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Management and Turnover

“A Michigan health care personnel director did not tell a nurse about the corporation’s poor financial health. One month after starting work, the firm fired her and 150 other employees due to its severe financial crisis, and she won the right to face a jury. A Vermont engineer won his case of negligent misrepresentation when he was not told that the defense project for which he was hired faced a potential cutback. ” (Walter, Sleeper, 2002) The behavior of staff and inmates is influenced by the management, as well as, lack of management directly and indirectly.

Good places for staff have been considered the well-managed prisons, which also allow inmates to do their time. However, the skills regarding the new age of management must be developed by the correctional managers. Outdated management skills have affected the public-sector organizations, as well as, their employees for too long. In 1990s, a combination of coach and cheerleader was the correctional manager. In this regard, a number of characteristics should be possessed in the correctional managers, which are as follows: Key staff should be involved at all the levels of the organizations.

In addition, values of collaboration, participation, and empowerment for employees should be stressed for

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the employees throughout the organization Ongoing, interactive management training for wardens and deputy wardens should be provided. Situational leadership skills, collaborative problem solving and conflict resolution skills should be refined during the training. In addition, interpersonal communication skills should be expanded, and risk-taking skills should be created in the employees. Organizational values, by which, team-building importance is stressed, should be promoted.

Prison managers should be encouraged to use self-managed work teams. A formalized process should be developed for the identification of potential supervisors and managers. In addition, a course of training for the development of technical, as well as, the interpersonal skills should be provided to them, in order to make them effective managers and leaders. A formalized assessment center should be instituted for the evaluation of applicants, who have come for the different positions of deputy warden, as well as, the warden. In addition, value orientations and interpersonal skills should be identified in these candidates.

Therefore, a participatory management environment can be fostered and supported. A credible employee appraisal system should be developed, which should reward the successful employees for their achievement and initiative in different departments. Financial rewards are not necessary in this regard, as formal recognition will also be able to play the same role in the organization. Management skills should be practiced by the top-level administrators, as well as, the policy-makers for the encouragement of input from the staff members.

Feedback should be taken by the top-level administrators and policy-makers from the mid-level managers. Operational issues should be dealt firsthand by them. mid-level managers should be allowed to access top-level management for their support and encouragement. A vision for the organization should be created and shared with the employees, which may motivate them to work effectively in the organization. In this way, a future orientation with both short, as well as, the long-range goals can be provided by the employees. Job is not left by employees without a good reason.

In this regard, personal, as well as, the internal or work related reasons can be the cause of leaving a job. New job of a spouse in another city is often one of the personal reasons of the employees. In some other cases, people leave their job, in order to give more time to their family and friends. Employer cannot do anything in such situations. However, internal or work-related issues can be solved by the firm. Most often reasons that were recorded during the surveys of CPAs are as follows: Lack of enough advancement opportunities are often the reason of leaving a job.

Talents of the employees are often underused by the employers, and it results in the lack of accomplishment, which tend them to leave the job. In this regard, future promotion and its training is very essential and important, in order to keep the employee in the firm. The supervision and the attitude that is used to supervise the staff is often criticized by the employees, and leave the job. Therefore, the style of management is another important issue, which should be considered by the managers. People can be driven away by a brusque, impersonal, and quota-driven management style in a firm.

In some cases, employees do not get the chance to contribute meaningfully to the company, and therefore, they feels lack of fulfillment, which tend them to leave the job. “Of all factors a firm can control to retain staff longer, the easiest thing for it to change is how it supervises employees. Smart managing partners at first-rate firms treat their employees the way they themselves would like to be treated. (Satava, 2003) The resources of firms are wasted when the staff is lost, in order to have other opportunities, which is a common practice in any workplace.

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