Maintaining staff loyalty
Written by: Renée LeMoine
Photo by: Ivan Malý
Despite the fact that our company
offers comprehensive training, and pays well, we still have a large
employee turnover. Have you come across any research that might
shed some light on this issue?
There is so much research in this field that I couldn't possibly
begin to adequately cover it all, but articles that I have referred
to over the years can be found on the following websites:
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When interviewing potential employees in the past,I would ask why
they wanted to leave their current employer. Their answers enabled
me to concur that the gap between poor employee motivation and a
firm's performance expectation usually fell into four main categories:
a manager's ability to shape employees' perception of a firm's appraisal
and reward system; the firm's reward system, ambiguous goals and/or
lack of clear vision; and employee selection.
Ask your managers whether or not the staff really believes that
a good performance appraisal will lead to organizational rewards.
Many employees see this as a weak relationship because companies
reward behavior besides just performance, like "kissing up
to the boss". Obviously when this happens, good employees will
find it very demoralizing. Similarly, are the rewards that the staff
receive the one's that they want? An employee may work hard in hopes
of getting a promotion, but gets a pay raise instead. It's perilous
to assume that all employees want the same thing.
Finally, do employees deduce that if they give their best, it will
be recognized? In some cases, an employee may suppose that no matter
how hard he or she works, the chance of getting a glowing appraisal
is low. This could then become a self-fulfilling prophecy that leads
to sub-standard performance.
Article prepared by Renée LeMoine, Executive Director, LeMoine
& Associates .
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