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・ Employee of the Month
・ Employee of the Month (2004 film)
・ Employee of the Month (2006 film)
・ Employee of the Month (podcast)
・ Employee of the month (program)
・ Employee of the Month (The Sopranos)
・ Employee of the Month EP
・ Employee Polygraph Protection Act
・ Employee pricing
・ Employee raiding
・ Employee referral
・ Employee Relations Law Journal
・ Employee relationship management
・ Employee research
・ Employee resource groups
Employee retention
・ Employee Retirement Income Security Act
・ Employee Rights Act
・ Employee scheduling software
・ Employee self-service
・ Employee silence
・ Employee stock option
・ Employee stock ownership plan
・ Employee stock purchase plan
・ Employee surveys
・ Employee Transfer
・ Employee value proposition
・ Employee voice
・ Employee's State Insurance Hospital & Medical College
・ Employees and Wager-Earners Association


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Employee retention : ウィキペディア英語版
Employee retention
Employee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. In this sense, retention becomes the strategies rather than the outcome.
A distinction should be drawn between low-performing employees and top performers, and efforts to retain employees should be targeted at valuable, contributing employees. Employee turnover is a symptom of deeper issues that have not been resolved, which may include low employee morale, absence of a clear career path, lack of recognition, poor employee-manager relationships or many other issues. A lack of satisfaction and commitment to the organization can also cause an employee to withdraw and begin looking for other opportunities. Pay does not always play as large a role in inducing turnover as is typically believed.〔Allen, D.G. (2008). Retaining Talent. Retrieved from http://www.shrm.org/about/foundation/research/documents/retaining%20talent-%20final.pdf.〕
In a business setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talent and organisational knowledge. By implementing lessons learned from key organizational behavior concepts, employers can improve retention rates and decrease the associated costs of high turnover. However, this isn't always the case. Employers can seek "positive turnover" whereby they aim to maintain only those employees whom they consider to be high performers.
==Cost of turnover==
Studies have shown that cost related to directly replacing an employee can be as high as 50–60% of the employee’s annual salary, but the total cost of turnover can reach as high as 90–200% of the employee’s annual salary.〔Cascio, W.F. 2006. ''Managing Human Resources: Productivity, Quality of Work Life, Profits'' (7th ed.). Burr Ridge, IL: Irwin/McGraw-Hill. Mitchell, T.R., Holtom, B.C., & Lee, T.W. 2001. How to keep your best employees:〕 These costs include candidate views, new hire training, the recruiter’s salary, separation processing, job errors, lost sales, reduced morale and a number of other costs to the organization. Turnover also affects organizational performance. High-turnover industries such as retailing, food services, call centres, elder-care nurses, and salespeople make up almost a quarter of the United States population. Replacing workers in these industries is less expensive than in other, more stable, employment fields but costs can still reach over $500 per employee.

抄文引用元・出典: フリー百科事典『 ウィキペディア(Wikipedia)
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