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Spring 2020 Author’s Call: The Refractive Thinker® Vol XVIII
The Refractive Thinker® Vol XVIII: Project Management
Fall 2018: RT: Vol XV: NON PROFITS
The Refractive Thinker® Vol XIV: HEALTH CARE
Fall 2017: RT Vol XIII: Entrepreneurship
RT Vol X: Special Military Edition Video
RT Vol X: Special Military Edition Video
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RT Vol XVII Ch. 8: Retaining New Teachers
From the Book: The Refractive Thinker® Vol XVII: Managing a Cultural Workforce: The Impact of Global Employees
SummaryWithin organizations, employee voluntary turnover is almost unavoidable. Involuntary turnovers stemming from organizational downsizing, employee retirements, or job elimination occur daily. Voluntary turnover occurs when an employee leaves of their own decision (Mayhew, 2015). Voluntary turnover is problematic. To diminish voluntary turnover, Tanner (2015) suggested stages that organizations can utilize. The conceivable steps include communication among managers and employees, employee support, and making training and development a necessity. Leaders must be aware of the needs of employees, particularly new employees (“How to Keep”, 2015).
Improving retention rates and decreasing voluntary turnover could be beneficial to the organization. Among teachers, the turnover is the rate of departure of staffs employed in a school for any amount of time, (Oke1 et al., 2016). When leaders effectively focus on a retention strategy that includes implementing a culture in which employees want to stay, the organization will be successful (Ng’ethe, Namusonge, & Iravo, 2012). This chapter may assist the leader’s development of employee retention strategies.