Tanglewood case 5 disparate impact analysis

Running head: TANGLEWOOD CASE EIGHT RETENTION MANAGEMENT 1 Tanglewood Case 8: Retention Management Research Paper HRMG-5800 Staffing Yolanda Williams, George Thomas and Wally Rivera Lopez Webster University March 2, 2020 Author Note Certificate of Authorship: This paper was prepared by Yolanda Williams, George Thomas, and Wally Rivera Lopez for this specific course and is not a result of plagiarism or selfplagiarism. I have cited all sources from which I used data, ideas, or words either quoted or paraphrased. TANGLEWOOD CASE EIGHT RETENTION MANAGEMENT 2 The Importance of Retention Retention of employees is a difficult task to address in any organization. With a healthy economy, such as the current in the United States, employees at all levels, have opportunities to shop and select employment from the highest bidder. Based on the industry, it is not only vital to retain the best employees within the organization, but it is also important to compete for external talent that can make the organization competitive and thrive successfully. As we know, there are two types of turnover, involuntary and voluntary, that can occur within an organization. Involuntary turnover is needed when there are employees that are not meeting the expectations of their job or may be contributing to counterproductive work behaviors or CWBs. These types of behaviors not only impact the quality of work produced by the employee engaging in CWBs, but can also negatively affect the productivity of other employees in the company, and can create undesirable risks for the employer (Criteria, n.d.). CWB represents ‘‘voluntary, potentially destructive or detrimental acts that hurt colleagues or organizations’’ (Spector and Fox 2002, p. 270), as cited by (Braun, S., Aydin N., Frey, D., & Peus, C., 2018). However, voluntary turnover can have an adverse impact within the organization in various ways as well and can be very costly. The time spent on hiring new employees, training, development, replacement and benefit cost can have a heavy financial toll on the organization, especially when the employee leaves voluntarily. There are many reasons why employees leave organizations voluntarily. Some include expensive or no benefits, low pay, lack of advancement opportunity or bad management. In this paper, we will discuss the high voluntary turnover rate of Tanglewood, a general retail store chain with stores throughout the United States. We will review general regional data and exit TANGLEWOOD CASE EIGHT RETENTION MANAGEMENT 3 interviews and focus on major patterns to determine why Tanglewood is faced with the issues of high voluntary turnover rates amongst its managerial staff. We will provide possible options and recommendations that can change the course and direction for Tanglewood’s managerial turnover rate by looking at areas of diversity, offer recommendations to improve company policies, recognition programs, and comparable benefit packages to compete with its competitors. In addition, we will provide Tanglewood with options to gather information about their competitors, by offering opportunities to conduct “secret shopping” initiatives to see what is working or not working with other retail competitors in the market and offer possible interventions. We will then comprise a memo of our findings to the members of the leadership team, offering solutions to build a more prosperous and successful retention management process for the Tanglewood retail chain. Turnover and the Reasons Why Managers Leave According to the case study, the transition probability matrix planning exercise, indicates a 34% turnover rate of its managerial staff see Chart 1.