Joel Westfield

 New consumer rate setting methodology  Budget cuts

 Pay rate reductions  Decreased company health insurance  Elimination of profit sharing  Reductions in company 401k contributions

 Blame employer for difficult economic times  Applying for jobs at other companies  Negative company representation

 Decreased employee morale  Decreased job satisfaction  Increased turnover intentions

CONSUMER SERVICESEMPLOYEE TURNOVER Poor work quality Dissatisfied consumers Open beds Service disruptions Increased Training Costs No employee referrals Detrimental to the company’s bottom line

 Employee perceptions that the company cares  Satisfaction with supervision  Non-financial motivators  Financial rewards

 Work schedule flexibility  Develop skilled supervisors  Non-financial motivators  Financial rewards

 Outside training for Team Leads - $1200  Schedule flexibility – no additional costs  Non-financial motivators – no additional costs  Financial rewards – savings of $120,000/yr.

 Begin implementation 7/15/10  Adopt policy changes by 9/1/10  Complete implementation process by 1/1/11

 Expand outside supervisory training  Team building events outside of work  Frontline employees leading projects

(2009). Hating what you do. The Economist, 392(8652), 70. Retrieved from com.kaplan.uah.edu/login.aspx?direct=true&db=aph&AN= &site=ehost-live Edwards, B., Bell, S., Arthur, W., Decuir, A. (2008). Relationships between facets of job satisfaction and task and contextual performance. Applied Psychology: An International Review, 57(3), 441–465. doi: /j x McNall, L., Masuda, A., Nicklin, J. (2010). Flexible work arrangements, job satisfaction and turnover intentions: The mediating role of work-to-family enrichment. The Journal of Psychology, 144(1), Retrieved from

Joel Westfield Unit 6