Addressing Issue of Junior Employees High Turnover at Abc Consulting
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ABC ConsultingWe help our clients to succeedMEMOTo: ABC Consulting Area ManagersFrom:  HR Director Saif AlmotairiDate:  04/01/2016 Re: Addressing issue of junior employees high turnover at ABC ConsultingAt ABC Consulting, a very high number of junior staff are leaving the organisation after only a short period of employment.  Using Vroom’s Expectancy Theory of Motivation, this memo explores the issue and presents recommendations on actions that area managers should take to address the problem. There are a number of issues contributing to the high turn over of junior staff. Firstly, the junior staff are exerting high levels of effort that is not resulting in achieving the performance expectations of area managers.  Secondly, expectations are created at the initial interview that their performance will achieve the desired outcome of moving onto the bonus system after three months. This expectation is not met leading to a high level of disappointment.  The third issue is that a high value is placed by the new recruits on their contribution being accepted by the management and that they will become eligible for the bonus system.  Failure to achieve the outcomes results in a high level of dissatisfaction resulting in their resignation. In order to address these issues, the following recommendations are made:Provide junior employees with regular training, coaching and counselling that can ensure they achieve the performance requirements of their position; Show how the performance of the junior employees are linked to the specific rewards that they will receive;  Accurately measure performance in an objective manner and provide new employees with regular feedback on required actionsYour efforts and commitment in resolving the problem will enable the organisation to create and sustain an effective workforce and achieve the company’s goals and objectives.  Sincerely, Saif AlmotairiHR director at ABC ConsultingAddress: Level 33, ABC Consulting, 5th Avenue, Brisbane, AustraliaP: +61 7 2345 6789 | F: +61 7 2345 9876Saif@abc_consulting.com.au  | www.abc_consulting.comAnnotated BibliographyChiang, C., Jang, S., Canter, D. & Prince, B. (2008). An Expectancy Theory Model for Hotel Employee Motivation: Examining the Moderating Role of Communication. International Journal of Hospitality & Tourism Administration, 9 (4), 326-351.
This article is based on a study undertaken in the hotel and hospitality industry. The authors explore the role of communication satisfaction as a moderator that strengthens the effect of the three components of the expectancy theory (expectancy, instrumentality and valence). Using high and low communication satisfaction groups, the article indicates that employees who are highly satisfied with communication respond more positively towards the motivation components outlined by the expectancy theory and it concludes that communication should be managed collectively to motivate employees. The researchers do not fail to establish the strengths and the weaknesses of the study based on an intensive review of the literature; and they recommend the extent to which their findings could be used in decision-making.  De-Simone, S. (2015). Expectancy Value Theory: Motivating Healthcare Workers. American International Journal of Contemporary Research, 5 (2), 19-24.In this article , De-Simone aims to establish the role played by Vroom’s expectancy theory to motivate healthcare workers. Using an empirical study undertaken in three government-funded hospitals in Italy, the study establishes that the expectancy theory has some important implications for motivating employees in a healthcare setting. The focus of the study is on the factors affecting the level of motivation of medical and nursing staffs; it includes expectancy, instrumentality and valence, thus the study provides reliable information about the expectancy theory. The article takes a managerial perspective, which makes its information highly reliable when it comes to decision-making.