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Essay / Research Paper Abstract
This 6 page paper provides an overview of a human resources development proposition, which focuses on the implementation of an education/tuition program in the workplace to improve retention. This proposed project is based on a design for hotels, and provide an assessment of the project. Bibliography lists 6 sources.
Page Count:
6 pages (~225 words per page)
File: MH11_MHretenE.rtf
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Unformatted sample text from the term paper:
or punitive efforts to determine increases in employee outcomes. Instead, evidence suggests that improvements in job satisfaction is directly correlated to improvements in employee performance. Employee satisfaction,
though, is a complex issue. A number of different types of human resource management systems have been put into place in an effort to improve employee satisfaction, including shorter
work days, shorter work weeks, improvements in compensation packages, and educational incentives, including tuition reimbursement programs. The problem of job dissatisfaction continues to exist and has defined a major
issue in human resources management for decades. Statement of the Problem Employee dissatisfaction takes on a number of different forms, and can seriously impact retention rates and overall performance,
especially in service industries. Resistance to change is often the seed of discontent, and becomes a means through which employees voice their dissatisfaction within the organizational setting. One
of the most significant issues relative to employee discontent is that workers often feel out of the decision "loop" and resent feeling forced into implementing decisions that they had not
capacity to determine (Luthens et al, 1999). At the same time, the feeling that the implementation of new protocols, new technologies and new business systems will require significant improvements
in employee skills often threatens an employees sense of importance within the existing business structure (Luthens et al, 1999). Employers must consider ways of implementing change that incorporates these
concerns. The problem with common human resources practices is that they are not necessarily supportive of the emerging humanistic business model. Managers, who are often considered fundamental to the
coaching and training necessary for affective team work, are often amerced in evaluations and assessment of performance that diminish their capacity to support cooperation and diminish competition in team situations
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