Managing for Organizational Effectiveness

Retaining talent in highly competitive technology companies may well require more than improving salaries, benefits, bonuses, and other forms of monetary compensation. The most effective strategies for retaining talented and valuable staff members involve treating employees with a sense of fairness and integrity, offering numerous training and career advancement opportunities while simultaneously fostering the kind of participative decision-making, intrapreneurial environment that workers prefer (Alati, 2004). Many human resource managers take the position that it is the characteristics of a job and not merely financial rewards that work to attract and retain competent professionals (Alati, 2004).

Alati (2004) also pointed out that a number of job characteristics are directly associated with high rates of employee retention. These characteristics include involving employees in job and product design, empowering work teams, creating opportunities for and rewards for innovation, and expanding employee authority and autonomy. Some less dramatic changes recommended by Alati (2004) include the creation of work environments that are less rigid, bureaucratic, and authoritarian and more casual, "laid-back," and flexible.

Retention issues were also addressed by Alati (2004) who called for capturing employees' attention by creating a proactive, collegial, and supportive culture. Maintainin

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arding employees has always been associated with enhanced job satisfaction and higher levels of motivation toward productivity. What these researchers call for are corporate recognition programs that reward productivity with such benefits as the gift of time off, greater flexibility in determining working hours and locations, and choice in rewards. Analysis of the Article For example, employees might respond positively to rewards such as theater or sorting event tickets for themselves and their families, gift certificates for shopping, dining, travel, spa days, and so forth. Having alternative rewards tells employees that their need to balance work and family life is recognized; it also empowers workers to make their own choices as to which rewards will be most facilitative of both job satisfaction and home life. Relation to Class Material Bohlander and Snell (2004) provided a much longer discussion of the various types of employee recognition programs and their potential effect. Spinks and Moore (2002) assert that as the world in which we live and work becomes more and more complex and uncertain, achieving a desirable balance between the two most important aspects of our lives becomes equally more significant. The ind

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