Retaining Talent: Replacing Misconceptions with Evidence-Based Strategies Course:
BSMH5013 Human Resource Management
Afeefa binti Azimi 809956
Dr. Kamal bin Haji Ab Hamid
12 November 2011
Allen, D. G. (2010), Retaining talent: replacing misconceptions with evidence-based strategies, Academy of Management: Perspectives, Vol. 24, No. 2: 48–64.
David G. Allen is an Associate Professor and First Tennessee Professor of Management in the Fogelman College of Business and Economics at the University of Memphis. Co-authors of this article are Phillip C. Bryant that an Assistant Professor at Christian Brothers University, Memphis and James M. Vardaman which is an Assistant Professor in the College of Business at Mississippi State University. When the article was published in May 2010, Allen had done research on recruiting across culture, and website design and attracting job applicants. In this paper, I summarized the article and offer comments about selected aspects, identify some relevant changes that have occurred after the article has published and suggest areas where research findings would assist in understanding the current state of replacing misconceptions in retaining talent practices with regard to the issues raised. Article Summary
Allen described to what extent the replacing misconceptions of retaining talent with evidence-based strategies. There are five HR managers misconceptions of employee turnover including (l) all turnover is the same, and it is all bad; (2) most employee quit their job because of pay; (3) job dissatisfaction is the primary reason people leave; (4) little managers can do to affect individual turnover decisions; and (5) generic best practices are the best way to manage retention (p. 48). With this research, Allen searched on the replacement of these common misconceptions with evidence-based retention management information. Evidence-based retentions strategies translate knowledge and principles based on the best available scientific evidence into organization practice, to enable managers making decisions (p. 49). With that Allen documented on creating a shared understanding through those misconceptions as below (p. 50): 1. Misconception – All turnover is the same, and it is all bad. Evidence-based strategic perspective showed that organizations need a clear shared understanding of the costs and benefits associated with turnover to develop an effective retention management plan. 2. Misconception – People quit because of pay.
Evidence-based strategic perspective proposed the underlying principles and cause-effect relationships which described as when alternatives are plentiful and employees perceive many
options, they tend to evaluate the work environment and their own attitudes against a higher standard when options are sparse. 3. Misconception – People quit because they are dissatisfied with their job. From the perspective of evidence-based strategic, employee who has grown job embedded with links (co-workers, mentors and friends); fit (job, organization and community); and sacrifice (given up by leaving a job) is more likely to stay though there is an urge to leave the job. 4. Misconception – There is little managers can do to directly influence turnover decisions. Evidence-based strategic perspective proved that turnover can be managed during organization entry (recruitment and selection) and work environment (training and development). 5. Misconception – A simple one-size-fits-all retention strategy is most effective This perspective advised that managers have to understand the nature of turnover in a particular context. Managers should improve decision making on retaining strategies by considering multiple objectives and issues, evaluating alternatives expected outcomes that could arise and considering multiple alternatives. Allen did note four important steps on developing the ability to...