How RasGas Minimize the Increased Employee Attrition - Term Paper Example

Human Resource Management Challenge: Increased Employee Attrition and Turnover at RasGas Name Institution Course Date Executive Summary Today, human resource management is faced with challenges due to advancement in technology and economic turbulence. Effective human resource management is a source of sustainable competitive advantage. One of the major human resource challenge facing organisations today is high employee attrition and turnover. RasGas is a liquefied natural gas company in Qatar which has experienced increased employee attrition in the recent years. The relevance of this study is to highlight a major human resource challenge and how such a challenge is influenced by organisational change, conflict and corporate culture. First, the paper will offer an overview of RasGas. It will explain the concept of attrition and turnover in human resource management and it will explain how RasGas is influenced by attrition and turnover and the major causes of the same. Second, the paper will explain how organisation change, corporate culture as well as conflict impact attrition and turnover and how these concepts have been managed to date. Third, a number of recommendations will be highlighted that can assist RasGas minimize the increased employee attrition and turnover. Table of Contents Executive Summary 2 Table of Contents 3 Introduction 4 Employee Attrition and Human Resource Management 5 Overview of the RasGas 5 RasGas and Human Resource Management 6 The High employee attrition and turnover at RasGas 7 Organisational Change 8 Organisation change and Attrition and Turnover 8 Management of Organisational Change 9 Corporate Culture 10 Corporate Culture and Employee Attrition 10 Management of Corporate Culture 13 Conflict 14 Conflict and Employee Attrition 14 Root Causes of Conflict 15 Management of Conflict 16 Recommendations 17 Improvement of Management 17 Implementation of High Performance Work Practices 17 Dealing with Cultural Differences 18 Enhancing Employee Motivation 19 Changing Staffing Strategy 20 Action Plan 20 Conclusion 21 References 23 Introduction Due to technological advancement and turbulence economic environment, it is difficult for organisations to achieve increased performance of the employees (Noe et al., 2007). With poor performance of the employees, organisation effectiveness is compromised. The comprehension of performance goals and organisation effectiveness is attained when effective human resource management is implemented in the organisation (Noe et al., 2007). Human resources contribute to the achievement of organisational goals and objectives and may be regarded as a source of competitive advantage (Noe et al., 2007). Many business organisationsn are faced with the challenge of uncertain market situation. Therefore, in order to gain sustainable competitive advantage in this compelx business environment, companies need to enhance their efficiency and performance (Thompson and Heron, 2005). In the recent years, companies have established and identified the ability of workers to create competitive advantage. However, one major human resource challenge facing many organisations is increased talent loss through attrition and turnover (Bratton and Gold, 2003). This study is aimed at discussing employee attrition and turnover as the main human resource challenge facing RasGas in Qatar. The paper will also explore Human Resource Management in RasGas and will highlight how organisation change, conflict as well as corporate culture influence talent loss through attrition and turnover. The paper will offer some recommendation on how RasGas can resolve and improve attrition and turnover of employees. Element 1 Employee Attrition and Human Resource Management In human resource management, attrition and turnover are considered to having the same meaning since the both take place when employees leave an organisation either voluntarily or non-voluntarily (Mondy, 2010). Attrition leads to considerably reduction in the number of employees which affects organisation effectiveness. Involuntary turnover takes place when the organisation decides to dismiss an employee due to factors such as undesirable behaviour, breach of contract as well as absenteeism (Bratton and Gold, 2003). Voluntary turnover and attrition on the other hand occur when an employee leaves the organisation due to reasons ranging from family issues, retirement, better employment opportunities or poor pay etc. the major causes of employee attrition and turnover include employee poaching, employee dissatisfaction, poor working environment, lack of organisation learning, lack of employee recognition and poor remuneration system (Bratton and Gold, 2003). Overview of the RasGas RasGas is a liquefied natural gas company situated in Qatar and is among the leading oil and natural gas in the world (RasGas, 2013). The company oversees a number of operations in the energy sector. RasGas has grown considerably over the years and has developed excellent onshore and offshore facilities in order to extract, liquefy and store gas. In addition, the company is considered the leading employer in Qatar and has also employed people in over sixty-seven countries. The company was started in 2001and has about seven LNG trains that have assisted in its operations (RasGas, 2011). The company has also implemented corporate social responsibility in its operations and is involved in community development, education and health. The company has grown to become the world’s largest supplier of energy products (RasGas, 2013). Any performance challenges in the firm therefore threaten to deter energy sector. Research was done that clarified that RasGas was suffering from high rate of employee attrition and turnover over. RasGas and Human Resource Management RasGas human resource is made up of permanent and contract-based employees. RasGas has attracted a good number of criticisms by its employees and outsiders as well as the media for it increased attrition and turnover. This is because the company puts the interest of the customers first at the expense of employees’ health and families. RasGas has various amazing job opportunities in the world (RasGas, 2011). The company is an interesting, hyper-growth workplace where vacancy evolves easily and rapidly. One of the reasons for this is their temporally recruitment. They make use of both temporary and permanent recruitment policy. Selection method is very important in the selection of the best candidate for a vacancy position in the workplace. The major selection techniques used by RasGas include interview, psychometric method and assessment centre (RasGas, 2013). However, the most used selection method of the company is interviewing. In order to evaluate employee performance, RasGas uses performance management system. Performance management is the process involving the measurement, feedback and open dialogue between the employees and management. The company uses the performance management system to measure performance achieved against performance expected (RasGas, 2013). The High employee attrition and turnover at RasGas The term employee attrition or turnover is termed as a situation when the employees leave a company leading to reduced workforce. Employee attrition leads to reduction in the number of employees (Mondy, 2010). RasGas has grown to be among the largest oil and gas company across the globe. Due to the dramatic growth, there has been a necessity for expansion in the number of employees in order to achieve its goals and objectives. The company’s workforce has grown and has over 3000 employee (RasGas, 2011). RasGas workforce comprises of 88 per cent male and 12 per cent female employees. Regardless of the expansion of the workforce at RasGas, it is reported that the company suffers from high employee attrition and turnover. In 2011, the rate of attrition was 4.6 per cent which reduced to 4.3 per cent in 2013 (RasGas, 2013). Generally, one major human resource challenge facing RasGas is increased attrition and turnover. Since the company still grows, there is a potential for an increase in employee attrition. The company is aiming to decrease employee attrition and turnover. There are a number of factors that contribute to increased attrition and turnover in RasGas. For instance, one of the major factors contributing to high attrition is poor organisational leadership. Leadership entails development of employee promotion in order to motivate the employees and recognize their efforts (Jing and Huang, 2005). Leadership at RasGas does not consider employee promotion and recognition and this puts it at risk of losing important employees. Leadership is required to nurture positive behaviour of employees and ensure high motivation. Another reason for high employee attrition is absence of career development opportunities (Palmer and Dunford, 2008). Any chance for career development is a motivating factor to employees. However, at RasGas, employees do not have an opportunity for career development (RasGas, 2013). Unavailability of career development opportunities in the company has partly contributed to employee attrition and turnover. Lack of adequate staffing has also contributed to employee attrition. This is the major challenge facing RasGas. Many organisations do not succeed as a result of poor staffing strategies. Employees in the company are overworked which affects their productivity and performance (RasGas, 2013). RasGas uses poor staffing strategy as it has failed to expand its workforce as it grows. Another reason for high attrition and turnover is poor job-fit. RasGas is associated with employees with poor job-fit which affects the employees since they are unable to remain in the company as they feel they are not contributing to the organisation. Poor job-fit affects employees as it makes them lose their job or choose to withdraw the job. Employee misalignment is common in RasGas due to poor recruitment and selection strategy (RasGas, 2013). Element 2 Organisational Change Organisation change and Attrition and Turnover Today, organisations are faced with change which impacts organisational effectiveness. Globalization and advancement in technology has changed market expectations which require businesses to make some changes in order to be competitive (Palmer and Dunford, 2008). Significant organisational change occurs when strategies are changed, when a segment of the business is added or removed and when the nature of operation changes. For organisations to be effective, they must undergo change process. There are many reasons why change is required in an organisation. Some of these reasons include the desire for growth, competition, need for improvement and technological changes (Palmer and Dunford, 2008). Managers often make efforts to ensure that they attain a successful change process. While some change processes are successful, some often fail (Palmer and Dunford, 2008). The main aim of a change process is to enhance performance. Nevertheless, organisation change fails due to resistance from employees. When change occurs, employees feel like outsiders and may get frustrated. This often impact their commitment and productivity (Palmer and Dunford, 2008). They may end up resigning due to unsupportive management in the change process and this leads to increased employee attrition and turnover. During a change process, there is need to change the attitudes of employees to prevent resistance and frustration (Palmer and Dunford, 2008). Generally, frustration and resistance witnessed among employees during the change process may result to high attrition and turnover rate. Management of Organisational Change Development of a change management strategy offers a direction and purpose for change. Any change management strategy should understand the characteristics of change, a structure to implement the strategy as well as the risks and resistance to the change (Palmer and Dunford, 2008). This calls for a strategic approach which can be able to manage the change in the organization. Resistance to change in business is seen to occur due to different personal experiences as well as high reliability of employees. Usually, organisations work towards reducing employee resitance in order toensure success change process (Palmer and Dunford, 2008). Change management process involves the steps followed by teams and project leaders in applying change plan in order to bring about transition and meet the envisioned outcomes. Thus, successful change initiative ultimately depends on the ability of the change agent to accurately mirror reality and select and institute interventions that are appropriate to that reality (Jung and Huang, 2005). Change management can be defined as the study of ways to integrate change without affecting organisational culture or its effectiveness (Palmer and Dunford, 2008). When change is implemented in an organisation, there may result to resistance. Resistance to change may be due to fear or uncertainty. Therefore, organisational leaders should develop change management strategies in order to create organisational change that leads to organisational effectiveness. Today, more and more organisations have implemented change management process in order to ensure that a change process brings about positive results to both the organisation and the employees (Palmer and Dunford, 2008). Managers communicate clearly to the employees about the change process in order to prevent resistance. Communication of the change process should include all the stakeholders including sponsors, employees and shareholders (Palmer and Dunford, 2008). In addition, resistance to change should be identified through the gathering of feedback from the employees. In order to reduce resistance, all the employees and other stakeholders should undergo on-going coaching and training and consequences for not supporting the change process should be put in place. To date some companies have failed to manage organisational change and this has affected their operations leading to low retention of employees and increased attrition (Palmer and Dunford, 2008). Therefore, companies should ensure that they come up with strategies to prevent resistance and manage the change process. Corporate Culture Corporate Culture and Employee Attrition Corporate culture can be defined as the arrangement of several qualities that represents an organization and differentiates it from other organizations (Bezrukova et al., 2012). Every organisation introduces to the employees the values, objectives and norms that make up the organisational culture (Bezrukova et al., 2012). Corporate culture assists employees get familiar with the operations and practices of the organisation. Effective understanding of organisational culture can contribute towards improving employees’ performance (Thompson and Heron, 2005). Culture is expected to be learnt and shared in any company. Corporate culture helps to explain how the management and the entire employees behave and make decisions. It is founded upon a set of norms, values and beliefs that regulate the way organisations conduct its operations. Bezrukova et al. (2012) has defined organisational culture as a normative glue that holds operations of businesses together. There are different features that are related to organisational culture. For instance, clearly stated rules in the organisations are related to productivity and high performance of the employees. Corporate culture has an impact on organisations as it influences the productivity and commitment of employees (Bezrukova et al., 2012). Employees in an organisation work as a team to attain organisational goals. When these goals become specific, organisations gain beliefs and develop practices that may lead to success or failure (Mondy, 2010). Corporate culture has the ability to impact communication and ethical stances of the employees. When the employees do not adapt well to corporate culture, pressure and stress may intensify. Employees may stay but become isolated or may choose to resign and look for other opportunities where they may fit better (Noe et al., 2007). Therefore, it is right to say that corporate culture can influence employee performance. When employees do not blend well with the culture of an organisation, the rate of attrition and turnover increases. It is thus important to ensure that employees relate well and accept corporate culture of an organisation (Bezrukova et al., 2012). High attrition and organisational culture have a relationship. High employee attrition creates a disconnected workplace relationship and corporate culture that inhibit productive working relationships leads to high turnover (Bezrukova et al., 2012). To create organisational culture that discourages high attrition requires the development of techniques that enhances employee retention. Companies such as RasGas have experienced high attrition and turnover rate as a result of factors such as poor working condition, poor compensation and communication etc. In order to enhance employee working condition and communication in the organisation, employers should improve organisation culture (Bezrukova et al., 2012). Strong organisational culture has the ability to enhance the productivity and performance of the employees (Bezrukova et al., 2012). It has the capabilities of enhancing self-confidence and commitment, improves employee ethical behaviour, maximizes open communication and reduces stress. Generally, strong and weak organisational culture affects organisational effectiveness. Strong organisational culture is characterised by viability, rarity and imitability (Bezrukova et al., 2012). For organisational culture to enhance organisational effectiveness, it should be viable, rare and imperfectly imitable. In addition, strong organisational culture has the ability to attract and retain high level talent. People with high level of skills and expertise often want to go to organisations that give a number of opportunities to advance and exploit their talent (Bezrukova et al., 2012). People in organisations with strong organisational culture often stay longer and this minimizes high employee turnover. Management of Corporate Culture When an employer implements constructive and strong corporate culture, the communication in an organisation improves, team work develops and employees are able to comfortably accomplish organisational goals and objectives. Human Resource managers are increasingly emphasizing on the organisation mission statement, vision and organisation culture (Noe et al., 2007). Managers manage both the internal and external cultures in order to enable the employees make important contribution to an organisation’s performance and competitiveness. The creation of a positive corporate culture encompasses linking human resource management to the organisation objectives and goals, and creating employment relationship (Noe et al., 2007). What organisations are doing today is implement corporate culture that promotes open communication. Communication is a vital aspect of any business organisation. Bad communication is considered the root cause of many organisational problems (Thompson and Heron, 2005). Communication does not apply to the employees and workers. Leaders are required to communicate effectively in order to ensure success of an organisation. Therefore, managers use communication as a tool for motivating the employees and boosting positive working condition so as to enhancethier productivity and perfomance (Bezrukova et al., 2012). In addition, organisation effectiveness is influenced by clear communication of organisational goals and objectives. When managers clearly communicate the goals, values, objectives and plans of the company, they increase the chances of employees accepting and blending well with the culture (Bezrukova et al., 2012). Today, many companies are faced with the challenge of communicating their expectations and values of the company and this leads to poor performance, low retention rate and high attrition rate. To date, there are some organisations that have poor organisational culture that presents a huge challenge when it comes to human resource management. Every company is required to establish a constructive corporate culture that promotes open communication, effective leadership, effective working condition, and playfulness (Bezrukova et al., 2012). These result to positive employee commitment and motivation and therefore they have a higher order satisfaction which enable them achieve organisational goals. With constructive corporate culture, the rate of attrition and turnover goes down (Bezrukova et al., 2012). Conflict Conflict and Employee Attrition Organisational operations and processes such as that of RasGas happen within a complicated system of organizational environment as well as multidisciplinary professionals financial, legal and regulatory necessities and community based needs (Collins and Rourke, 2009). Within this arrangement, there tend to be cases of competing priorities which most at times leads to both personal and professional misunderstandings that arise among employees. Strong personalities most at times clash beneath the pressure of crucial decisions, changing degrees of understanding, necessity to coming to closure with both issues and their impacts and also time limits to achieve a task (Collins and Rourke, 2009). The problems leading to conflicts occur in a number of instances and involve quite a number of professionals. Conflict affects organisational effectiveness and may lead to negative results when it comes to employees’ productivity and performance. The causes of conflicts in organisations are numeral and keep on recurring bringing about tension (Collins and Rourke, 2009). The past few years have demonstrated the effects of conflicts that have revolved in mounting effective responses (Johansen, 2012). Conflicts have brought about negative effects on many organisations and therefore peace and security are required as solutions to reducing conflict occurences. Conflict is referred to as dispute seen between two or more parties found in diverse business environments (Collins and Rourke, 2009). Conflicts have a huge impact on the company as it leads to lower productivity and performance. Conflict can make employees frustrated and less motivated. Unmotivated and frustrated employees end up resigning and looking for other employment opportunities. This thus increases employee’s attrition rate (Collins and Rourke, 2009). Root Causes of Conflict Conflict may occur as a result of differing point of views, culture, and ideas. In decision making, different employees and managers may have conflicting point of view that may lead to conflict between employees (Johansen, 2012). Breakdown of communication also causes organisational conflict. For instance, if one department needs some information from another department and no respond is seen, a conflict may arise. Interdepartmental difference may result to non-responsive attitude which escalates to conflict which has a huge impact on organisational performance (Johansen, 2012). In addition, it is the responsibility of the employees to meet the expectations of the employers. However, when these expectations are misunderstood or not met, interpersonal conflict can take place. Misunderstanding can be managed through clear communication of goals and expectations (Johansen, 2012). In addition, conflict in the organisation may originate as a result of frustration. Frustration arises from lack of accountability. When something in the organisation goes wrong and nobody takes responsibility, this lack of accountability may result to conflict issues (Collins and Rourke, 2009). Culture difference brings about conflicts in the organisation. Since many organisations especially Multinational Corporations are characterised by a web of complex cultural, social and economic concepts, there is high probability for the occurrence of conflict (Collins and Rourke, 2009). People from the same cultural group tend to be similar in terms of behaviour and ideas while those belonging to different cultural group differ completely. These differences may bring about disagreements that end up resulting to conflict (Johansen, 2012). Management of Conflict In order to reduce conflict in an organisation, a climate that favours security and peace should be created. This can be done through the development of the culture of negotiation between parties involved (Collins and Rourke, 2009). This method involves the creation of a common ground. This tends to enhance the confidence of the parties involved and therefore enable them work together to create peace and security. (Collins and Rourke, 2009). Negotiation si able to create a win-win situation. The strategy involved the development of a strategy that is able to solve conflict before it worsens. In addition, dialogue and mediation can be utilized in solving conflict in the workplace. Many companies have implemented open dialogue and negotiation strategy as a way of dealing with conflict between employees or between management and employees. Another way to mitigate and reduce conflict is confrontation and coercion. Confrontation is termed as an aggressive, assertive and competitive means of conflict management. It is a direct expression of views about conflict situations (Collins and Rourke, 2009). It is effective in solving conflict between employees in an organisation. Confrontation strategy is used by many managers as a means of solving conflict in the organisation (Collins and Rourke, 2009). This has bear fruits since parties are given an opportunity to openly speak their views. However, what many organisations have failed to understand is that it is important to prevent conflict before it occurs. In order to prevent conflict, companies should encourage open communication, fair treatment of employees and effective corporate culture (Collins and Rourke, 2009). Element 3 Recommendations Improvement of Management Leaders in organisations are driven by profound sense of mission. They are required to have team building skills and approaches, personal skills, community skills and agency skills to effectively institute change and empower the team members to perform (John, Andrew and Jeffery, 2003). The effectiveness of any leader is founded upon commitment to values of the organisation. Research studies suggest that management at RasGas is not supportive of issues regarding free communication between employees and management and workplace learning (RasGas., 2011). Therefore, the company should come up with a holistic approach that supports transparency in different aspects of work. The company should ensure that they promote supportive leadership in order to enhance coherence between employees and managers. There should be free communication and interaction in the organisation in order to minimize employee attrition and turnover (John, Andrew and Jeffery, 2003). Implementation of High Performance Work Practices High performance work practice is an approach used in managing companies that strive to encourage effective employee engagement and commitment so as to attain high performance. In order to reduce employee attrition and turnover, RasGas Company should maintain involvement and retain the people’s culture. “Enjoyment” should be considered a part of the working life in the company (Bezrukova et al., 2012). It should focus on people-culture. In addition, it should invest in employees’ welfare programs. The work-life balance should be the main HPWP strategy implemented by the company. Generally, the company should place values on the employees. RasGas can succeed through implementation of high involvement approach through effective communication channels. There should be open flow of information via informal chats. The management should always be free and available to talk to the employees regarding work situations (Bezrukova et al., 2012) Dealing with Cultural Differences Due to globalization, RasGas today is faced with diversity and cultural challenges that has contributed to the increase in employee attrition and turnover. Managers who go overseas for business undergo anumber of challenges owing to culture difference. Hosfstede has provided a number of dimensions of culture that influence expatriates (Bezrukova et al., 2012). These dimensions include uncertainty avoidance, power distance, and individualism versus collectivism and femininity versus masculinity. In order to overcome culture and diversity challenges which yield increased attrition, RasGas should implement training and development programs for expatriates that are able to boost company’s competitive advantage (Jing and Huang, 2005). Operating in a manner that tends to go hand-in-hand with cultural contexts of everyone improves business performance. It is wrong to ignore the cultural differences that beset organisations. Managing adaption to cultural differences should involve ways that limit the need for variation (Jing and Huang, 2005). One way of reducing high employee attrition brought about by cultural variations is to focus on similarities of cultures. RasGas should invest in cross-cultural training and development of the employees. Investing in cross-cultural training allows different people from different cultures to be flexible and understands and respects each other (Jing and Huang, 2005). Enhancing Employee Motivation Another way RasGas can reduce loss of talent through attrition is by enhancing employee motivation. According to Herzberg’s two Factor Theory, hygiene factor and motivator’s factor influence satisfaction and unsatisfaction of employees (Bratton and Gold, 2003). Herzberg came up with hygiene factor to describe factors that result in dissatisfaction such as job insecurity, poor working conditions, poor quality of leadership, and poor compensation to name a few (Bratton and Gold, 2003). On the other hand, motivator’s factor is connected to employee motivation include recognition, advancement, and job satisfaction, opportunity for growth, responsibility and achievement to mention a few (Bratton and Gold, 2003). Therefore, RagGas managers can decrease things that result to dissatisfaction and increasing those that cause satisfaction. In order for managers to effectively motivate their employees and reduce employee attrition, they ought to get rid of control management and in turn increase employees’ levels of accountability as well as responsibility they have over their work (Bratton and Gold, 2003). This would enable the employees feel independent and would five them more power over thier work. Furthermore, managers can constantly provide employees with regular feedback with regard to both their productivity and job performances (Bratton and Gold, 2003). This enables them to build an employer-employee relationship which encourages greater communication and teamwork in the work projects. RasGas managers can also eliminate job dissatisfaction by creating and supporting a culture natured by respect and dignity for all employees. This will create a peaceful working environment that encourages positive energy that enhances teamwork within the working environment (Bratton and Gold, 2003). In addition, RasGas should provide training and development opportunities to their employees. This motivates them to pursue any job position they are interested within the company and will minimize employee attrition and turnover. Changing Staffing Strategy RasGas should change its staffing strategy in order to avoid overloading of work to the employees. RasGas is associated with employee overloading which has an impact on their performance (RasGas, 2011). The company should therefore come up with ways in which they hire adequate number of employees who have excellent experiences and qualification in order to execute their work effectively. If RasGas increase their employees, it will be able to lower attrition rate of the employees. Action Plan The planning process can be used by RasGas to reduce high employee attrition. In RasGas, the operational plan to achieve this goal involves leadership enhancement, motivation of employees, training and development and culture maintenance. The first step of the action plan should involve employment of additional employees. The company should first allocate some resources in order to support this plan. Additional employees will reduce overwork in the company. This plan should be implemented immediately for effective result in reducing attrition rate. The second step should involve training and development. Both the old and new employees as well as the management should undergo training that will enable them deal with cultural issues and will support their career advancement. Leadership of the company should undertake extra training in order to acquire skills and knowledge that will enable them manage the employees well. Management training and development should take approximately six months and should involve training in communication skills, problem solving skills, and decision making skills and people skills. The indicator of success will involve 10 per cent increase in open communication in the workplace and improvement of workplace relationships. The implementation of the entire plan requires financial, human and technological resources. The changes needed by RasGas will be accompanied by various technological requirements that will satisfy the hiring process. Finances are required to hire, train and enhance management system. Collecting evidences to demonstrate the success of the implementations can be conducted through the following processes: gathering feedback from the employees through either survey or anecdotal; conducting compliance audits and reviewing subjects of resistance from employees. This will highlight whether the recommendations are successful in reducing employee attrition. Conclusion In conclusion, companies today are faced with a huge challenge of ensuring high employee effectiveness due to technological advancement and economic turbulence. In order for an organisation to be effective, it is required to enhance its human resource management. In order to gain competitive advantage, companies need to develop effective human resource management. RasGas is a liquefied natural gas company situated in Qatar and is among the leading oil and natural gas in the world. One major human resource management challenge facing RasGas is increased employee attrition and turnover. The term employee attrition or turnover is termed as a situation when the employees resign or retire leading to reduced workforce. Increased employee attrition and turnover in RasGas is as a result of a number of factors such as poor management and leadership, poor employee job-fit, and overworking of the employees etc. Organisation change, corporate culture and conflict may impact employee attrition and turnover. Organisation change may lead to employee resistance which may lead to high rate of attrition. On the other hand, weak corporate culture leads to low level of commitment and poor motivation. This may result to employees resigning. Conflict also influence attrition level and may be solved through negotiation. In order to minimize the rate of employee attrition and turnover, RasGas should enhance employee motivation and improve leadership and management. In addition, the company should change its staffing strategy in order to expand its workforce to reduce overworking. References Bezrukova, K., Thatcher, S. M. B., Jehn, K. A & Spell, C. S 2012, The effects of alignments: Examining group faultlines, organizational cultures, and performance. Journal of Applied Psychology, 97(1), 77-92. Bratton, J & Gold, J 2003, Human Resources Management Theory and Practice, 3rd edition, New York, Palgrave Macmillan. Collins, S & Rourke, J 2009, Managing conflict and workplace relationships, Mason, OH: South-Western Cengage Learning. Jing, W. and Huang, T 2005, Relationship between Strategic Human Resources Management and Firm Performance, International Journal of Manpower, 26(5), pp. 434-449. Johansen, M 2012, Keeping the Peace: Conflict Management Strategies for Nurse Managers, Nursing Management, Journal of Excellence in Nursing Leadership, 43(2), p. 50-54. 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