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Today's Employees Crave for Additional Responsibility - Coursework Example

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The paper “Today’s Employees Crave for Additional Responsibility” asserts if earlier employees put salary and status at the top of the list, today overall job satisfaction matters more. HR managers should offer valuable workers alternate and flexible work schedules and telecommuting where possible…
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Todays Employees Crave for Additional Responsibility
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Download file to see previous pages The ‘HR’ department has many responsibilities but two, employee acquisition and retention are far and away the most imperative. The HR managers job description requires them to interview applicants to determine their specific qualifications and if they would be a suitable fit for a particular company.  The selection process includes many measured steps that begin before the application is filled out.  Initial screenings that include reference, credit and background investigations only begin the lengthy, complex selection process.  The HR manager’s other main focus is employee retention. The health of any company is contingent on these two factors being managed well as will be demonstrated in this discussion.
Employee retention is contingent on employee satisfaction. According to surveys conducted in 2004, more than half of all Americans are unhappy with their jobs, a figure that is up from the 40 percent who expressed dissatisfaction only a decade ago.  According to the study, there are a number of factors contributing to the decline that can be seen across all income levels.  These factors include constantly changing technological requirements, rising productivity demands and changing workplace expectations on one side and a changing view of the role of work in the lives of incoming workers on the other (Franco, 2005).  Research conducted through Purdue University to help improve productivity and customer satisfaction has revealed a direct link between employee happiness and customer satisfaction as well as overall profitability.
Employee satisfaction has been proven to be directly related to overall productivity within an organization, whether the employees are in direct contact with the end consumer or not.  This relationship can perhaps best be seen in the service-profit chain described by a report given by members of the Harvard Business School faculty.  According to authors James L. Heskett, Thomas O. Jones, Gary W. Loveman, W. Earl Sasser, Jr., and Leonard A. Schlesinger, there are several links in this service-profit chain beginning with the premise that profit and growth are stimulated primarily through customer loyalty.  This loyalty is dependent on customer satisfaction which is influenced in turn by the value of services provided to the customer.  The value of these services comes from employees who are happy, loyal and productive.  Yet, employees can only be happy, loyal and productive when they have a responsive, results-oriented support system backing them up. ...Download file to see next pagesRead More
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