decision making and plan for the incident planning. HR Executives will take the training and Advisor will be responsible for assigning the job responsibilities for the team members.
Crisis Management Team’s structure is similar to the organisational structure and it is similar to the organisational structure as the employees will have adequate knowledge and understanding of talent gap. In MiningCo, the employees within the organisation will transfer the communication and it will be structured as Regional Emergency Management Team. The management will create a team where the people have knowledge and skills and this team will provide additional training and resources to the employees in this location. This team will also provide effective communication to the employees with headquarter. The team will consist of the training personnel who would be providing formal training to the employees. There will be participative feedback from the staffs and specific site regions will be chosen to conduct this. The potential stakeholders of the organisation will be identified who can be affected if this talent gap will continue like this.
MT team members have crucial responsibilities as it takes high attentive behaviour from the employees and it requires spontaneous decision-making skills that may increase the workload stress. The team members of CMT will give their best as the crisis can be mitigated through talent management in right way. The employees are leaving the organisation and this team can heal this with their strategies. The team needs to take feedback from the staffs and from the managers as well. In order to increase the team members’ productivity, the management can provide rewards to them. The management can set the expectation standards and if the employees meet the expectations, management provides special rewards and recognition to the employees. The team members need to transfer their knowledge to the staffs on that location and the team members must be given technological system, learning skill, financial rewards, bonus and intrinsic motivation to lower down the staff rotation and training ladder.
Conclusion
It has been observed that MiningCo has to work in different locations across the globes and the employees are not motivated as the employees have to work without their families. In addition, the employees are facing the issues of economic crisis, talent gap, terrorist threats and intrinsic motivation issue. Performance management can improve the motivation level of the employees in MiningCo as it would increase the relationship level between employees and management. The organisation can take the motivational strategies of financial rewards and intrinsic motivation as well. In order to solve the talent management issue, Crisis Management Team needs to be formed in order to maintain the substantial talent management.
Reference List
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