In the past few years the state of Pennsylvania has made an effort to boot their economy by allowing gambling. One of the casinos that have made an impact is JC’s Casino and Resort. This establishment is state of the art in all aspects. It follows all state and federal laws, including being an equal opportunity employer, excellent wage rates, benefits, and has a great reputation for career advancement. However, over the past several months JC’s has had issues with employee retention with dealers and housekeepers. The management staff has recently decided to contract an independent consultant to address this issue. This paper includes the findings addressing theories of motivation and how they can be applied in order to improve employee recruitment and retention, explores possible occupational stressors and influencing job satisfaction that are negatively influencing recruitment and retention, as well as discuss counterproductive employee behavior occurring at the casino. Motivation Theories
As reported by the human resources department (HR) and the director of housekeeping the main issues that are plaguing this organization is directly related to employee satisfaction. The poor satisfaction rate among dealers and housekeepers has decreased the quantity and quality within the workforce and has created a gap between employee and management. To narrow the domain, an analysis of the exit interviews were in order, this proved to be informative and gave insight into the main issues (Spector, 2012). Once the analysis was completed, a further investigation with dealers and housekeepers still employed by the organization has given solidarity to the findings found from the exit interview documentation.
This process has proven to be an effective method, yielding results that have been affecting employee morale and satisfaction. The results obtained from the interview analysis, concerning dealers’ states issues with a specific pit boss (John Smith) and his misuse of power. The actions of this single individual is currently causing dealers to harbor uneasy feelings, including being unsafe in their working environment. The relationship this individual shares with the owner has proven to be a deterrent in solving the issue. The results concerning housekeeping staff has yielded results concerning excessive workloads and hours. These complaints seem to stem from an understaffed department and emphasized by excessive absenteeism. Incentive Theory
The results from the interview analysis suggest action must be taken in order to reduce and ultimately recover from the present issues plaguing the organization. One strategy recommended would be to improve motivation. The most common motivation would be to introduce an incentive program. An incentive program in conjunction with the current pay rate will stimulate recruitment and encourage retention among current employees. The incentive program should be based around performance achieving goals within and prolonged existence with the organization. The incentive strategy can take on many different forms that consist of monetary and non-monetary incentives. Monetary incentives can include things such as pay raises and bonuses for individual and department achievements. These monetary rewards coupled with what is already considered an excellent base pay can and will produce the desired results. Non-monetary rewards can consist of job security, advancement and or sick and personal days (Advancing employee productivity, 2010).
These non-monetary rewards can carry great influence with employee satisfaction and will result in a positive up-swing in employee morale. The recommendations stated above are a direct result of the information gathered. In detail, the information is a direct result of employee dissatisfaction, which stems from a lack of recognition of hard work and prolonged effort in what is perceived as an uninviting working environment. A lack of organization and discipline among the ranks of management has had a profound effect upon the employees and their moral. The goal setting strategy of specific and achievable task can begin the process of reestablishing a respectful relationship between employee and management staff (Advancing employee productivity, 2010). Furthermore, it is with great awareness that management needs to identify and resolve the understaffed departments, set the specified productive goals, initiate incentive programs and address the issue with the pit boss, John Smith. It is with these adjustments that JC’s Casino and Resort will begin to excel and flourish in the desired capacity. Occupational Stressors
In relevance to understanding employee retention is identifying occupational stressors and resolution. It is a common misconception that the employment within a state of the art casino, such as JCs is a lavishly exciting and rewarding experience. This working environment has a great deal of stressors that must be identified and steps taken to minimize the effects. The environment within a casino is a fast paced and highly scrutinized. Individuals that venture into a casino come to such establishments for exciting fun and free alcohol. Environments that sell alcohol for onsite consumption can and will produce actions and behaviors that can be hard to tolerate. A dealer in this environment is asked to be friendly, understanding, and alert to their environment, not to mention relieve intoxicated individuals of their money. These variables can create a highly stressful workplace and affect employee retention.
This can be a contributing factor to absenteeism which adds another aspect to stress among present employees. These factors are not only felt by dealers but from the housekeeping staff as well. With these factors in mind, it is recommended that steps be taken to alleviate as much of the stress as possible. Adding to the security force, implementing stress management classes, and offering excellent benefit packages, which include aspects of mental health coverage would be a necessary step in gaining a handle on occupational stressors (Locke & Lathan, 2007). Job Satisfaction
After analyzing this organization, it is apparent to that job satisfaction should be a priority for management. Job satisfaction can be best understood as a positive emotional state resulting from a perceived satisfaction from one’s job (Locke & Lathan, 2007). Employee satisfaction is an important retention strategy based on the knowledge that a satisfied employee is more effective in completing their duties, more productive, and seldom contemplates alternative employment. Achieving a goal of a high employee satisfaction rate consist of implementing compensation and reward strategies mentioned prior. It should be emphasized that employees, regardless of industry respond in a positive manner to positive recognition. Positive recognition can be achieved with more than compensation and rewards. Creating an atmosphere where employees feel like their ideas and opinions matter can be just as effective as monetary and non-monetary rewards. A routinely exchange of ideas and feedback are suggested to boost job satisfaction (Locke & Lathan, 2007). Counterproductive Behavior
A contributing factor to the retention issues that infect this organization is counterproductive behavior. Counterproductive behavior is simply behavior within the organization that goes against the rules and regulations. These behaviors cause a problems and a significant decrease in production (Newman & Baron, 1998). The current rate of absenteeism and employee turnover rate is common behavior that can be considered counterproductive. The funds dedicated to recruiting and training new employees is a serious and unnecessary misallocation of organization resources.
It is considered unnecessary based on the information gathered during the examination of exit interviews. During these examinations it was a frequent referral to John Smith, a pit boss as a reason employees were choosing to gain employment elsewhere. His actions are to be considered counterproductive and a ripple within the organization that leads to persistent counter productivity in other aspects. Furthermore, actions such as this can damage the reputation of the casino and will only further complicate the retention issues. It is understood that it is the responsibility of management at all levels to reduce such behavior. Documented action is advised in accordance with company policy in addressing and resolving this issue (Newman & Baron, 1998). Conclusion
An infrastructure based around employee safety and satisfaction is critical to improving the current issues facing JCs Casino and Resort. Creative communication and organization should be reestablished to achieve a productive working environment. The related issues concerning retention within the organization have been analyzed, addressed and recommendations have been made. It is the sole responsibility of this organization and it management staff to follow through and correct the variables that can be corrected.
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