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Question 1
Welham Consulting is a large accounting firm with an excellent reputation. Welham Consulting takes pride in hiring the best university graduates. It is also well kno... show full transcript
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Staff turnover is a performance indicator that indicates how many staff leave an organization over a specific time. High staff turnover indicates that staff are unhappy or dissatisfied with their job or organization, while low staff turnover can reflect that people are satisfied with their position.
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Maslow's hierarchy of needs explains that human motivation is based on a series of levels, ranging from basic physiological needs to advanced self-actualization needs. While high salaries address lower-level needs for financial security, they may not satisfy higher-level needs such as belonging or esteem. If employees at Welham Consulting feel that their social needs are not met or that they lack recognition and appreciation, then salary increases alone will not motivate them to perform better. The organization might need to focus on fostering a supportive team environment and providing opportunities for professional growth to address these higher needs.
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One effective practice from the maintenance phase of the employment cycle is performance management. This involves setting clear performance objectives, regularly reviewing employee progress, and providing constructive feedback. Implementing performance management can help employees understand their roles better, clarify expectations, and offer opportunities for development, leading to improved productivity and satisfaction.
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The management role of leading is crucial in a large-scale organization as it involves influencing and guiding employees towards achieving organizational goals. Effective leaders foster a positive work culture, establish clear communication, and motivate staff through recognition and support. By inspiring employees, leaders can enhance engagement and loyalty, which is vital for maintaining productivity and reducing staff turnover in a large workforce.
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