In the recent past, Java Corp has experienced difficulty retaining employees, and several employees' termination for performance and conduct has resulted in lawsuits. Any organization's success depends on how an organization retains its employees and the relationship between the human resource and other employees of the organization (Prescott, 2012). Besides, there is a need for employment of retention strategies like long-term benefits and improved employer-employee relationships to avoid costly employee turnover. For Java Corp, voluntary and involuntary employee turnover has helped in replacing incompetent workers and improving the working environment. The benefits of progressive discipline to an organization such as Java Corp include providing equity in applying disciplinary procedures and the provision of consequences of breaking employer rules, thus improving employee retention (Moncarz et al., 2009). It is important to consider legal and ethical factors during the termination process.
For successful organizational management at Java Corp, there is a need for employee engagement. Employee engagement can be achieved through consultations and discussions between the employees and human resource managers on an organization's issues (Moncarz et al., 2009). At Java Corp, scheduled meetings between HR managers and the employees for the week or the month will help listen to the employees' voices. By holding discussions with the employees, they feel incorporated in the business's running and smooth running. Meetings at java Corp can help solve delays in supplies and when employees feel overworked or mistreated. Human Resource Managers can also manage remote teams effectively to ensure that the organization is managed as a whole (Moncarz et al., 2009). Holistic organizational management makes the employees feel part of the more incredible organization, even at the lower levels. Remote management at Java Corp can be achieved through the delegation of duties.
Delegate your assignment to our experts and they will do the rest.
Employing retention strategies is vital in the avoidance of costly employee turnover. The setting of long-term benefits s an essential aspect in the retention of employees. Long-term benefits outside the normally fixed-wage make the employees feel appreciated as part of the organization (Prescott, 2012). Java Corp can have numerous benefits, especially those associated with its employees' personal lives, such as annual leaves, maternity leaves, childcare benefits, and other bonuses. Besides, caring for the employees' health is a benefit that ensures retention of workers and an increase in loyalty as employees will feel valued and their health appreciated. Another important retention strategy is an excellent employer-employee relationship (Moncarz et al., 2009). The relationship between managers and employees must not be subjective such that employees feel used as commodities. A well-defined relationship between managers and employees can be built through direct reporting to the managers, enhancing effective relationships between individuals at Java Corp.
Voluntary and involuntary employee turnover are all significant to the well-being of any organization. Voluntary turnover is essential in facing employees who have other interests in other career models or have accepted other offers from other firms or organizations. Individuals who have other passions apart from the one they are working with usually have poor work performance (Rubenstein et al., 2018)—allowing such individuals to leave when they want to hire individuals who have passion and dedication for work and, therefore, enhanced productivity. Java Corp can allow voluntary turnover by allowing the individuals who write resignation letters or show interest in leaving. Involuntary turnover, on the other hand, is a remedy for incompetency and lower productivity at work. Employees who show less zeal for work and laziness should be let go to allow individuals with the organization's interests at heart (Rubenstein et al. 2018). Involuntary turnover has proven successful in many organizations, and therefore an application in Java Corp will be helpful. Having filtered members in a team due to voluntary and involuntary turnover leads to developing a dedicated team of employees.
Java Corp can achieve the best results when there is progressive discipline. Progressive discipline aims at putting the employees of a given organization at liberty of knowing the consequences that are likely to be encountered if there is a violation of the rules set aside (Prescott, 2012). The several stages taken in a progressive discipline could involve an initial verbal warning, followed by a written warning, suspension, and termination (Prescott, 2012). The culture allows the employees to change their morals or actions. By having a progressive discipline culture, there will be minimal lawsuits regarding termination as employees will have gone through all the stages, and termination will be the last option. Besides, progressive discipline will help the employers and managers in an organization have equity in treating individuals when they violate the organization's rules and regulations (Prescott, 2012). If an employee goes through progressive discipline, even if termination occurs, the employees feel that it was the right decision. The overall goal of progressive discipline is employee retention.
Managers and employers at Java Corp should follow given legal and ethical considerations during termination. Involuntary termination is usually the most challenging of the two forms of termination. In the case of involuntary termination, there should be ethical considerations of an employee having been told the exact reasons for their termination in a written format (D'Cruz et al., 2014). Besides, progressive discipline should have been considered, and the letters of warning and suspension written to the employee presented. Termination of an employee should be based on performance other than other elements that may feature personal differences with the employers or managers (D'Cruz, 2014). At Java Corp, having an independent board that listens to termination cases is essential in ensuring that employees are treated rightly during termination. Besides, having a clear understanding of the legal and federal laws regarding the termination of employees will reduce cases filed against the firm regarding improper termination.
In conclusion, the management at Java Corp should improve the employer-employee relationships as they are critical to any given organization's success. Employee engagements through scheduled meetings and remote organizations are essential in ensuring that there is employee retention. Offering long-term benefits can be another method of ensuring employee retention to avoid costly turnover. Allowing employees who voluntarily or involuntarily want to leave will increase productivity by having a dedicated team. The overall goal of progressive discipline is to ensure employee retention, and it will help reduce lawsuits against the organization as employees feel treated justly even following a termination. During termination, having ethical and legal considerations is vital in minimizing the cases of unprocedural termination.
References
Moncarz, E., Zhao, J., & Kay, C. (2009, May 29). An exploratory study of US lodging properties' organizational practices on employee turnover and retention . International Journal of Contemporary Hospitality Management. https://www.emerald.com/insight/content/doi/10.1108/09596110910955695/full/html.
Rubenstein, A. L., Kammeyer-Mueller, J. D., Wang, M., & Thundiyil, T. G. (2018). "Embedded" at hire? Predicting the voluntary and involuntary turnover of new employees. Journal of Organizational Behavior , 40 (3), 342–359. https://doi.org/10.1002/job.2335
Prescott, R. K. (2012). The encyclopedia of human resource management . Jossey-Bass.
D'Cruz, P., Noronha, E., & Beale, D. (2014). The workplace bullying-organizational change interface: emerging challenges for human resource management. The International Journal of Human Resource Management , 25 (10), 1434–1459. https://doi.org/10.1080/09585192.2013.870314
