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Exit interviews.

Extracts from this document...

Introduction

EXECUTIVE SUMMARY Traditionally, exit interviews are conducted with employees leaving an organization. The purpose of the interview is to provide feedback on why employees are leaving, what they liked or disliked about their employment and what areas of the organization they fell need improvement. More recently, the concept of exit interview has been revisited and expanded as a knowledge management tool rather than simply as HR information. Many companies struggle with getting useful information from EIS to develop effective retention strategies, that maybe the reason why cost of turnover is a nightmare for many companies. In this paper, I have analyzed data from various industries. And have tried to compare on the turnover between different organizations and the processes in which EIS is used. Exit interviews, as said by many, is largely a waste of time. Therefore it was necessary to critically analyze EIS processes and turnover. INTRODUCTION The time we live in today is an era of new economic paradigm where gaining a competitive advantage in characterized by speed, innovativeness, short-cycle times, quality and customer satisfaction. Recent decades have witnessed dramatic shifts in the role of human resource (HR). Traditionally managers saw that human resources functions as primarily administrative and professional (Becker, Huselid & Ulrich, 2001). The above mentioned were the highlights of the importance of intangible assets. In our view, the actions HR managers take to ensure the strategic contributions is to develop a measurement system that focuses on how human resource can play a central part in implementing a firm's strategy (refer to diagram 1 in appendix). Hiring good people is tough, but every senior executive manager knows that keeping them is even tougher. Many theorists have said and agreed to that. The professional streaming out of MBA programs are so well educated and achievement oriented that they could do well in virtually any job. But the question is will they stay? ...read more.

Middle

As the level of dissatisfaction increases, he/she contemplates the option of quitting. In spite of this, one interesting thing in Mobley's model is that once an individual thinks of quitting, the next step involves an evaluation of the expected utility17 of searching for another job versus the cost of associated with quitting the present job. From a modular perspective, Steers & Mowday (1981) described voluntary turnover as a 3-step sequential process with each step containing 2 constructs (refer to figure 1 in appendix). Step 1 involves the manner in which job expectations influence ones attitudes regarding the job18. Step 2 involves the affective responses elicited from step 1, which includes the construct of job satisfaction and how those responses influence ones desire to leave the organization. These decisions could be based on non-working factors - such as family, hobbies, religion & political influences (Cohen, 1995). Here there are organizations-focused factors that influence employee's attitudes and therefore their intentions to leave. The more an organization perpetuates the interaction of non-working factors along with organization-focused factors, the more one becomes socially and professionally 'tied' to the organization, and there, the greater the likelihood of retaining IT professionals. The final step highlights, one's intent to leaving and actually quitting or remaining with the organization. As one expects, if favorable alternatives exist, intent to leave leads to actual turnover. Even though there may be nothing dissatisfying about their current positions, the new offer may be too good to forego. CRITICAL ANALYSIS ON EXIT A fruitful trend in recent researches has been linking job satisfaction and its rich research tradition to specific work behaviors. It is now documented that low job satisfaction is related to high turnover. In addition, low job satisfaction is a major correlate of low commitment. Low commitment has been recently linked to high absenteeism. Others behaviors that have been tentatively linked to job dissatisfaction includes: request for transfers; lateness; error rates; and internal political activity. ...read more.

Conclusion

and direct (expected) effects on turnover. 3. Opportunity is an environmental determinant. 11 Nurses in the present study turned out to be low in professionalism - thus there was no expected result. 12 The data for independent variables (job satisfaction & intent to stay) were collected in August 1976, and data for turnover was collected in October 1977. 13 Companies selected were the non-hospitality firms, hotels, institutional food-services, and chain of restaurants operators. 14 All of the hotels used EIS extensively but the food-service firms conducted the process of EIS without any regularity at all. 15 Almost all of the hospitality companies in that conducted interviews are in one-on-one format, despite the criticisms this method received on biased results. In addition most of the companies conducted interviews on the final day of work and some even conditioned to release the employees final pay check on completion of the interview. This resulted in a very hurried work. 16 It was reported in 1999, IT professionals received an average salary increase of 11% 17 The expected utility is tempered by factors such as age, job tenure, and labor-market factors. 18 Job expectations are influenced by 3 stimuli: job satisfaction, organizational commitment and job involvement. 19 First, interviewees often make personal considerations a priority. Therefore before providing the interviewer with any insights, interviewees may consider whether the information they provide will result in conflict, they may choose to withhold or mitigate with the severity of the information. Second, interviewees who have been forced to exit (i.e. fired, sacked) may resent the organization, thereby subtly retaliating with erroneous or withheld information. Third, because the insights interviewees provide could have a direct impact on the other in the organization. Fourth, interviewees may attempt to protect their long-term interests (example recommendations, possible return to the company) by not providing information they deem threatening to these interests. Finally, interviewees may provide erroneous information because they don't have the time or the incentive to think on how they feel. ?? ?? ?? ?? MARK398 Huzaifa S F Abbas Organizational Exits & Turnover 2193759 - 2 - ...read more.

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