(Solution) (AC3.1) Discuss factors that influence why people choose to leave or remain in organisations
New User Gifts
First Order Deal get Ksh 200 Off.
Payment Methods:
Description
Solution
(Solution) (AC3.1) Discuss factors that influence why people choose to leave or remain in organisations
Avoidable And Unavoidable Employee Turnover
Avoidable and inevitable employee turnover are two very different things.
Resignations due to circumstances beyond an employer’s supervision, such as job transfers, retirements, or family obligations, are the root cause of unavoidable turnover (Cosentino, 2022). This kind of attrition is inevitable, albeit it’s still bad.
According to Piggy (2023), avoidable turnover refers to resignations that the organization could have taken measures to avoid. Employees may decide to leave because they are unhappy with their compensation, the company’s culture, the lack of prospects for advancement, or the quality of management. Because it highlights problems in the workplace that require fixing, avoidable turnover may be more harmful and expensive.
Push and pull Factors that cause employees to leave
Push
Discrimination
Discrimination in the workplace can significantly drive employees away from ParcelCare. Employees who face unfair treatment based on gender, race, age, or other factors may feel undervalued and marginalised, leading to decreased job satisfaction and increased turnover (ACAS, 2023). Such a toxic environment can damage the company’s reputation and hinder workforce diversity.
Poor Relationship with Manager
Another push factor is a poor relationship with a manager. When employees feel unsupported or micromanaged, it can lead to frustration and stress (Urquhart, 2022). A lack of communication or recognition from managers can diminish morale, making employees feel disengaged and prompting them to seek better opportunities elsewhere.
Pull Factors
Attraction of a New Role
The allure of a new role can be a powerful pull factor for employees considering leaving ParcelCare. A new position offering greater responsibilities, opportunities for skill development, or alignment with personal interests can be enticing (Reyes et al. 2019). Employees are often drawn to roles that challenge them and align with their career goals, providing a sense of fulfilment and achievement. This appeal is powerful when the new role offers clear paths for advancement and the chance to work on innovative projects that spark their passion.
Better Pay
Better pay is a significant pull factor attracting employees to another organisation as evidenced by Croner-i (2016). Competitive salaries and benefits improve financial security and signal that a company values and rewards its employees. For many, a higher salary is a strong motivator, providing the means to achieve personal goals and a higher quality of life. Organisations that offer superior compensation packages often have a competitive edge in attracting top talent.
Please click the following icon to access this assessment in full
Related Papers
(Solution) 7C001 Question 4: Long-term economic trend affecting country
(Solution) Oakwood International 5CO03 Task One –Professional and ethical behaviours
Task One –Professional and ethical behaviours
This task requires you to consider the significance of professional and ethical behaviours for a people practitioner and the values that underpin the people practice profession. To complete the task, you should provide a written response to each of questions below, making appropriate use of academic theory and practical examples to expand your response and illustrate key points.- With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)
- Discuss how ethical values underpin the work of a people professional, including two examples of how ethical values might be applied in a people practice context. (AC 1.2)
- Consider the importance of people professionals being able to influence others and ensure that the ‘people practice voice’ is heard in an organisation, through informed, clear and confident communication. (AC 1.3)
- For each of the situations below (a & b), provide an example of an issue that would cause you to raise the matter to a manager (or other authority) - and describe how you would do this.
- a) where you consider something to be unethical (whether or not it is illegal),
- b) where you believe something contravenes legislation. (AC 1.4)
- Discuss two theories or models relating to the human and business benefits of people at work feeling included, valued, and fairly treated, concluding your discussion with a summary of your own view of these benefits. (AC 2.1)
- Discuss two ways in which a people professional can build inclusivity into a people practice initiative at the design stage, and two ways of checking inclusivity after a people practice initiative is implemented. (AC 2.2)