1. By:

2. “We can’t stop
employees from leaving
unless we have a plan
to make them stay!”

3. The challenging is not only to attract the
best talents but also to retain them.
• Rising opportunities for career
development
• Lifestyle decision
• Job changing
• Unbalance work life
which influence an individual’s
decision to continue or quit.
INTRODUCTION

4. WHAT IS AN EMPLOYEE?
- is a person who works for another. It is a hired individual who has
to provide services to a company on a regular basis in exchange
for compensation.
WHAT IS AN ORGANIZATION?
- It is a social unit that is structured and managed to meet a need
or to pursue collective goals.
- It is also an open system– they may affect and can be affected
by their environment.

5. WHAT IS EMPLOYEE ENGAGEMENT?
- It refers to the workplace approach intended to ensure committed
and motivated employees that contribute to organizational success
and together are able to enhance their sense of well-being.
WHAT IS EMPLOYEE RETENTION?
- A process in which the employees are encouraged to remain in
the organization for the maximum period of time or until the
completion of the project.

7. EMPLOYEE RETENTION WILL
BENEFIT AN ORGANIZATION
 The cost of turnover
 Loss of company knowledge
 Interruption of customer service
 Turnover will lead to more turnovers
 Goodwill of the company
 Regaining efficiency

8. Obviously, it’s important for organizations to reduce turnover rates. However, in
order to reduce these rates, organizations must first understand the main reasons why
employees leave for other positions. Because Good people don’t leave good
organizations– they leave poor managers!
12 Reasons for Employee Turnover
1. Rude Behavior. Studies shown that everyday indignities have an adverse effect on
productivity and result in good employees quitting. Rudeness, assigning blame,
backbiting, favoritism and retaliations are among reasons that aggravate the turnovers of
employee. Feeling resentful and mistreated is not an enticement for a good work
environment.
2. Work-life Imbalance. When the employees are forced to choose between their personal
life and a work life. (e.g. longer hours in work and weekend work)
3. The job did not meet expectations. The job was significantly vary from the initial
description and what was promised during the interview stage. It may lead to mistrust,
and when this trust is missing, there can be no real employee ownership.
4. Employee misalignment. Managers should not try to force a fit when there is none. This
is like trying to force a size nine foot into a size eight shoe. Neither management nor
employee will be happy and it usually ends badly.

9. 5. Feeling undervalued. Everyone wants to be recognized and rewarded for a job well
done. The most effective recognition is appreciation. It is an effective way to communicate
appreciation in a positive effort, while also reinforcing those actions and behaviors.
6. Coaching and feedback are lacking. Giving and getting honest feedback is essential for
growth and building successful teams and organizations.
7. Decision-making ability is lacking. Organization must gives employees latitude to do
their jobs by placing trust in them. In that case, employees will embrace that job with
enthusiasm and pride of ownership.
8. People skills are inadequate. Many managers were promoted because they did their
jobs conspicuously and got results. But that doesn’t mean they know how to lead. Leaders
aren’t born they are made. It’s time for the manager to impart the knowledge and skills he
had to his employees.
9. Raises and promotions frozen. Organizations may not have a goal to offer the best
compensations but if they don’t , they better pay competitive wages and benefits while
making their employees feel valued.
10. Faith and confidence shaken. Employers need to demonstrate appreciation through
their employees actions.
11. Growth Opportunities not available. Employees need to develop new skills and
responsibilities in their current positions.
12. Organizational Instability. With constant reorganization and shuffling people it causes
frustration leasing to confusion and inefficiencies.

10. EMPLOYEE TURNOVER VS. EMPLOYEE
ATTRITION
“Turnover” and “attrition” are business and human resource
terms that often are confused. There are several types of turnover,
but attrition usually can be described as a reduction in workforce.
Turnover Attrition
both occur when an employee leaves in the company
Results from a number of employment
actions, such as discharge, termination,
resignation or job abandonment.
Occurs when an employee retires or when
the company eliminates his job.
The company seeks someone to replace
the employee.
The employer leaves the vacancy unfilled
or eliminates that job role.

16. Definition of motivation:
* The driving force within individuals by which they
attempt to achieve some goal in order to fulfill some
needs or expectation.
* The degree to which an individual wants to choose
in certain behavior.

17. MOTIVATION AS A PROCESS:
It is a process by which a person’s efforts are
energized, directed and sustained towards attaining
the goal.
*Energy- A measure of intensity or drive.
*Direction- Towards organizational goal.
*Persistence- Exerting effort to achieve goal
DIRECTION PERSISTENCEENERGY

18. BENEFITS OF MOTIVATION
1. Puts human resources into action. Human resources can be utilized by
building willingness in the employees to work which help the enterprise
in securing best possible utilization of resources.
2. Improves level of efficiency of employees. This will result in increase in
productivity, reducing cost of operations and improving overall efficiency.
3. Leads to achievement of organizational goals.
4. Builds friendly relationship. Which may result in profit maximization
through increased productivity.
5. Leads to stability of work force. This leads to a good public image in the
market which will attract competent and qualified people into a concern.

19. BASIC MODEL OF
MOTIVATION
Needs or
expectations
Result in Drive force
(Behavior or
Action)
To Achieve
Desired Goals
Which Providesfulfillments
Feedback

20. WHAT EMPLOYEES
WANT
 Maintainers.
 Motivators.

21. MAINTAINERS
 Working conditions.
 Company policies.
 Job security.
 Pay and benefits.
 Relationships with
coworkers.
 Supervision.
 Status.

22. WHAT ARE THE ROLES OF A LEADER IN
MOTIVATING THE EMPLOYEE?
• Recognizing each worker as a unique individual who is motivated by different things
• Identifies the individual and collective values system of the unit and implements a reward
system that is consistent with those values.
• Listens attentively to individual and collective work values and attitudes to identify unmet
needs that cause dissatisfaction.
• Encourages workers to “stretch” themselves in an effort to promote self growth and self
actualization.
• Maintains a positive and enthusiastic image as a role model to subordinates clinical
settings.
• Encourages mentoring, sponsorship, and coaching with subordinates.
• Devotes time and energy to create an environment that is supportive and encouraging to
the discourage individual.

23. MOTIVATIONAL THEORY

24. Maslow (1970) believe that people are motivated to satisfy certain needs,
raging from basic survival to complex psychological needs, in that people seek a higher
need only when the lower needs have been pre- dominantly met.
Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lower-higher-order
needs.
*Individual must satisfy lower-level needs before they can
satisfy higher order needs.
*Satisfied needs will no longer motivate.
*Motivating a person depends on knowing at what level
that a person is on the hierarchy.

25. • Skinner
B.F. Skinner was another theorist in this era who contributed to the
understanding of motivation, dissatisfaction and productivity. Skinner(1953)
research on operant conditioning and behavior modification demonstrated that
people could be condition to behave in a certain way based on a consistent
reward or punishment system.
• Herzberg
Frederick Herzberg (1977) believe that employees can be motivated by
the work itself and that there is an internal or personal need to met
organizational goals. The distinction between hygiene or maintenance factors
and motivator factors was called the motivation-hygiene theory. He maintained
that motivators or job satisfiers are present in work itself. They give people the
desire to work and do that work well.

26. Motivators
Achievement
Recognition
Work
Responsibility
Advancement
Possibility for growth
Hygiene
Salary
Supervision
Job security
Positive working condition
Personal life
Interpersonal relationships
and peers; company policy,
status

27. Saul Gellerman
Another humanistic motivational theorist, has identified
several methods to motivate people positively. One such method,
stretching, involves assigning tasks that are more than
difficult than what the person is used to doing. Another method,
is participation, entails actively drawing employees into decisions
affecting their work. Gellerman strongly believed that motivation
problems usually stem from the way the organization manages and
not from the staffs’ unwillingness to work hard.

28. McClelland’s Need Theory: Need
for Achievement
Need for Achievement
The desire to excel and succeed
David McClelland
Examine that motives guide a person to action stating
that people are motivated by 3 basic needs: achievement,
affiliation, and power.

29. McClelland’s Need Theory: Need
for Power
Need for Power –
The need to influence the
behavior of others.

30. McClelland’s Need Theory: Need
for Affiliation
Need for Affiliation –
The desire for interpersonal
relationship

31. 1. Have clear expectations for workers, and communicate these expectations effectively.
2. Be fair and consistent in dealing with all employees.
3. Be a firm decision maker using an appropriate decision-making style.
4. Develop the concept of teamwork. Develop group goals and projects that will build a
team spirit,
5. Integrate the staff’s needs and wants with the organization’s interest and purpose.
6. Know the uniqueness of each employee. Let each know that you understand his or her
uniqueness.
Strategies to Create Motivating Climate

32. 7. Provide experiences that “stretch” the employee and allow opportunities for
growth.
8. When appropriate, request participation and input from all subordinates in decision-
making.
9. Whenever possible, give subordinates recognition and credit.
10. Be certain that employees understand the reason behind decisions and actions.
11. Let employees exercise individual judgment as much as possible.
12. Create a trustful and helping relationship with employees.
13. Be a role model to the employees.

33. Positive Reinforcement
One of the most powerful, yet
frequently overlooked or underused,
motivators the manager can use to
create a motivating climate.

34. Stay positive, nurses, we are built to
survive!