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培训是否实际提高员工保留?

2020-07-08 09:28:13分类:MBA论文 阅读:

 

培训是否实际提高员工保留?

Does training actually increase employee retention
 

在很多方面,员工流动对经理,同样对雇主是一个重要考虑事项。首先,雇佣一个新的工人的成本是显著的高。我估计变更一个员工的成本几乎是这个职位一年的工资。我的估计可能是偏低。一家制药企业近期统计一个员工流动的成本是一个人年收入的1.5倍。

 

除了成本考虑,员工流动将在其他方面也造成损害。它会降低员工士气、安全、生产力、跨部门合作,以及——最重要的——客户服务。

 

培训是适宜的。许多雇主相信培训能提高士气,提高动机,并提高人员保留。万豪酒店发现,例如,入门级工人的有效训练对保持这些工人有一个深远的影响。

 

佛罗里达电力企业减少它的年度流失率,从48%下降到9%,使用培训和就业筛选的独特组合。在12个基本技能收到指令后,求职者将被成功地证明这些技能。1992年南安普顿研究所研究关于职场培训,所得出的结论是,时间越长,一个组织有一个适当的培育计划给它的人员,更有可能体验到更低的人员流动,在它的人们之间提高士气,减少敌意。
*还有什么是影响人员流动的?虽然这里有其他报告关于大幅降低员工流动是由于有效的训练,大多数这些研究缺乏有效性,后来在时期研究中有伴随的变化可能会影响流动率。例如,罗马李陶顿试图去测量管理培训在护士之间人员流动的影响。虽然她的发现提出了一个积极的因果效应,结果可能是曲解的:在她研究的时候,医院的大量裁员发生在她的领域。在遵循看来,增加任何失业率也会增加工人流失率。

 

IN MORE WAYS THAN ONE, employee turnover is an important consideration for managers and employers alike. For starters, the monetary cost of hiring a new worker is significantly high. In an 1989 MLO article, I estimated that the cost of replacing an employee could average as much as 1 year's salary for that position.[1] My estimate may have been low. A pharmaceutical company recently put the cost of a single employee turnover at 1.5 times the person's annual salary.

 

In addition to financial considerations, turnover takes its toll in other ways as well. It lowers staff morale, safety, Productivity, interdepartmental cooperation, and--most significantly--customer service.

 

* Where training fits in. Many employers believe that training boosts morale, enhances motivation, and improves personnel retention. Marriott hotels found, for example, that effective training of its entry-level workers had a profound effect on keeping these employees.

The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique combination of training and employment screening. After receiving instruction in 12 essential skills, job applicants were expected to successfully demonstrate these skills. A 1992 Southport Institute study of workplace education concluded that the longer an organization had an educational program in place for its personnel, the more likely it was to experience lower turnover, improved morale, and reduced hostility among its people.[2]

 

* What else affects turnover? While there have been other reports of dramatic decreases in employee turnover due to effective training, most of these studies lack validity since during the periods studied there were concomitant changes that could have influenced turnover rates. For instance, Roma Lee Taunton attempted to measure the impact of management training on turnover among nurses. Although her findings suggested a positive cause-effect, results may have been skewed: At the time of her study, considerable downsizing of hospitals was taking place in her area.[2] It seems to follow that anything that increases unemployment may also increase worker retention.

 

Employee selection procedures can also distort turnover studies (better selection often results in diminished turnover). Richard Wellins is quoted as saying, "If you have a turnover problem ... 8 of 10 times it may very well be due to selection of personnel rather than (lack of) training."(2)

 

Leadership styles and major management innovations have a significant impact on turnover, too. Wellins found, for instance, that the turnover rate in work-team--oriented facilities was sometimes half that of similar institutions with traditional worker-management structures.[2]

 

Almost anything that influences morale can affect turnover (salary and benefits, new policies or practices, changes in leadership, union organizing activities, to name just a few). If you believe employee attitude surveys truly reflect morale, and you accept the theory that morale is an important factor in personnel retention, then there is abundant evidence to support the fact that training positively affects holding onto employees. A study of chain-store employees showed a marked reduction in employee dissatisfaction after an interpersonal skills training program was implemented.[2] Jo Westfall claims that satisfaction surveys led to improved laboratory employee retention.[3]

 

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