Medium: Taschenbuch, Einband: Kartoniert / Broschiert, Titel: Retention Factors and Employees' Commitment, Autor: Tandan, Suroj, Verlag: LAP Lambert Academic Publishing, Sprache: Englisch, Schlagworte: Management: Innovation // E-Commerce // E-Business // Geschäftswettbewerb // Unternehmensführung // Unternehmensgründung // Management und Managementtechniken, Rubrik: Wirtschaft // Management, Seiten: 160, Informationen: Paperback, Gewicht: 255 gr, Verkäufer: averdo
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Modern multigenerational nursing cohorts come with their own unique challenges, but they can also be leveraged to retain staff and increase organizational effectiveness. The key, according to organizational psychology practitioner Dr. April L. Jones, PhD, is to identify and work with each generation's unique values and work ethic. Nurse Commitment is the result of an extensive, six-year organizational psychology study, published in the January 2015 issue of the Journal of Nurse Management and as a doctoral dissertation in the December 2014 issue of ProQuest. After examining the effective commitment of registered nurses in the baby boomer generation, Jones realized their commitment could be utilized to retain nurses from different generational cohorts, creating cross-generational ties and a robust, organizational employee-development program. Retaining nurses is a major issue for health care organizations, resulting in unnecessary costs, poor work performance, and a loss of patient safety. Jones's comprehensive and holistic approach focuses on the importance of a team approach to multigenerational and multicultural nursing cohorts. While tailored specifically to nursing, Jones's methodology, research, and content applies to staffing matrixes across the health care environment and in other industries. Discover the unique strength a cohesive multigenerational cohort brings to your organization's strategic retention plan and philosophy. 1. Language: English. Narrator: Aaron Sinn. Audio sample: http://samples.audible.de/bk/acx0/057484/bk_acx0_057484_sample.mp3. Digital audiobook in aax.
Seminar paper from the year 2015 in the subject Medicine - Public Health, grade: 1,5, University of Queensland, course: Strategic Human Resources Management, language: English, abstract: The Mater Private Hospital is the biggest hospital of Mater Health Services. Its main strengths are the long tradition and good reputation due to a high healthcare quality. The focus on high quality is also positioned in its vision to become the leader of compassionate and exceptional healthcare. Currently, reaching the vision is at risk. Due to a poor work-life balance the job satisfaction as well as motivation of nurses decreased. In addition, high stress levels lead to a poor nursing outcome and impair the healthcare quality. Furthermore, an increasing turnover rate causes lowered organisational cost efficiency and high recruitment costs.An internal and external analysis of the labour market, the MPH, and the role of nurses, showed the great importance of a good WLB, a high commitment and a high retention rate. Since one of MPH's main goals is to continually improve its employment offer in order to increase the retention rate, it is recommendable that it implements an intervention that increases the WLB, job satisfaction and retention rate.Two possible interventions have been examined: (1) Flexible Working Hours and (2) Mentoring Programme. The recommended intervention for the MPH is implementing a Mentoring Programme. It shows the same advantages in its outcome as the flexible working hours (higher job satisfaction, better WLB, higher commitment). However, it has more advantages than flexible working hours: it also improves older nurses' retention, improves the team environment, and improves the knowledge and education of younger nurses. Therefore, it contributes to achieve the MPH's vision by increasing the healthcare quality.A generated action plan, including key actions, success criteria, timescales, resources, respon
Revision with unchanged content. Low retention of valuable employees and difficulties in finding qualified candidates for recruitment are two issues in the high growth markets, and a growing concern among consultants and Human Resources (HR) managers around the world. The managers focus is often on the easy-to-measure data, like turnover data and number of employees, largely ignoring intangible variables like the job satisfaction. We suspect that a number of current HR policies, like training and hiring, are inefficient because of misperception of work related attitudes when designing policies addressing retention. Although literature shows the training does not directly influence work attitudes like job satisfaction, many managers falsely assume a causal link between the two. On the other hand, policy makers focus often on hiring to replace the loss of specialists, but they don t measure the real causes behind the turnover. This book presents a case study of the Romanian market and it builds a System Dynamics model that tests HR policies. We show that improving commitment is done by taking into account the intangible variables in HR management.
The UK restaurant sector employs a significant number of part-time employees, some of whom are experienced, but many of whom are not. Notwithstanding this they tend to perform the same work tasks and hold the same responsibilities as full-time employees. However, restaurant managers often treat part-time employees inappropriately with regard to recruitment and selection, induction and training, development, retention and turnover. As a result, part-time employees may develop negative job attitudes and behaviours, e.g. higher staff turnover, lower level of commitment and less willingness to contribute to the organisation than their full-time counterparts. Such attitudes and behaviours affect service quality and customer satisfaction as most customers do not know or even care whether an employee is full-time or part-time. They are only looking for appropriate standard of service quality. This study investigates the management of part-time employees in the restaurant industry using the UK restaurant sector as a case study.