Tanglewood Case Study-Manager Retention
Retention of managerial employees at Tanglewood is extremely important to the organization, their mission, and the organizational culture that Tanglewood values. As the organization continues to exponentially grow; their staffing and recruitment processes and procedures have not been integrated to focus on retention management. This paper will examine the relationship between managerial performance and turnover, why managers leave, additional data that the organization should utilize, equal employment practices, and recommendations for strategic retention strategies for managerial positions.
Relationship Between Managerial Performance and Turnover
Tanglewood has a strong preference to hire internally for managerial positions because turnover rates for managerial positions pose a competitive threat. Before and during the employment relationship, Tanglewood conveys that their organizational culture and belief is to promote within, and from the bottom up. Because turnover is significantly greater with entry-level positions, it is imperative that subordinates have strong leadership from managers, making managerial retention vital to the organization.
Why Managerial Employees Leave
The top three reported reasons managers leave Tanglewood are: superior alternatives, better benefits, and dissatisfaction with the organizational direction. While Tanglewood maintains that they are generally a market-leader for compensation, their benefits are not distinctive in giving them a competitive advantage. Having benefits packages that “are viewed at ho-hum in nature” (Heneman, Judge, Kammeyer-Mueller, p. 180) can be problematic for two reasons. First, existing employees who are dissatisfied will be easily lured away by competitors even if the pay is equal or slightly less if their benefit package is better because the employee(s) are already looking for a reason to leave. Secondly, competitors who offer considerably better benefits will have an instant competitive
Relationship Between Managerial Performance and Turnover
Tanglewood has a strong preference to hire internally for managerial positions because turnover rates for managerial positions pose a competitive threat. Before and during the employment relationship, Tanglewood conveys that their organizational culture and belief is to promote within, and from the bottom up. Because turnover is significantly greater with entry-level positions, it is imperative that subordinates have strong leadership from managers, making managerial retention vital to the organization.
Why Managerial Employees Leave
The top three reported reasons managers leave Tanglewood are: superior alternatives, better benefits, and dissatisfaction with the organizational direction. While Tanglewood maintains that they are generally a market-leader for compensation, their benefits are not distinctive in giving them a competitive advantage. Having benefits packages that “are viewed at ho-hum in nature” (Heneman, Judge, Kammeyer-Mueller, p. 180) can be problematic for two reasons. First, existing employees who are dissatisfied will be easily lured away by competitors even if the pay is equal or slightly less if their benefit package is better because the employee(s) are already looking for a reason to leave. Secondly, competitors who offer considerably better benefits will have an instant competitive
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