Human Resource Management Turnover Problem

Question:-

What can you do from a job design standpoint to help with the turnover problem

Answer:-

Creating a suitable job redesign is the only thing you can do at this point to solve the turnover problem. To perform a job redesign, she should consider the job scope and the job depths. Data entry jobs usually have a narrow scope due to repetitive activities. Although the training programs build the necessary skills, there are high chances of errors due to the narrow scope of work and the mismatch between the abilities and job description (Byars & Rue, 2008). The current problem can also be associated with the job depth because the skills of the employees are upgraded but they are continuing with the previous job activities along with lower pay. This leads to dissatisfactions and the turnover problem. Ms. Shivers should take a sociotechnical approach to redesign the job.

The programs are already focused on the specialization of the jobs and therefore this approach would further analyze the required specializations. As the name suggests the social and technical aspects of the job should be considered. It is a holistic approach where Ms. Shivers should evaluate the current physical environment of the job and the social environment within which the employee’s functions as these are decisive factors in employee turnover. Data entry jobs are different from other technical jobs in terms of the computer skills required by the employees. There is heavy reliance on software skills and error free data presentation and ability to identify the gaps and flaws in work. Depending on these requirements the jobs can be designed. For all the ten employees and all the trainees, she should clearly describe the roles and the type of activities expected from them after upgradation and the freedom of work provided to each functional level. Appropriate payment relevant to the skills is also a social concern for the employees which should be addressed in the design.  She should follow some specific suggestions to successfully create the design. She needs to consider whether the job upgrade or the skill training is necessary for the concerned employee. Providing training to the employees and then having to deal with the cost of employee turnover is not desirable. Therefore, there should be only two objectives to provide training, to improve productivity and to break the monotony of a data entry job. She should also consider re-designing the training programs so that instead off having trainees, the employees can be trained on the job after they are hired. Learning on the job without a separate training program would enable the employees to exercise the freedom of decision making about their work activities. Matching skills with the job, matching jobs with industry pay standards and recognition for the newly acquired skills either through promotion or increased freedom at work should be incorporated (Chase, Jacobs, & Aquilano, 2004). As long as the mismatches continue, employees would not be able to relate to the job they do and would lead to dissatisfaction and demotivated attitudes. Hence, they are now unable to link their job profiles to their social environment. Also, the situation points out that the employees do not see any future working in this company in spite of the best training program. Taking this approach should encourage active participation of the employees as it provides them the autonomy to exercise the skills they have acquired through the trainings and also exercise their authorities endowed by their job roles. This type of redesign would increase accountability in employees and make them self-reliant and would increase team efforts which would also match with a G-6 supervisor skill and upgraded job design and make it easier to manage the employees. The new job design can include features like flexible timings and telecommuting (World at Work, 2009). As skills are upgraded and employees move to the higher levels of capabilities, they can be approved options of flexible working hours along with certain restrictions. Flexible timings can be allowed during certain parts of the day or the week. Similar allowing work from would save cost for the company. But it would also have some restrictions due to the need for adequate supervision (IOMA, 2009).