BUSI 342: Retaining High-Performance Employees Report

This report delves into the critical topic of employee retention, examining various practices and policies that contribute to employee longevity within an organization. It emphasizes the importance of a well-structured hiring process and the roles of talent acquisition professionals, co-workers, and coaches in improving retention. The paper also discusses the responsibilities of managers and team leaders in fostering positive relationships, providing coaching, and empowering employees. Moreover, the report highlights the significance of strategic organizational culture in aligning employee career growth with business objectives. It further explores the impact of employee retention on work-life balance, career development, and compensation, along with the legal considerations for employers. The analysis incorporates biblical principles to guide management practices, emphasizing fairness, respect, and moral judgment in addressing employee concerns and reducing turnover. The report concludes by underscoring the importance of employee retention for both employee satisfaction and organizational profitability, supported by relevant references.

Retaining the High-
Performance Employee
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Introduction
The primary purpose of the paper is to discuss the importance of employee retention,
which includes different practices and policies that makes the employee stay within the
organization for a longer period. Thus, the paper will discuss the responsibility of managers,
team leaders and organization in improving employee retention by using biblical principles.
Improving Retention
The talent acquisition professionals are responsible for improving retention as they create
the hiring procedure and ensures that the transformation from candidate to an employee is
processed smoothly. On the other hand, the consumers, the co-workers and the coach also play a
significant role in improving employee retention (Pittino, Visintin, Lenger & Sternad, 2016).
These people follow the biblical principle of “creating a high standard of quality and focusing on
enhancing sustainable performance” of employees.
Managerial/leadership implications/responsibilities
The team leaders and the managers are responsible for minimizing the attrition level by
improving the relationships with team members and establishing a motivating team. All these
strategies help them to motivate the employees for a longer period. One of the significant
responsibility of the team leaders and managers is to provide coaching to the employees to
enhance their performance. The managers give additional responsibility to the employees that
help to get them involved with the organization (George, 2015). While communicating with the
employees, the managers and the team leaders must follow the biblical principle which states
that “do for others what you want them to do for you”. It states that successful businesses are
established on fair compensation, reasonable work demands and respect. As per this principle,
the managers must make balanced and fair decisions by observing the situation according to
another person's view.
Strategic organizational implications/responsibilities
The strategic organizational culture is responsible for appointing new employees and
while executing their jobs, it makes them follow the significant values. The organizational
culture influences the employees work behaviour and aligns the career growth of the employee
with their business mission and objectives (Becton, Carr, Mossholder & Walker, 2017).

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However, it is essential for the owners of the organization to follow the biblical principle
“provide full measure” to the employees for improving organizational culture. This makes the
employees feel valued and stay loyal towards the employer, which motivates other employees to
get rewarded from their HR or managers for yielding better outcomes.
Impact on employees, resources, and/or stakeholders
The retention of employees creates a great impact on the employees as it enhances the
work-life balance, succession progression and career development, increases compensation for
the time spent for doing additional work. The organization also provides the employees with
promotion choices, medical facility and retirement fund (Yu, Yen, Barnes & Huang, 2019). As a
result, the employees must also follow the principle of "creating a high standard of quality and
focusing towards enhancing sustainable performance" where the employees must execute their
task with high quality of excellence. Following this principle helps the businesses and employees
to create genuine excitement for serving quality performance.
Legal concerns for employers
Based on the legal concerns for employers to improve employee retention, it is stated that
in order to enhance employee retention for organizational growth, employers must reward the
employees for better performance (Ekrot, Kock & Gemünden, 2016). Legally, employers must
provide employees with fringe benefits and compensation.
Specific law applies to the issue(s)
Employee Retention Law is determined to be a law that applies to the issue of employee
turnover, which states that employers are required to listen to the needs of the employees and
implement strategies. As per the law, the employers are responsible for providing training,
monitoring, integrating a positive culture and using communication strategy for developing
credibility (Messersmith, Kim & Patel, 2018). To overcome this issue, employers must provide
growth opportunities to the employees. As a result, it is essential for the employers to integrate
the biblical principle into practice, which is "do not judge people based on their outer
appearance, but judge them with moral judgement”. It reveals the fact that it is the responsibility
of the employer to examine the issue faced by the employee that helps in reducing employee
turnover rate.

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Conclusion
The paper demonstrates the importance of employee retention through different biblical
principles that not only helps employees but also to the organization to increase their
profitability. It discussed the fact that organizational culture and management plays a significant
role in improving employee retention. Moreover, the paper focused upon the legal implications
where Employee Retention Law could be applied to improve employee retention.

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References
Becton, J. B., Carr, J. C., Mossholder, K. W., & Walker, H. J. (2017). Differential effects of task
performance, organizational citizenship behavior, and job complexity on voluntary
turnover. Journal of Business and Psychology, 32(4), 495-508.
Ekrot, B., Kock, A., & Gemünden, H. G. (2016). Retaining project management competence—
Antecedents and consequences. International Journal of Project Management, 34(2),
145-157.
George, C. (2015). Retaining professional workers: what makes them stay?. Employee
Relations, 37(1), 102-121.
Messersmith, J. G., Kim, K. Y., & Patel, P. C. (2018). Pulling in different directions? Exploring
the relationship between vertical pay dispersion and high‐performance work
systems. Human Resource Management, 57(1), 127-143.
Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices
really necessary in family SMEs? An analysis of the impact on employee
retention. Journal of Family Business Strategy, 7(2), 75-89.
Yu, Q., Yen, D. A., Barnes, B. R., & Huang, Y. A. (2019). Enhancing firm performance through
internal market orientation and employee organizational commitment. The International
Journal of Human Resource Management, 30(6), 964-987.