Role of Job Efficiency

I predict that the employee turnover problem will continue to plague companies. It does not have a proactive plan to calm employee fears, and the company continues to overlook talented employees when they could offer recognition or advancement. If companies does not understand and work to mitigate this impact, employees will continue to leave. It will lose all the institutional knowledge that has been gained over the many years, as well as the strong relationships that exist with customers because individual employees, not the company as an entity, created those positive relationships. If it continues down this path, they will be bereft of talent and growth potential in the very near future.

First, it needs to take the time to understand why the staff acted in such a negative manner and these means truly listening to what the staff is saying and jointly develop ideas that might improve relations in the future. Next, it must act upon this input by designing and implementing activities and/or procedures that will achieve improved relationships and identification. Finally, it must reassess its organizational structure and possibly secure additional contracts to establish advancement pathways.

Developing Rural Outsourcing Programs

It cannot go back and undo the damage that was done to employee morale and loyalty during the downsizing phase. They can, however, learn from this mistake to establish positive programs that would strengthen employee-company relationships and commitment.

To this approach, it should try to establish a Rural Outsourcing program in our own backyard. It's a common lament that American jobs are being out-sourced to foreign countries, particularly to India and China. We ourselves need to find a way to combat that phenomenon, while providing jobs to those areas of the country that are in most need - the rural areas. We need to establish itself as a beacon of hope for many information technology graduates who want to live life in a small-town setting while, at the same time, holding down high-tech employment. Global outsourcing models have been proven that consultants can perform high quality work at off-site locations. We need to take that model and applied it to Rural America, where the lower costs of doing business in regions like Arkansas, New Mexico and North Carolina translate into sometimes 50 percent lower costs than services based in Metropolitan areas. We need to hire a good professional who has a good understanding of rural America and its myriad of possibilities. I come from a rural community and I believe America's rural community has a lot to offer. For Example: Places like Magnolia, Arkansas there are IT professionals who don't want to have to move away to find work in information technology. In another way it should position its centers near universities with strong information technology and computer science programs, and should be a viable avenue of employment for new college graduates. In fact, new college graduates who are interested in living in their home communities will make a key part of its employee base. They usually show up during times of turbulence. By expanding their role to include professional development, they would benefit from a more positive image.

While it may appear risky to help develop in employees the skills and confidence that may make them desirable to competitors, the interactions should actually boost organizational commitment. J. Bryan Fuller, Tim Barnett, Kim Hester, and Clint Relyea (2003) study the effect of "perceived organizational support" on turnover rates (p. 789). Using social exchange theory, also known as reciprocity, they argue that "people are likely to become committed to an organization when they feel that the organization is committed to them" (p. 789). Establishing programs that bolster employee skills, esteem, and morale will likely lead to increased loyalty because the employees will feel that their company actually cares about them and their futures.

Kenneth Greger (1999) asks, "So why not have a culture by design rather than by default? It is much easier to maintain a positive workplace than to turn a bad culture around" (p. 10). The existence of such programs will promote a healthy, constructive organizational culture that will continue to motivate employees and control turnover.

Establish Avenues for Promotion:

The current lack of mobility within the organizational structure has to change or employee turnover will continue to be a problem. This would not necessarily mean adding another level of management; rather, there should be flexibility within the work categories to allow for mobility. Currently, while an employee might advance from a junior to senior category, senior people are stuck. One possibility is to have a salary grade structure. As people move up, they can be officially promoted to the next level and receive the accompanying pay adjustment. Establishing official "team leads" is another possibility. Giving staff members more work to do and more responsibility without any corresponding rewards is not a very good tactic. While employees may be flattered initially, resentment must necessarily set in as they begin to suspect that their company is taking advantage of them. Rewarding high performers is the only way to retain their services and motivate others.

It should also pursue and