HR

Employee Motivation: Case Study 3

Employee Motivation: Case Study 3

Overview

This case study focuses on the case of Ezra Brooks, a brilliant performer of an organization who left the organization after ten months and a training session that made his CV quite lucrative and impressive. There are two things to consider in this paper: one is that Ezra was communicated that there are no good positions in the organization and secondly, he took the training and portfolio to a much larger organization that hired him.

Discussion

As Ezra's manager, what would you do to retain him?

As Ezra's manager, first thing that is required is to change the employee's perception that there are no jobs in the markets. Ezra has to be induced with the belief that if he works properly, there are ample opportunities to grow as well as opportunities for further academic improvement and many more such training programs.

Capacity Building

The first theoretical approach that the manager could use to facilitate Ezra's case is capacity building (Mathis & Jackson, 2010). There are three main types of capacity building interventions:

Assessment

Assistance

Direct financial support

McKinsey and company (McKinsey & Company, 2001) illuminated the fact that the term capacity building lacks a widely shared definition in the nonprofit sector. The McKinsey capacity framework for building organizational capacity presents human service organizations a unique tool to assess, clarify aspirations, and plan strategic investments in building the organization. This particular framework identifies specific types of capacity and elements needed when building organizational capacity. The framework also provided the structure to help guide the process of effective development, which can help build organizational capacity. The foundational elements of the framework are systems and infrastructure, human resources, organizational structure. The three higher-level elements, aspiration, strategies, and organizational skills build on the three foundational elements and the seventh element is culture, which connects all of the elements to one another (Vodanovich & Piotrowski, 1999).

Turnover

Secondly, in a case when companies are promoting employees by training them and providing educational facilities, a manager has to ensure than the overall turnover is kept low by maintaining positive relations with the employees and constantly communicating to them that the training is being provided because the employees are extremely valuable to the organization (Mathis & Jackson, 2010). For the purpose of this paper, the term has been defined as the rate at which employees leave a workforce. This can further be divided into voluntary turnover and involuntary turnover. Voluntary turnover is initiated at the choice of the employee whereas involuntary turnover is when the employee has no choice in his or her termination (such as long term sickness, death, or employer-initiated termination). A manager must try his best to keep both forms of turnover low, although involuntary turnover can hardly be managed.

Promote Leadership

If an employee like Ezra is being training, it is essential to communicate the importance of that training to the organization. Knowledge management and learning in organizations is required to build effective leaders at all levels of the firm. Such knowledge and learning approaches include, but are ...