Michigan State University Extension
Tourism Educational Materials - 33129604
06/06/02
Retention-Keeping Good Employees Productive and on the Job
Larry D. Hendrix
Area Extension Specialist
Community Resource Development
April 1980
Cooperative Extension Service
Kansas State University, Manhattan, Kansas
L-545
CRD-10
Retaining Employees
No matter what the business is, one of the common factors
in successful, highly productive businesses is a high
level of employee retention. It is commonly accepted that
the longer an employee stays with a company the more
valuable the employee becomes to the company.
A high level of employee turnover is actually a symptom.
More often than not it is a symptom of a management
problem. When management accepts it as a problem and
attempts to overcome the problem, you have a positive
situation---a situation of potential growth.
There have been numerous attempts to identify and
describe different styles of management. Attempts to
identify a style which is more productive than others
have resulted in varying degrees of failure. The purpose
of identifying particular styles lies in helping to
determine how to make each style or system most
effective.
The secret of success of any system or style seems to be
more in management commitment to do a better job than in
the mechanics of the system or style. It would seem,
then, that there are a number of systems which will work
if those involved in the system are dedicated to making
it work.
Keeping Good Employees
Keeping good help productive and on the job is the
keystone of management. It is an everyday, continual
process. It represents not one single problem with one
single solution but rather a maze of simple and complex
problems each with several possible solutions. Successful
management deals with each problem and chooses among the
alternative solutions. Management is, perhaps, problem
solving and decision making. In dealing with problems the
manager would do well to keep in mind an old rule "If you
are not part of the solution, then you must be part of
problem... If you are part of the solution, you are
probably part of the next problem."
The problem of high turnover seems more evident in some
businesses than in others. The manager who faces this
problem should be aware that there is no simple solution,
only intelligent choices. In making these choices the
manager needs a basic understanding of people and why
they do what they do or why they don't do what you would
like them to do.
The choices management makes in these decisions should be
predicated upon the goals of the organization. The
results of such decisions may actually be a test of the
validity of organizational goals. Realistic goals which
have been developed and accepted by all segments of the
organization will prove to be a much sounder base for
management decisions than goals developed from a narrow
perspective of any one segment of the organization.
To aid in this understanding, we will try to take a look
at several important processes in human behavior. These
might be called:
-The Problem Solving Process
-Motivation
-Communication
The Problem Solving Process
The problem solving process is a sequence of steps which
can be utilized in solving most problems. It is an
analytical approach which is flexible, adaptable and can
be modified to deal with a wide range of problems.
There is considerable feeling among management experts
that all parties involved in the problem should be
allowed to become involved in the solution of the
problem. It might also be a wise management decision to
allow participation by those who might be affected by the
solution. With involvement of this scope, it becomes
especially important that a logical process guide be
used.
1.) Look at the Facts
What is presently the situation? Where does it need
improvement? What should be left alone? In some
management theory "Problem Identification" is cited as
step number one. This author feels that once facts are
sorted out from feelings, beliefs and myths, that we may
discover that no problem actually exists.
2.) Identify the Problem
What specifically is preventing you from reaching a
desired performance or level of production? A proper
identification of the problem is essential to solve the
problem.
3.) State Your Goal in Solving the Problem
Why do you need to solve the problem and how will you
know when the problem is solved? Review alternatives and
select one which will most logically help you achieve
your goal.
4.) Develop a Plan of Action
Who will do what; how will it be done; and when will the
task be started and completed?
5.) Do It
Implement the plan of action; check progress toward the
goal; make adjustments where needed.
6.) Take a Look at What Has Been Done
Have you accomplished what you intended? Have new
problems been created? What needs to be done next?
Motivation
Why do people behave the way they do? There are primarily
two forces which cause people to act or react in certain
ways. These forces can come from within the individual---
they did it because they wanted to; or from some other
source---they did it because someone or something made
them do it. These forces can be tagged "Motivation" and
"Incentive."
We will take a look at both of these forces because they
can both be effective in behavior and managing
organizations toward a desired goal.
Motivation is an inward force which causes certain
behavior. Motivation can be either positive or negative.
Inward motivation is often a very strong force, often
difficult to change and sometimes slow to develop.
Long-lasting changes result from inward motivation.
Motivation can be influenced by one or several factors.
Motivation in job performance may well be influenced by
situations which are completely unrelated to the job.
The term "lack of motivation" could be more appropriately
called "negative motivation." Because of the very
personal nature of motivation, it may be hidden from the
eye of the casual observer or disguised by the employee.
Motivation is not usually responsive to manipulation.
Positive motivation most often arises when the employee
feels he is genuinely an important part of the picture or
the job. Such feelings usually result from involvement
and participation. Strong motivation rises out of a
strong feeling of self worth. Management can be most
effective by creating an environment which enhances
feelings of self worth, involvement, recognition,
responsibility, advancement and growth.
Incentive is an outward influence which causes certain
behavior to take place. Incentive is usually thought of
in terms of "reward" or "lack of punishment." In many
cases incentives can be used to bring about quick
changes. The improvements may tend to disappear when the
rewards no longer come. Sometimes the level of reward
must be continually increased in order to be effective.
An effective manager will understand the differences and
value of motivation and incentive. He will appreciate the
appropriateness of both forms of influence.
Communications
Communication is the keystone to the success of an
organization. Communication is more than writing memos
and giving orders. Communication involves more than just
talking. Communication is a cycle of activity--sending a
message, receiving a message, responding to a message and
sending a new message back. Anything less is
"non-communication."
Within organizations a number of obstacles to
communications occur. Some of these obstacles are:
ordering someone to do something, threatening or
promising certain consequences, preaching or moralizing,
giving suggestions to influence certain behavior,
criticizing, agreeing, name-calling, adversary
positioning, consoling and withdrawing from the
situation.
One of the hangups of management is that it tends to deal
in terms of them and us; or even them vs. us. It is
important to remember that labor may also employ the same
terms so that in effect a double obstacle may exist.
Many organizational messages then come across as "station
to station" messages while "person to person" messages
tend to be more effective.
A "language gap" may present another common obstacle to
organizational communication. Does management talk the
language of the employee? A new employee, in particular,
may not understand the jargon or technical language of
the industry or the company.
When company or organizational goals are not in sync with
individual goals, we may see a communication breakdown.
This may be due to a difference between:
1.) What a person sees and/or hears, and
2.) What a person wants to see and/or hear.
Communication skills are a package of many different
skills. Improving communication skills involves
sharpening all these skills.
Listening Skills---Man was created with two ears and only
one mouth. This might indicate that he should listen
twice as much as he talks. Active listening involves
concentrating on what the speaker is saying---trying to
hear the message as well as hearing the words. Try to
find out what the speaker really means. If you
understand, say so. If you do not understand, ask for
more information or clarification.
Speaking Skills---Give clear, concise, positive messages.
Make directions as detailed as necessary to be
understood. Being too brief may not always be the best
idea. Stress the importance of complete understanding.
Express confidence but avoid cockiness. Be alert to
signals from your audience.
Read Unspoken Messages---"Your lips tell me No-No, but
there's Yes-Yes in your eyes." People often send these
unspoken messages through the eyes, the expression, the
hands or the feet. Understanding this "Body Language" is
a vital element of communication. Actions speak louder
than words. Learn to listen to actions and you'll be able
to communicate more effectively.
The Good News and Then the Bad News---It is often
impractical and impossible to respond positively to every
request from every employee. Any manager will, on
occasion, have to convey what the employee will view as
bad news. In this case, don't pass the buck, stall or
avoid the issue. Respond firmly and directly. Management
has the role of making decisions then accepting the
responsibility for them.
Complaints, Criticism and Disapproval---Mark Twain said,
"We can live for two months on a good compliment but we
will choke to death on a small criticism." You can
disapprove of the job or product but still approve of the
person. Efforts to correct the fault will be more
productive than efforts to lay the blame. When it becomes
necessary to seriously correct an employee there is both
a time and place for it. When an employee is busy at his
job or in front of a group of other employees or
customers would probably be the wrong time and place to
"chew him out." The temper or mood you exhibit will
greatly effect the results of the correction offered.
Remember, communication is not a one-way street.
Employees will respond more favorably to criticisms and
suggestions if they know that they, too, have the of
opportunity to offer suggestions or respond to criticism.
In addition to giving orders and instructions,
communications mean caring and showing appreciation.
When management shows appreciation, everybody wins.
Favorable communication probably offers more in the area
of job enrichment than any other single factor. Open
communication eases tension, reduces confusion, lessens
frustration and alleviates boredom--all high factors in
job dissatisfaction and high employee turnover.
Basically, communications within the organization should
be personal. It's people working with people to
accomplish the goal of the organization.
Larry D. Hendrix
Area Extension Specialist
Community Resource Development
Kansas State University
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