The Applications Problem, Managerial Turnover A Problem?

Vanessa Lugo
Columbia Southern University
The Applications Problem, Managerial Turnover: A Problem?
Managers are extremely vital in an organization as they guide the
organization towards the attainment of the mission and goals of the
organization. Further, managers regulate the use of the organizational
resources, which are allocated, through an informed decision making
process to ensure that all departments of the company are represented
(Heneman et al, 2012). Therefore, managers perform tasks that demand
intensive involvement and critical thinking to ensure that organizations
are not derailed, by crisis situations and drift away from the goals and
objectives. The job demands skilled, competitive and highly experienced
professionals. Professional managers should be well motivated at all
times and given a free hand to work and manage the sites, without the
fear of dismissal (Heneman et al, 2012).
These milestones can be achieved when managers are afforded a chance to
present their case in the event of a failure. Therefore, loosing thirty
managers in one year is extremely problematic to the organization as
the reputation of the same suffers significant drawback. Accordingly,
the remaining managers work in fear of being fired thus fail to exploit
their full talents and potential for the sake of the organization. The
same problem is extended to the junior employees who look up at the
managers as role models (Heneman et al, 2012). The problem managerial
turnover is likely to persist, and HCLC will be second guessed by the
same. Eventually, the company might valuable managers to her
competitors, as well as current and potential clients.
It is apparent that management turnover is a significant issue in HCLC
operations. Such issues call, for serious understanding to ensure that a
comprehensive approach is employed to address the challenges and
problems managerial turnover (Heneman et al, 2012). Furthermore, the
company should seek to establish the most relevant data that should be
collected and considered for addressing the issue of management
turnover. With regards to the above positions, data concerning the
increasingly dynamic environment that the firm operates in should be
given the first priority. HCLC managers operate in different with
different challenges. The implication of the point is that some sites
might perform poorly due to environmental challenges, which affect the
business as stiff competition (Heneman et al, 2012).
It is evident that managers who deliver highly in one station will fail
to deliver in another station. Shocks that hit the managerial
productivity may emanate from the emergence of new markets. As it is
indicated in the problem application, HCLC is taking part in an
extremely competitive environment. Furthermore, data concerning the
effectiveness of the equipment and machines in HCLC Company should also
be gathered, in an attempt to determine whether the machines are
efficient in cleaning the laundry (Heneman et al, 2012). Finally,
background information concerning the managers who were fired or who did
quit their jobs should be gathered. Such data might establish whether
the dismissal was justified.
Training managers to become skilled and experienced in their jobs
demands lots of time and resources. On the same note, the loss of a
trained manager results to double costs of losing valuable person in an
organization who held the blueprints for taking the organization to
breathtaking fortunes. The second cost is paying, for the training of a
new manager to assume the position of the manager who resigned from
their jobs. Lots of operations will go wrong as the new manager learns
the systems of the organization, which might take a long period.
Further, the employee will take time to adapt to the new manager and
most of them might neglect their duties on purpose (Heneman et al,
2012). Eventually, the organization will have to deal with the costs of
working with dissatisfied employees some of whom interact directly with,
the clients. There is a high possibility that the employees will tip off
the clients to take their laundry elsewhere and this adds to the cost of
losing clients to competitors. Finally, the secrets of the company
remain in jeopardy and might be compromised in the event that the fired
managers are offered a job in competing organizations (Heneman et al,
2012). On the contrary, management turnover has the benefit of
controlling over retention of managers beyond their productive tenure.
The aged managers pave the way for the young and brilliant minds in the
Given the working environment and style that is used, by the vice
president to deal with managers, there is a high possibility that one of
the fired managers might place charges against s of engagement and the
contractual agreement. There are laws that protect the rights of
manager, as well as employees against harassment and non-procedural
dismissal. Further, there is a record of angry letters from managers who
felt that the working conditions at HCLC were irrational and unbearable
(Heneman et al, 2012). Therefore, there is a possibility that one of the
managers might choose to take legal action against the company. Such
action might result to the discovery of the company secrets and
malpractices, which have the capacity to bring down the entire
organization. Studies show that, a single lawsuit against the company is
always followed by a second lawsuit and the list might go on and on
until the company chooses to close down. Even the old cases might be
revived and cause significant disruption to the running of the
organization. Eventually, HCLC might be ordered, by the court to pay
thousands of fines and compensations for terminating the contracts of
employees, without a justified reason or course.
It is vital for HCLC to develop a formal process of resignation for
employees. The process will involve comprehensive interviews and
questioning, which will focus on the issues that were creating
discontent among managers and employees, as well (Heneman et al, 2012).
Based on the responses of the formal exit interviews, HCLC can adjust
the leadership style and working environment to eliminate the entire
issues with regard to the demands of the employees. It is vital to
promote democracy and open door communication channels between managers
and directors. Ruling by the iron fist is not the best way of handling
professionals, especially considering that such employees can move to
organizations with friendly terms (Heneman et al, 2012).
Further, HCLC president and the heads of Human resources departments
should consider introducing employee satisfaction surveys, which will
also capture their opinion on the favorability of the working
environment (Heneman et al, 2012). Such surveys have a high possibility
of improving employee retention and regulate the management turnover
issues. Finally, the president should consider addressing the issue of
MR. Williams and assessing the approach of the individual towards
managers. It would be more productive firing the vice president and
retaining the site managers than allowing William to create discontent
among workers to a point of quitting their jobs.
Application case study: Managerial Turnover: A Problem? Page 731-732.
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing
organizations. Middleton, WI: Mendota House.

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