High employee retention is possible through transparent, efficient, and effective HR practices.
Employers must encourage participation in operational and strategic decisions. Workplaces must promote the well-being of their employees by creating an environment that is conducive to employee participation. Organisations promote work-life harmony and the well-being for their workers. (Armstrong, 2020)
Employee happiness is enhanced by training. This gives them a competitive edge that will help them in their pursuit of professional advancement. Employees benefit from participation in learning and development programs. Their knowledge, abilities, as well as their personality, are increased.
In today’s workplace, there are generation Z, generation X and baby boomers. Institutions must reach equilibrium in order to ensure that every group is included and not ignored.
Because of their different personalities there is very little collaboration among staff. As a result of their differences in personalities, employees are not able to reach agreements or compromise which can hinder their ability to take successful decisions.
This institution invested to improve its reputation by helping the Haitian community. The management is not supportive of corporate social responsibility, which results in low brand equity.
Bad management behavior results in poor employee motivation. Karla, despite being diligent and having excellent interpersonal skills, has consistently underperformed.
The lack of participation in filing award reports is another factor that demotivates workers (Armstrong 2017).
This organization displays a generational split, with younger tech-savvy employees being prioritized over the older generation.
The interpersonal friction caused by the different personalities can hinder the workers’ objective involvement. Robert and Alley, for example, are contradictory people that can impact their objectivity.
The employer’s bad reputation has lowered workers’ enthusiasm and loyalty to it. In order to boost the motivation and intrinsic value of employees, it is important for an organization to enhance its employer branding (Jones et. al. 2018).
Karla was a great employee. But her lack of a career development plan has hurt her performance. There is no comprehensive mentorship or personal development program for staff to help them move to higher levels.
Top leadership ignores baby boomer generations, affecting the objectivity and professionalism of staff.
The three generations of baby boomers are generations X, Z and Y from 1943 to 1963 to 1964, 1980 to 1980 and 2000 to 2000 respectively (Jones and al. 2018, 2018).
Capra Tek’s top workers have become disengaged because the company places emphasis on the retention and recruiting of their younger employees.
Senior citizens felt less active in programs for personal and advanced learning that could help improve their ability to do difficult jobs.
The lack of an intergenerational manager in the company makes it difficult for younger people to form objective relationships.
The organization has failed to leverage the older adults’ particular work ethic compared to the younger personnel (Duggal & Alexander, 2018).
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