MGT502: Report on Strategies to Address Employee Turnover Issues

This report, prepared for MGT502 Business Communication, addresses the critical issue of employee turnover within organizations. The report identifies poor management and an unhealthy work environment as primary contributors to employee turnover, along with limited growth opportunities. It references key factors such as risk aversion and gender, as well as the importance of a safe workplace environment. The report emphasizes the significance of rewards and motivation, participatory work environments, and treating employees fairly. The conclusion stresses the need for strategic management of employee relations, focusing on motivation, rewards, safety, and overall employee involvement in business functions. The report includes references to relevant academic sources, supporting the arguments presented. The assignment demonstrates an understanding of the causes of employee turnover and proposes actionable strategies for improvement.

ARGUMENT
ASSESSMENT 1B

Contents
Introduction................................................................................................................................2
Employee Turnover Issue..........................................................................................................2
Conclusion..................................................................................................................................2
References..................................................................................................................................3

Introduction
The employees of an organisation are the chief assets of the company. The issue of
the employee turnover is one of the major issues in the dynamic environment and various
strategies are needed to be implemented to yield the best as explained below.
Employee Turnover Issue
One of the major reasons that contribute towards the turnover of the employees is the
poor management combined with unhealthy work environment. At times, employees are
stated to leave the organisation owing to the limited growth culture (Ertas, 2015). It is vital to
note that one of the key factors in terms of assessment of the employee turnover are risk
aversion and gender (Peltokorpi, Allen & Froese, 2015). Further, the lower the degree of the
safe environment at the workplace, the higher the probability of the turnover rates (Huang et
al., 2016).
The keys to addressing the issues of the employee turnover are stated below. The
rewards and the motivation from the management, works as a psychological means to retain
the employees, as stated by the expectancy theory (Lin, 2017). It is further necessary to treat
each of the employees at par (Kichuk, Brown & Ladkin, 2019). In addition to the above, it is
vital for the management of the entities to establish a participatory work environment, where
employees are able to use their talents to the best (Gutherie, 2001).
Conclusion
The discussions in the previous parts aid to conclude that employee turnover is one of
the chief strategic issues and the same must be carefully analysed. The efficient strategies are
necessitated to manage the employees of an entity on the lines of motivation, rewards, safety,
and an overall involvement in the business functions.

References
Ertas, N. (2015). Turnover intentions and work motivations of millennial employees in
federal service. Public Personnel Management, 44(3), 401-423.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence
from New Zealand. Academy of management Journal, 44(1), 180-190.
Huang, Y. H., Lee, J., McFadden, A. C., Murphy, L. A., Robertson, M. M., Cheung, J. H., &
Zohar, D. (2016). Beyond safety outcomes: An investigation of the impact of safety
climate on job satisfaction, employee engagement and turnover using social exchange
theory as the theoretical framework. Applied ergonomics, 55, 248-257.
Kichuk, A., Brown, L., & Ladkin, A. (2019). Talent pool exclusion: the hotel employee
perspective. International Journal of Contemporary Hospitality Management.
Lin, C. P. (2017). Modeling corporate citizenship and turnover intention: social identity and
expectancy theories. Review of Managerial Science, 1-18.
Peltokorpi, V., Allen, D. G., & Froese, F. (2015). Organizational embeddedness, turnover
intentions, and voluntary turnover: The moderating effects of employee demographic
characteristics and value orientations. Journal of Organizational Behavior, 36(2),
292-312.