To have and to hold: modeling the drivers of employee turnover and skill retention in Australian organisations

1) Reflection on the journal

1. a) Where are we now?

The article discusses the considerable factors that have been affecting the employee retention and influencing the employee turnover rate. The previous study discussed the necessity of job satisfaction and employee loyalty. The extensive research on this subject matter has developed the understanding regarding the improvement of the employee retention rate. Currently, we have come to the result obtained from the survey and the case studies. We have found out that the ‘learning climate’ helps in determining the employee retention within an organisation. The phase 1 of this research involves several interviews with the employers and the employees. Therefore, now we have reached to the discussion part, which is providing the solutions for the current issues occurring due to the employee turnover. As per the discussion, we have found out that the ‘learning climate’ is not only about the training, but it focuses on the extended opportunities offered to the employees.

1. b) Where are we going?

We are now going to explore the importance of ‘learning climate’, which is important to retain the employees for a long run. The result is thus measuring the extent to which the organisation provides the opportunities to the employees for their growth. The employees confirmed that the dynamic work structure and the diverse works make them learn different methods of working in an organisation. It generates the sense of motivation and security while they are associated with the organisation. Hence, the employee turnover rates significantly decrease with time.

1. c) How do we get there?

We have identified the result by undertaking the interviews with the employer, employees, skill councils, and employee associations. In addition to this, a national survey was also conducted among the employers in the second phase of the research. The obtained ideas from the survey result indicates that the high performance work practices and the association of the human resource management, which are generally questioned in terms of employee retention. Therefore, we have received the idea of the role of human resource management in terms of retaining the employees and providing the proper opportunities to the employees for motivating them.

1. d) How do we know when we have finished?

Obtaining such ideas from the past research, we have gathered the fruitful knowledge about the importance of employee retention in the organisation. It is noticeable that the fruitful performance outcome of the employees turns out to be profitable for a firm. However, if the employees do not generate sense of security, it would increase the turnover rate. The human resource management needs to play the most effective role in such regards. Offering the dynamic work scenario and providing the adequate training facilities would be much helpful for the employees to feel secure within an organisation. We have finished the research by concluding with the proper justification of employee retention process. We would know that we have finished when the conclusion would provide the suitable recommendation for the future employers.

2. Challenges faced

In order to conduct the study, the interview and the survey process were undertaken. I have faced the most challenges in gathering responses from the respondents. In many of the cases, the biasness of the respondents has made the research limited to some extent. As per the ethical parameter, I am not supposed to force any of the respondents to deliver their answer. Hence, it was quite difficult for me to analyze the bias responses that provided us the limited information about the subject matter. Moreover, while undertaking this activity, I needed to gather more knowledge from the experts. The lack of proper support was quite challenging for me. Above all, I found that majority of the information was not updated. However, the current business scenario is quite advanced. Hence, I faced the considerable challenge in identifying the authentic information sources with adequate updated data. Judging the perceptive values of the working professionals is sometimes difficult. Therefore, while gathering the responses from the working professionals, I needed to develop high level of communicational transparency.

In addition to this I faced the recognizable challenges in understanding the different techniques and policies undertaken by the organisations to retain their employees. The diverse judgment and values imply their work procedures which may vary. Hence, it was quite problematic to analyze such diverse work scenario that helps the employers and the employees to grow in a competitive landscape. During my learning process, the continuous deadline alerts or the time limitation was quite problematic for me. Without the time constraints, I could have added more information in this research by gathering data from different secondary sources. However, this promising journey is quite helpful for strengthening my analytical skills.

Bibliography

Kellard, N. M., & ?liwa, M. (2016). Business and management impact assessment in Research Excellence Framework 2014: analysis and reflection. British Journal of Management, 27(4), 693-711.

Patten, M. L. (2016). Proposing empirical research: A guide to the fundamentals. Taylor & Francis.

Smith, A., Oczkowski, E. & Selby-Smith, C. (2011) To have and to hold: modelling the drivers of employee turnover and skill retention in Australian organisations. International Journal of Human Resource Management, 22(2), 395-416.