Managing employee turnover : dispelling myths and fostering evidence-based retention strategies / David G. Allen and Phillip C. Bryant.

Format:

Book

Author/Creator:

Allen, David G.

Contributor:

Bryant, Phillip C.

Series:

2012 digital library.

Human resource management and organizational behavior collection. 1946-5645

Human resource management and organizational behavior collection, 1946-5645

Language:

English

Subjects (All):

Labor turnover.

Personnel management.

Physical Description:

1 online resource (148 p.)

Edition:

1st ed.

Place of Publication:

[New York, N.Y.] (222 East 46th Street, New York, NY 10017) : Business Expert Press, 2012.

Summary:

When the job market improves, many employees who have had few options will be looking for new alternatives. Employee turnover can be expensive, disruptive, and damaging to organizational success. Despite the importance of successfully managing turnover, many retention management efforts are based on misleading or incomplete data, generic best practices that don't translate, or managerial gut instinct at odds with research evidence. This book culminates volumes of academic research on employee turnover into a practical guide to managing retention. Turnover fictions are dispelled and replaced by research-based facts. Keys to diagnosing and managing employee turnover are presented such that readers can effectively manage employee retention today! These ideas are invaluable to audiences from CEOs who care about the impact of turnover on the organization's bottom line to the managers who suffer the most when their best talent leaves; from human resource professionals whose career success may depend on effectively managing turnover to students mastering new knowledge and skill sets.

Contents:

Acknowledgments

Foreword

Introduction

Section I. Turnover myths

1. Myth: turnover is bad: understanding the real impact of turnover

2. Myth: it's all about the Benjamins: understanding what really drives turnover decisions

3. Myth: turnover is driven by job dissatisfaction: understanding new perspectives on why employees leave and stay

4. Myth: retention is simple: strategic data collection, analysis, and organizational context

5. Myth: turnover is out of my control: how managers can directly influence turnover decisions

Section II. Evidence-based retention strategies

6. Attracting the right talent: recruitment and employee turnover

7. Hiring the right people: selection and employee turnover

8. On-boarding: socialization and employee turnover

9. Developing human capital: training, development, and employee turnover

10. Sometimes pay does matter: compensation, rewards, and employee turnover

11. Employees leave bosses: supervision, leadership, and employee turnover

12. Engaged employees: engagement and employee turnover

Conclusion: talent emergence

Notes

References

Index.

Notes:

Part of: 2012 digital library.

Includes bibliographical references (p. 105-120) and index.

Title from PDF t.p. (viewed on September 29, 2012).

ISBN:

1-60649-341-8

OCLC:

818862713