Improving
Job Retention
When
it comes to the well-functioning of any organization, job retention can be
considered one of the most important aspects. Having an under-qualified staff,
or even being understaffed, can significantly prevent organizations from
remaining competitive in the market. In order to maximize job retention and
guarantee the satisfaction of not only the employees, but also the clients, it
is important for companies to constantly apply techniques to create a
satisfying work environment. This paper will present alternatives to enable
JC’s Casino to change its current negative situation and improve its job
retention and its quality of life in the workplace.
Work
Motivation Theories
The
justice theory explains that most individuals value fair treatment, and being
treated as equals by the organization keeps them motivated to also be fair to
their employer. Spector (2012) explains that when employees are treated
equitably and fairly, they will improve their performance level, thus
increasing productivity and quality of life in the workplace. This equity in
the workplace can be achieved by balancing inputs and outcomes, or in other
words, having a positive relationship between the contributions made by
employees to the organization, and what they receive in return. When this relationship is unbalanced,
individuals become unhappy and dissatisfied, since people are often motivated
to find equilibrium. Employees constantly compare themselves to their
colleagues, and if they feel like another individual is receiving better
treatment then they are, tension will rise. In the case of JC’s Casino, the
housekeepers do not feel like there are being treated with fairness and
equality. Because they housekeeping department is understaffed, the current
housekeepers must work harder than usual to clean all the rooms. However, this
extra work is not rewarded or appreciated, leaving them unmotivated and
exhausted. Hiring new housekeepers is crucial, at risk of losing the few ones
working at the moment if the competition offers them better work conditions and
rewards.
Another
work motivation theory, the reinforcement theory, explains that individuals’
behaviors are often motivated by the environment, instead of internal factors.
This theory, which is based on Skinner’s behaviorism, believes that rewards and
reinforcements will most likely affect behaviors, and if desired behaviors are
rewarded, they will most likely be repeated (Feist & Feist, 2009). In JC’s Casino,
the staff is not being rewarded for their hard work and dedication. In fact,
the hostile and toxic environment created by the incompetent manager acts as a
punishment to the employees, who are treated poorly even though they have been
doing what is expected from them. In this scenario, the employees have no
motivation to work their best. If the work conditions don’t change, more and
more employees will eventually quit. The current employees must be rewarded in
some way for their hard work, either with a monetary bonus, an extra day off,
or even with words of reinforcement. Whatever the method may be, it is crucial
for the staff to feel appreciated.
Occupational
Stressors
There
are many factors that can be considered stressful to employees in an organization.
Some of the main ones are the existence of conflicts between coworkers and
supervisors, and also heavy workloads, or when employees are being worked over
their capacity. Being overworked can lead the employee to suffer from anxiety,
which when combined with frustration and job dissatisfaction will most likely
result in an intention to quit. Spector (2012) explains that "a job
stressor is a condition or situation at work that requires an adaptive response
on the part of the employee" (p. 292). When employees feel like their
supervisors put their personal needs above the needs of the organization as
whole, conflicts will arise and the quality of life in the work place will
decline. For this reason, interpersonal conflicts in the work environment can also
be considered a stressor (Spector, 2012).
In
JC’s Casino, many stressing factors can be pointed out. The housekeeping staff
is heavily overworked, since the shortage of employees demands that they work
more than housekeepers in other casinos – but without the extra pay. Not only
this situation is extremely stressful for the housekeepers, it also represents
an inconvenience for the administrative staff, who is constantly asked to clean
rooms even though that is not in their job description. A quick way to fix
these problems is to hire more housekeepers and provide them with a positive
work environment, so they won’t want to quit. By having a full and prepared
staff, most departments in the casino will be relieved – the housekeepers
themselves, for not having to work harder than normal; the administrative
staff, for not having to do a job that should not be expected from them; and
the front desk clerks, for not having to deal with angry guests when they are
not allowed to check-in to their rooms at a reasonable time.
Job
Satisfaction
By
analyzing the current situation in JC”s Casino, it is safe to say that the
levels of job satisfaction in that work environment are dangerously low.
Employees are being overworked, human resource is scared to confront the owner’s
stepson, directors are unable to hire qualified staff, and workers have to deal
with a hostile and incompetent manager who only has a job because he is related
to the boss. Most departments in the casino are suffering from lack of
management and team work, and job dissatisfaction is present throughout the
casino – from front desk to housekeeping, administration, and Human Resources.
Joe, the casino manager and owner’s stepson seems to be one of the biggest
causes of job dissatisfaction in this organization, and needs to be eliminated
or retrained. Although the Human Resources director is scared to confront the
casino owner about his family member, he must do so. By explaining to the owner
that his business has been constantly losing not only employees but also money,
he will understand that it is in his best interest to handle the situation
about his stepson being a poor employee.
Counterproductive
Behaviors
Counterproductive
behaviors can be explained as those actions that work against an individual’s success
in the workplace. Examples of counterproductive behaviors are bullying, gossiping,
complaining irrationally, back-stabbing, showing favoritism, and acting
unprofessionally in general. “Counterproductive behavior in the workplace can
take many forms, from difficult personalities that damage team cohesion to
employee theft that undermines your organization’s financial well-being” (Mack,
2013). These types of behavior represent an extremely negative impact in all
levels of the organization, and will prevent the staff from achieving its full
potential professionally.
In
JC’s Casino, the main offenders when it comes to counterproductive behavior are
Joe and his unprofessional ways to supervise the casino dealers, the head pf
housekeeping for his inability to staff the department correctly, and the
director of Human Resources for his inability to identify and correct the
management problems in the casino staff. Human Resources is the most crucial
department where immediate change must occur. The director in this department
must immediately bring the owner up to date regarding how destructive the
behavior of the dealers manager is, since gambling is the most important aspect
in any casino. If the owner insists on keeping his stepson in the staff, he can
be retrained and placed in another department where his abilities will be
better employed.
Conclusion
The
success of an organization lies in great part in the hands of its employees. If
they are not satisfied, they will most likely look for employment elsewhere. By
creating a positive work environment, the organization is setting itself up for
not only an increase in productivity and profits, but also becoming a model for
employee well-being and job satisfaction. If JC’s Casino applies the
aforementioned ideas for job retention, it will become a competitive local
casino as well as a profitable and well-maintained work environment.
Implementing concepts from different motivational theories allows organizations
to cater top their employees’ specific needs without compromising their beliefs
and their budgets, since employees will responds to many different incentives.
Regardless of which reward they choose, organizations should constantly strive
to jeep their staff happy, guaranteeing a high level of employee retention.
References
Feist,
J. & Feist, G. J. (2009). Theories of
personality (7th ed.). New York, NY: McGraw Hill.
Spector,
P. E. (2012). Industrial and
organizational psychology: research and practice (5th ed.). Hoboken, NJ:
Wiley.
Mack,
S. (2013). The impact of
counterproductive behavior in organizations. Retrieved from
http://smallbusiness.chron.com/impact-counterproductive-behavior-organizations-25481.html
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