Lecture Art of Leadership and Motivation - Lecture 26

Art of Leadership & Motivation
HRM – 760
Lecture ­ 26

FACILITATOR
Prof. Dr. Mohammad Majid Mahmood


Leader`s Key Responsibility:
Human Resource Retention

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Ethical Issue
There are numerous negative organizational consequences
to firing employees, including the discomfort of the
supervisor who delivers the termination information,
conflict or sabotage from the departing employee, and
the potential for a lawsuit.
In response, many supervisors provide problem employees
unpleasant work tasks, reduced working hours, or
otherwise negatively modify their jobs in hopes that the
problem employees will simply quit.
What are the ethical issues raised by this strategy? 3


OUR ASSEST WALK OUT OF THE DOOR 
EACH EVENING. WE HAVE TO MAKE 
SURE THAT THEY COME BACK THE 
NEXT MORNING 

                                

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HR
Critical Findings
One Out of Every Three People 
Plan on Leaving in the Next Two 
Years
Hay Group, USA

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It Costs Much More to 
Critical Finding
Replace Employees Than to 
Keep Them

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Challenges Facing Organizations
Challenges Facing Organizations
 Worker Shortage
Worker Shortage
 Skill Shortage
Skill Shortage

 Talent Management
Talent Management
 Generational 
Generational 

Differences
Differences
 Global Competition
Global Competition
 Diversity
Diversity
 Loyalty
Loyalty
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What is Employee Retention?
 Employee retention is a process in which 

the employees are encouraged to remain 
with the organization for the maximum 
period of time or until the completion of the 
project. 
 Employee retention is beneficial for the 
organization as well as for the employee. 

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Defining HR Retention

“ The extent to which an employee is committed to 
their work and their organization, and the extent 
to which this commitment impacts their 
performance and intent to stay with the 
organization.”

“ A positive attitude held by the employee towards 
the organisation and its value. An engaged 
employee is aware of business contexts and 
works with colleagues to improve performance 
within the job.”
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So What is it? 
Based on these definitions, HR retention is 
the total of the behaviour employees 
espouse in the organisation which 
primarily should be characterised by: 
 Belief in the organisation
 Drive to work and make things better
 Respect and support for others 
 Desire to learn new skills

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Retention is Commitment Based
Rational Commitment:
 Employees believe they will personally benefit ­ 

financially, developmentally, or professionally from the 
team or organization. 
 It makes sense for them to stay with the organization.

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Rational Commitment Driven By:
 Remuneration 
 Incentives 
 Career growth opportunities
 Health benefits
 Work environment 
 Learning and development opportunities 
 Work­life balance 
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Retention is Commitment Based
Emotional Commitment: 
 Believing in, valuing, or enjoying their day­to­day work, 
teams, managers or organizations. 
 Because they can make a link between their role and 
organizational objectives and value system, and they 
enjoy or find fulfillment in the work

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Emotional Commitment Driven By: 

 Enjoyment of one’s job 
 Role clarity 
 Understanding the link between one’s job and 

organisational strategy 
 Belief in organisational values 
 Respect in direct manager, team and 
organisation 

Emotional commitment drives discretionary effort ­ 
PERFORMANCE

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Role Based Levels of Retention
There are five work related roles that an employee can assume
and these are:


Job Holder Role: employees come to work and do the job that is
listed in their job description.



Team member role: employees go “above and beyond” to help
members of their team work toward common goals.



Entrepreneur role: employees come up with new ideas and processes
and try to get those ideas implemented.



Career role: employees do things to enhance their career in the
organisation; they learn, they adapt new skills, and more.



Organisation member role: employees do things that promote and
help the company even if it’s not part of their jobs or their team’s
duties.
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Have you ever hired 
the wrong person?

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Why Good People Quit?

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Why Good People Quit
Poor match between the person and the job
Poor fit with the organizational climate and 

culture 
Poor alignment between pay and 
performance
Poor connections between the individual, 
their coworkers, and the supervisor
Poor opportunities for growth and 
advancement 
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Hire the Right People
 How Do You Know What 

the RIGHT Person Looks 
Like?

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Typical Hiring Practices
 Failure to detect motivational fit with job
 Applicants "exaggerate" to get a job

 Most hiring decisions made by intuition 

during the first few minutes of the interview 
 Two out of three hires prove to be a  bad fit 
within the first year
 Most interviewers not properly trained
 Excellent employees placed in the  wrong 

jobs grow frustrated when unable to utilize 
their strengths
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Reasons why an employee leaves an 
organization
 Monetary factors 
 Lack of good working condition­ 
 No Flexible work schedules. 

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Reasons why an employee leaves an 
organization
Lack of respect
 Very Few Supportive colleagues: 
Organization is more concern toward 
business 

Increase in favoritisms 
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Reasons why an employee leaves an 
organization
Employee  needs  pride  in  where  they  work  & 
what they do 
Lack of appreciation 

Lack of challenges in job
The job or workplace was not as 
expected 
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Reasons why an employee leaves an 
organization
The Mismatch Between Job and Person 

Too Little Coaching and Feedback 
Lack of support 

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Reasons why an employee leaves an 
organization
Stress From Overwork and Work­Life 
imbalance 
 Loss of Trust and Confidence in 
Senior Leaders 

Less frequency in giving rewards. 

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