Parts Two Parts Are Short Answers The Last Part Is A 4-Page

3 Parts Two Parts Are Short Answers The Last Part Is A 4 Page Paper

Part 1: Respond to the following discussion question. To earn full credit, post a response of 150 words that includes at least 1 APA citation and the associated reference: The Manager’s Notebook, “Voluntary Turnover in China,” addresses the high rate at which workers in China have been choosing to quit their jobs. Do you think voluntary turnover is becoming more of an issue in the United States? If you are a manager, do you think that voluntary turnover is an issue? How would you deal with it?

Part 2: Your journal post should be 150 words long. For this unit: Think about your own goals to achieve work–life balance in your work life. How will these goals influence the type of career choices that you make? What about the type of company or industry that you will seek out for employment? What trade-offs are you willing to make to achieve your goals for work–life balance with regards to salary, ambition, or geographic location?

Part 3: Write a 4-5 page paper in APA format (not including the cover page and reference page) that responds to the prompts below. Scenario: Locate a type of business that has a high voluntary turnover. Where there is high voluntary turnover, managers often face difficulty in finding replacement workers. If you are a manager in a high–voluntary turnover situation and one of your workers decides to leave, you will likely find yourself on the market, fighting to replace the talent that just left. A high–voluntary turnover problem also usually means difficulty in finding and hiring replacements.

1. Describe the business and give an overview of your analysis of why it has high voluntary turnover.

2. You have been asked by that company to hire a new worker for your unit. You have been given responsibility for conducting the recruitment and selection. How would you recruit a new worker for your unit? Explain why you would use those particular methods and sources. How will you select the applicant who will actually get the job? Would you use some sort of tests and an interview? If so, what kind and in what order? Can you help to avoid the high voluntary turnover during the recruitment process?

3. An alternative to trying to hire scarce talent is to grow your own. That is, an organization may decide to provide training and development opportunities to current workers in order to develop needed talent. What are the advantages and disadvantages of this approach?

4. Do you think internal development of talent would also have an effect on voluntary turnover? Why? What would be the downside?

5. When the United States signed a free-trade agreement with Canada (1989), no one thought twice about it. When the agreement with Mexico was signed (1994), there was significant opposition. Use the concepts of interindustry and intra-industry trade to explain the differences in opposition to the two trade agreements.

6. Do you know of or can you locate any companies that focus on internal development? Does it seem to be effective?

Paper For Above instruction

Voluntary turnover remains a pressing concern across various global economies, including the United States. While historically associated with dissatisfaction or better opportunities elsewhere, recent trends suggest that voluntary turnover is escalating due to multiple factors, including changing workforce expectations, economic stability, and organizational culture. In the U.S., this phenomenon is increasingly significant as employees seek work environments that align better with their personal values, growth ambitions, and work-life balance. According to Hom and Griffeth (1995), high turnover can be detrimental to organizational performance, leading to increased recruitment costs, loss of institutional knowledge, and diminished morale.

As a manager, I recognize that voluntary turnover can be inherently disruptive, especially when it involves high performers or vital roles. To address this challenge, I would implement strategies such as fostering a positive organizational climate, offering competitive compensation packages, and developing strong employee engagement initiatives. Regularly conducting stay interviews can help identify emerging dissatisfaction and preemptively address concerns. Additionally, providing professional development opportunities and clear career progression paths can help retain talent by aligning individual aspirations with organizational goals (Mitchell et al., 2001).

Understanding the drivers of employee turnover necessitates a comprehensive approach. Factors such as organizational culture, leadership style, job characteristics, and external labor market conditions contribute to employees’ decisions to leave. Specifically, organizations with high turnover often neglect to create a sense of belonging or fail to recognize employee contributions, leading to disengagement. Addressing these root causes through targeted interventions can reduce voluntary turnover and foster a committed workforce.

Transitioning to the issue of work-life balance, my personal goals influence my career decisions significantly. I aspire to work in environments that promote flexibility, respect personal time, and prioritize employee well-being. This influences my preference for industries and companies that value work-life harmony, such as technology firms or organizations committed to employee wellness. To achieve this, I am willing to make trade-offs, including accepting a lower salary initially, prioritizing geographic proximity to family, or choosing roles with flexible schedules over higher ambitions that demand excessive hours (Greenhaus & Allen, 2011).

In assessing high-turnover industries, the hospitality sector exemplifies this challenge. Hotels and restaurants often experience high voluntary turnover due to demanding schedules, low wages, and limited advancement opportunities. As a manager in such a setting, recruitment strategies would involve sourcing candidates via online platforms, employee referrals, and industry-specific job fairs. Selection methods would include structured interviews focusing on resilience and customer service skills, supplemented with situational judgment tests to predict behavior under stress. Offering onboarding programs emphasizing organizational culture and development opportunities can also mitigate early employee turnover.

An alternative to external recruitment is cultivating talent internally through training and development initiatives. This approach offers advantages such as increased employee engagement, loyalty, and a deeper understanding of organizational culture. However, disadvantages include potential limitations in fresh ideas and the risk of internal competition or complacency (Huang & Beasley, 2016). Internal development can positively influence voluntary turnover by creating career pathways, reducing turnover intentions, and fostering commitment. Conversely, it might lead to stagnation or skills mismatches if not properly managed.

The historical context of trade agreements demonstrates how perceptions of interindustry versus intra-industry trade influence public opinion. The Canada-United States Free Trade Agreement in 1989 was relatively straightforward, involving parallels in manufacturing and resource industries, fostering less opposition. The Mexico-United States agreement in 1994, however, faced resistance due to fears of job displacement in industries where intra-industry trade was more contentious, such as manufacturing and agriculture. Interindustry trade, involving different sectors, tends to generate less opposition because it affects fewer direct competitors, whereas intra-industry trade can threaten existing market shares, heightening opposition (Krugman, 1980).

Several organizations prioritize internal talent development, such as Google and Zappos, which invest heavily in continuous training, mentorship, and internal mobility programs. Evidence suggests that these initiatives can lead to higher employee satisfaction, reduced turnover, and enhanced organizational agility. Nevertheless, their effectiveness depends on organizational commitment and proper implementation (Bersin, 2019). Overall, fostering internal talent development appears to be a strategic approach to addressing high turnover and enriching organizational capacity.

References

• Bersin, J. (2019). The rise of internal mobility: Why companies need to rethink talent development. Deloitte University Press.
• Greenhaus, J. H., & Allen, T. D. (2011). Work-family balance: A review and extension of the literature. Journal of Management, 37(1), 20–32.
• Huang, J., & Beasley, J. E. (2016). Internal mobility and employee retention: The impact of career development practices. Human Resource Management Review, 26(3), 251–261.
• Hom, P. W., & Griffeth, R. W. (1995). Employee turnover. South-Western College Publishing.
• Krugman, P. (1980). Scale economies, product differentiation, and the pattern of trade. American Economic Review, 70(5), 950–959.
• Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44(6), 1102–1121.