Tangle wood - Case Study Example

The company is a chain of retail stores that stocks various items that include home decor items, electronic appliances, and clothing. The company’s target market consists of the upper class, middle class, and even the budget customers. According to Heneman et al., the company derives its competitive advantage from its outdoor theme and the large camping section in each store, and even the design concepts of each store (34). Since 1975 up to now, the company has witnessed tremendous growth that has enabled it to operate more than 240 stores located across the United States and this growth has equally been represented by an increase in the number of employees as well as the increased profitability of the company.

This present case analysis of the Tanglewood Company will analyze the turnover problem that has being experienced in the company. Secondly, it will analyze how this problem might be tackled, the necessary actions that should be taken to solve the problem, and how the available options will be evaluated. Turnover at the Tanglewood stores The human resource department at an organization such as Tangelwood Company is mandated to undertake the task of workforce retention or to ensure that employee turnover is at a minimum level.

According to Heneman et al., workforce retention is mainly emphasized in order to reduce cost of continually hiring new workers and to ensure there is continuity in the organization. This is to say that turnover at the Tangleowood stores was a major problem that could possibly affect the quality of service at the stores, since staff had to be hired periodically and even before, they could master their roles well and even get to know the customers, they would leave the company. This high rate of turnover of staffs at the company meant that the store managers had to regularly use financial resources and valuable time to train the new staffs (43-45).

Sims was of the view that an organization, which has a high turnover of employees, is not financially sound or the management and in particular, the human resource management is poor and lacks proficiency. Therefore, a strategic human resource management at the Tanglewood Company would implement appropriate strategies to ensure that employees are comfortable in the work place and every aspect of the stores favors them, which will make them feel encouraged to continue working for the organization (121-125).

Solving the turnover problem at Tanglewood Company It has been noted above that there needs to be implementation of appropriate strategies that will ensure staffs are encouraged to work at the Tanglewood stores for a longer duration. With reference to the writings by Sims, it is noted that one of the ways through which to lower employee turnover is by ensuring that the staffs have an opportunity to grow within the company and this is achieved by reserving promotion spots for the company’s current workforce (93).

This strategy will encourage the current workforce to stay in the company as they await their chance to be promoted to the next level where the salary and benefits would increase. Heneman et al. supported this strategy by stating that in most cases employees leave a company because of limited opportunities for growth and so they look for other companies that will enable them to grow in terms of their career and even enjoy better remuneration (56-58). The other related strategy is offering training programs to the staffs, which sharpen their skills as well as improve their competency level.

Through human resource development, employees become more devoted to the company and they have a feeling that they owe the company, because of the training that it has been offered to them. The other strategic option for solving the turnove