Posted: August 5th, 2022

How does turnover impact the HR function?

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Please answer the following questions within a
maximum of 3 double-spaced pages. Note
the limit requires you to be concise in synthesizing all the input from the
classroom material and any external literature you gather. 1. Explain how each of the HR staffing,
training & development, and performance management functional areas relates
to turnover. Consider: How does turnover impact the HR
function? How does the HR function
influence turnover? 2. Using one of the steps in the staffing
(recruitment and selection) function, identify an action that could increase
diversity in the organization’s labor pool. Explain how/why that change can be effective, using support from the
literature. Then, explain the impact an increase in diversity could have on the
organization’s training & development and performance management
functions. 3. Your organization is planning a major organizational change
that will impact a number of employees. Some departments will need additional
employees with specialized skills and other departments will need fewer
employees, leading to a reduction in force (RIF). As the head of the HR
department, what steps will you take in planning for both the increased need
for employees with specialized skills and the RIF? Classroom Reading list available for sources: Main Topic: Staffing
– Bauer, T. N., Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. (2007). Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. Journal of Applied Psychology, 92(3), 707–721.
– Bhakta, K., & Medina, M. S. (2021). Preboarding, Orientation, and Onboarding of New Pharmacy Faculty During a Global Pandemic. American Journal of Pharmaceutical Education, 85(3), 169–172. https://doi-org.ezproxy.umgc.edu/10.5688/ajpe8510
– Cascio, W. F. (2014). Leveraging employer branding, performance management and human resource development to enhance employee retention. Human Resource Development International, 17(2), 121-128.
– Cioca, J. A. (2018). Employee Turnover: An Evidence-Based Approach to a Thorny Issue Science for Work. – Cubrich, M., King, R. T., Mracek, D. L., Strong, J. M. G., Hassenkamp, K., Vaughn, D., & Dudley, N. M. (2021). Examining the criterion-related validity evidence of LinkedIn profile elements in an applied sample. Computers in Human Behavior, 120. https://doi-org.ezproxy.umgc.edu/10.1016/j.chb.2021.106742
– Dault, J. (2018). Recruitment: what you can do to attract the best candidates
Science for Work. – DeFazio, S. M. (2016). Future-proof your workforce. Strategic Workforce Review, 7(92), 40-43.
– Fleck, C. (2016). An algorithm for success. HR Magazine, 61(5), 130-135. – Fox, A. (2015). Keep your top talent: The return of retention. HRMagazine, 59(4), 30-40.
Main Topic: Employee Training & Development
Ebook:
Jain, S. (2019). HR Solutions for Excellence in Training & Development. Society Publishing.
Articles:
Allen, M. & Naughton, J. (2011, August). Social learning: A call to action for learning professionals. T+D, 51-55. Alonso, A., Kurtessis, J. N., Schmidt, A. A., Strobel, K., & Dickson, B. (2015). A competency-based approach to advancing HR. People & Strategy, 38(4), 38-44.
Crosby, D. M. (2014). Sustainability program leadership for human resource development professionals: A competency model. Journal of Organizational Culture, Communication and Conflict, 18(2), 79-86. Kirkpatrick, J. D., & Kirkpatrick, W. K. (2015). Creating a post-training evaluation plan. T+D 67(6), 12-14.
Pee, L. G. & Kankanhalli, A. (2016). Interactions among factors influencing knowledge management in public-sector organizations: A resource-based view. Government Information Quarterly 33(1), 188–189.
Pennington, H. (2011). Using a training needs analysis framework in career development. Nursing Management, 18(2), 32-36.
Tracey, J. G., Hinkin, T. R., Tran, T. L. B., Kingra, M., & Taylor, J. (2015). A field study of new employee training programs: Industry practices and strategic insights. Cornell Hospitality Quarterly, 56(54), 345-354
Yasinski, L. (2014). A competency-based technical training model that embraces learning flexibility and rewards competency. American Journal of Business Education, 7(3), 171-174.
Main Topic: Organizational Change (OC)
Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127-142.
Kotter’s 8-step Change Model (2014). Retrieved from https://www.kotterinc.com/8-steps-process-for-leading-change
Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organizational Change. Academy of Management Review, 25(4), 783–794. https://doi-org.ezproxy.umgc.edu/10.5465/AMR.2000.3707722
SHRM.org (2016). SHRM Competency Model ©. Retrieved from https://www.shrm.org/learningandcareer/competency-model/pages/default.aspx#article-section-1
Sinval, J., Miller, V., & Marôco, J. (2021). Openness Toward Organizational Change Scale (OTOCS): Validity evidence from Brazil and Portugal. PLoS ONE, 16(4), 1–22. https://doi-org.ezproxy.umgc.edu/10.1371/journal.pone.0249986
Unger, C., Mosley Jr., D. C., Gillis, W. E. (Bill), & Maes, J. D. (2021). The Tree of Organizational Change: Historic Narrative Overview. Organization Development Journal, 39(3), 55–66.

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