Retention and Development of Management Staff

Retentionand Development of Management Staff

Retentionand Development of Management Staff

Humanresource is increasingly viewed as the most important resource if notthe pillar of any organization’s success [ CITATION LLe95 l 1033 ].This is no exception for SunnyJuice Company. SJC faces many human resource problems that it needsto address now rather than later. Some of these problems are lack ofsupport/appreciation from management to outlet managers, no careerpaths, bonuses or incentives…which amounts to unequal pay schemesfor the same jobs, bullying and harassment, poor remunerations,nodevelopment of staff, poor retention and diversity, no HRM functionsince people are having problems and no one is there to deal withthem, and accidents.

Retentionand development of management staff is vital for an organization’sday-to-day operations and its future success. SJC has all theproblems listed above and the causes are outlined as well with thoseissues. SJC must come up with strategies that will retain its staff.Training and development of staff is seen to be one aspect that helpsin retention (Robert,1999). Equipping the staff with proper skillsand knowledge they need so as to complete their assignments is a veryimportant strategy (Berta, 2006). Most of the problems facing thegroup I have are bullying and sexual harassment, underdevelopment andlack of training and retraining.

Tomeet the needs of this group, the organization needs to come up withtraining courses, improve communication, recognize and reward andresolve conflicts (Dessler, 2000). This will increase staffretention. Staff turnover can be felt on an organization’s revenuethrough replacement, interview costs and leaving costs (Noe, 2006).This can be a great loss to the organization so it has to make sureit retains its staff to avoid these costs (Pavesic, 2008). Thiscompany must come up with policies that will protect staff fromharassment and bullying. SJR can emulate this and its turnover staffwill be regained.

References

Berta,D. (2006).Workerturnover rate continues to climb.People Report

Dessler,G. (2000). Humanresource management(8th ed.). Upper Saddle River, NJ: Prentice Hall.

Dina,B. (2006). People Report: Worker turnover rate continues to climb.HR&amp Service–Nation`s Restaurant News.

Legge, L. (1995). Human resouce Management. Adventure Works Monthly , 51-62.

Noe,R. A. (2006). Humanresource management: gaining a competitive advantage(5th ed.). Boston, Mass.: McGraw-Hill.

Pavesic,D. (2008). Boost Productivity to Control Labor Costs. Retrieved From,http://www.rrgconsulting.com/restaurant_labor_cost_controls.htm(Accessed on September 15, 2014).

Robert,E. (1999). Turnover Takes a Turn for the Better.RestaurantsUSA.