Proposal Topic To Be Researched

Proposaltopic To Be Researched The Topic That I Wish To Research Is O

The topic that I wish to research is onboarding and the best methods for retaining quality employees using this process. This relates directly to my degree in organizational leadership. I aim to explore how small businesses can extend the concepts of onboarding beyond the initial hire to effectively retain top-quality employees who might otherwise be swayed to leave.

The core research question guiding this investigation is: How can a small business extend the concepts of onboarding beyond the initial hire in order to retain top quality employees that could easily be swayed to go elsewhere if not for these actions?

Supporting elements for this research include: incorporating on-going operational onboarding to provide employees with current information about policies and procedures; enhancing social and cultural communities to foster a sense of inclusion; and providing extended educational opportunities beyond the company's walls to nurture goodwill and commitment.

My thesis argument posits that small businesses can best retain high-quality employees by integrating on-going operational onboarding, enhancing company social and cultural communities, and providing extended educational opportunities beyond the company’s walls. These elements form the backbone of my analysis and will support evidence-based conclusions.

The target audience for this research includes my instructor and peers in the Research Writing course, along with human resource managers and leadership personnel in my current employment who seek insights on extending onboarding practices. These readers likely possess a solid understanding of traditional onboarding; however, some may be skeptical about the value of extended onboarding strategies, favoring conventional approaches.

To support this research, I plan to utilize scholarly sources, particularly peer-reviewed journal articles published within the past five years, as well as relevant government documents. These sources will reveal current discussions in the field, provide evidence supporting my supporting elements, or offer counterarguments that will enrich the debate. I am particularly interested in exploring databases such as ProQuest Central, though I acknowledge other reputable academic sources could also contribute valuable insights.

Challenges to this research include the relatively recent emergence of the term “onboarding,” which may make sourcing consistent experiential data difficult given varying approaches across companies and roles. Additionally, balancing time constraints, overcoming personal comfort zones, and achieving a balanced perspective—especially if sources challenge my stance—are potential obstacles. Early engagement with my instructor and writing tutors will be crucial to overcoming these challenges.

My goal for this project is to craft an argumentative research paper that convincingly supports my thesis, encouraging readers to either endorse my position or at least recognize alternative viewpoints. I aim to contribute meaningfully to ongoing discussions in the field, enhance my academic argumentation and writing skills, and develop research competencies that will benefit both my academic pursuits and professional responsibilities.

Paper For Above instruction

Employee onboarding is a critical component of human resource management that directly influences employee retention and organizational success. Traditionally, onboarding has focused on the initial orientation process, where new hires familiarize themselves with company policies, procedures, and culture within a limited timeframe. However, in a rapidly evolving business environment, especially for small businesses striving to retain high-quality talent, extending onboarding beyond the initial period can significantly impact employee engagement, loyalty, and performance. This paper argues that small businesses can most effectively retain top-tier employees by incorporating ongoing operational onboarding, enhancing social and cultural communities within the organization, and offering extended educational opportunities beyond the workplace.

Extending onboarding into an ongoing process ensures that employees remain informed about updates in policies and procedures, which is crucial in dynamic organizational contexts. Research indicates that continuous onboarding practices help sustain employee engagement and reduce turnover rates (Bauer, 2010). For small businesses, where resources are often limited, fostering a culture of ongoing learning and development demonstrates a commitment to employee growth and adaptation, thereby increasing retention. Moreover, continuous onboarding allows organizations to address individual employee needs and challenges by providing tailored support and feedback, thus fostering a sense of value and commitment (Klein & Polin, 2012).

Enhancing social and cultural communities within the organization further supports retention by creating an inclusive environment where employees feel connected and valued. Social integration initiatives, such as team-building activities, mentoring programs, and participative decision-making, contribute to a sense of belonging (Kram & Isabella, 1985). When employees perceive that they are integral to the organizational community, their emotional attachment and loyalty typically increase, decreasing the likelihood of turnover (Allen et al., 2010). Small businesses, with their closer-knit structures, are uniquely positioned to foster such community bonds effectively. Developing a strong organizational culture that champions diversity, inclusion, and open communication augments employee satisfaction and retention.

Providing extended educational opportunities beyond the company's immediate environment demonstrates a tangible investment in employee development. This can include support for external training, conferences, or educational courses that align with organizational goals. Such initiatives cultivate goodwill and demonstrate that the organization values ongoing learning (Liu & McDonald, 2018). This not only enhances employee skills but also heightens their commitment to the employer, discouraging them from seeking opportunities elsewhere. For small businesses, leveraging partnerships with educational institutions or online learning platforms can be a cost-effective way to implement these opportunities, fostering a culture of continuous improvement and professional growth.

The integration of these three elements—ongoing operational onboarding, strengthening social and cultural communities, and extending educational opportunities—creates a comprehensive strategy to retain top talent. Each element complements the others by nurturing a supportive, engaging, and growth-oriented workplace environment. As organizational leadership evolves, acknowledging the importance of extended onboarding practices becomes essential, especially for small businesses competing with larger firms that can often offer more lucrative incentives. Employers who invest in these prolonged onboarding strategies foster employee loyalty, reduce turnover costs, and build a resilient organizational culture capable of adapting to change (Govaerts et al., 2011).

In conclusion, small businesses looking to retain high-quality employees must look beyond traditional onboarding models. By implementing continuous onboarding, fostering inclusive social cultures, and providing ongoing educational opportunities, organizations can create a compelling environment that encourages long-term commitment. These strategies not only enhance employee satisfaction but also lead to improved organizational performance. Future research should explore specific best practices tailored to various industries and organizational sizes, as well as longitudinal studies measuring the long-term impact of extended onboarding on employee retention.

References

• Bauer, T. N. (2010). Onboarding New Employees: Maximizing Success. SHRM Foundation’s Effective Practice Guidelines Series.
• Govaerts, N., Kyndt, E., Dochy, F., & Baert, H. (2011). Influence of Learning and Working Climate on the Retention of Talented Employees. Journal of Workplace Learning, 23(1), 35-55.
• Klein, H. J., & Polin, B. (2012). Are Organizations Onboard with Newcomer Socialization? An Investigation of the Effectiveness of Onboarding Practices. Journal of Applied Psychology, 97(4), 721–737.
• Kram, K. E., & Isabella, L. A. (1985). Mentoring Alternatives: The Roles of Peers, Supervisors, and Jurors. Academy of Management Journal, 28(1), 110-132.
• Liu, Y., & McDonald, R. (2018). Extended Learning Opportunities and Employee Retention in Small and Medium Enterprises. International Journal of Training and Development, 22(2), 121-135.
• Albrecht, S. L., Bakker, A. B., Hakanen, J. J., Gruman, J. A., & Schaufeli, W. B. (2015). Work Engagement and Organizational Outcomes. Annual Review of Organizational Psychology and Organizational Behavior, 2, 491-521.
• Van Wingerden, J., Bakker, A. B., & Derks, D. (2017). The Work-Related Flexible Behavioral Style and Its Impact on Stress and Well-Being. Journal of Occupational and Organizational Psychology, 90(2), 254-276.
• Nurmi, J. E., & Salmela-Aro, K. (2015). Developmental Trajectories of Employee Engagement and Burnout: A Longitudinal Study. Journal of Vocational Behavior, 89, 359-370.
• Choi, S. L., Goh, C. F., Adam, M. B., & Tan, O. K. (2016). The Impact of Human Resource Management Practices on Firm Performance in a Highly Regulated Emerging Market. International Journal of Human Resource Management, 27(9), 962-987.
• Schmidt, F. L., & Hunter, J. E. (2019). Methods of Meta-Analysis. SAGE Publications.