gcbennet_SAMPLE REC REPORT

gcbennet_SAMPLE REC REPORT - RECOMMENDATION REPORT FOR...

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RECOMMENDATION REPORT FOR REDUCING EMPLOYEE TURNOVER AT WALGREEN’S 3003 NORTH KESSLER BLVD. PREPARED FOR DON NIMMER, HEAD MANAGER WALGREEN’S 3003 NORTH KESSLER BLVD. PREPARED BY: CHRIS REICHERT TRACY BROWN BEJAMIN REED ERIN SEVERA ADAM BRILL DECEMBER 9, 2002 1
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Walgreen’s is currently experiencing problems with employee turnover. During the time period of August 2002 to November 2002, the Walgreen’s at 3003 N. Kessler Blvd. has lost four employees. The loss of these employees has taken its toll on the remaining employees by making job tasks more difficult to complete and causing more overtime. Because of the current situation, many employees are trying to gain employment elsewhere. In this recommendation report, we will address why employees leave, why employee turnover is a problem, and giving recommendations on how to retain employees. METHODOLOGY The research process for this report started with online resources and databases. We analyzed several articles on employee turnover, searching for causes and solutions for this common problem in today’s business. The research then continued with individual surveys that were handed out to 14 Walgreen’s employees. This information helped us to better understand how the employees view their current job, what motivates them to stay, and what conditions would provoke them to leave. REVIEW OF LITERATURE – SECTION 1 The research shows that employee turnover affects a company in many ways. The information found in the articles focused on two key issues: Why Employees Leave and Why Employee Turnover is a Problem. The literature also discusses successful strategies to retain employees. WHY EMPLOYEES LEAVE Several causes of employee turnover have been researched and discussed by experts. For example, “A recent study by the University of Hartford found that retail employees leave a job because of issues related to job satisfaction, not salary” (Talcott & Peterson, 1998, p. 131). An article published by China Staff says that employers should place clear expectations on employees so that the job duties do not come as a surprise down the road (“Career Management”, 2001). Further evidence points to the lack of job fulfillment (Ettorre, 1997; Talcott & Peterson, 1998; “Career Management”, 2001). (2001) agree that employees feel that their skills are not being utilized and that their time spent working has been wasted. Ettorre (1997) and China Staff (2001) claim that employee’s feel that career barriers that prevent advancement or promotions also make employees want to leave (1997, 2001). Ettorre believes that the lack of growth, opportunities, and recognition will make employees leave any organization (1997). 2
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This note was uploaded on 10/15/2011 for the course ENG-W 231 taught by Professor Saraherrell during the Spring '11 term at IUPUI.

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gcbennet_SAMPLE REC REPORT - RECOMMENDATION REPORT FOR...

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