Butler International, Inc. was an engineering services and employment agency based in Fort Lauderdale, Florida. With roots dating back to 1946, the company provided on-site and off-site engineering services to its clients, which include companies in the aerospace, communications, commercial, defense and manufacturing sectors.[1] In 2009, the company filed for Chapter 11 Bankruptcy, and Butler America, LLC agreed to acquire all of the remaining assets of Butler International for $27 million.
Large, for-profit corporations are experiencing difficulty in retaining their most talented workers (Hay, 2002). Indications in current research support this trend may continue well into the foreseeable future (Autry and Daugherty, 2003; Johnsrud and Rosser, 2002; Newman and Maylor, 2002). The cost of replacing an employee averages 1-1/2 times the annual salary of that employee (American Society of Health-System Pharmacists, 2003). However, replacing the more professional and executive people can cost as much as 7 times the annual salary of the individual (Thatcher, Stepina and Boyle, 2002). There are also intrinsic costs of losing the most talented of the workers, beyond the monetary factors (Panchak, 2003).
Organizational productivity is closely tied to employee motivation (Gunner-Vaughn, 2003). A key factor of employee motivation is the matching of job duties to worker interests. “Job sculpting” (Butler and Waldroop, 1999) is a 21st century technique used to shape jobs into a match with worker interests. Eight deeply embedded life interests have been identified as holding the key to unlocking a person’s passion and desire for their life’s work. These interests are what drive a person to engage in preferred activities when the choice is completely their own (Butler and Waldroop, 1999).
Job design is a concept that is nearly a century old, first introduced by germinal researchers Taylor (1911) and Gilbreth (1911). The original intent was to increase productivity and efficiency for an organization. At the same time greater rewards could be given to the worker with resultant bottom line profit increases. The evolution of the job design process leads to job sculpting.
The benefit for the profit-seeking corporation is job sculpting ignites a passion in people for their specific job and tasks within that job position. Motivation increases and positive morale flourishes when this practice is implemented. Job satisfaction is a primary outcome of this process. Job satisfaction has been linked to greater retention rates of employees. However, there has not been a study performed that correlates the effect of job sculpting to the retention objective of employees.
The research design for this study will be a survey instrument created specifically for this correlation. The survey will attempt to measure whether or not managerial initiated job sculpting techniques would have a retention effect for technology workers.
Employee retention is most critical issue facing corporate leaders as a result of the shortage of skilled labour, economic growth and employee turnover. Retention is defined as “the ability to hold onto those employees you want to keep, for longer than your competitors” (Johnson, 2000). The analysis of retention should be considered at more then just a single level because the “influences” of retention can arises at multiple levels (Klein et al., 1994; Klein and Kozlowski, 2000; Raudenbush and Bryk, 2002; Yammarino and Dansereau, 2004).
A number of studies have found that managing turnover is a challenge for organizations, as different organizations using different approaches to retain employees (American Management Association, 2001). Retention is considered as all-around module of an organization’s human resource strategies. It commences with the recruiting of right people and continues with practicing programs to keep them engaged and committed to the organization (Freyermuth, 2004).
Today the demands of workers have been increased very much as ever before. It is in terms of every aspect, not only salaries and perks but also work experience and cultural context in which it occurs. Providing a prolific, flexible and dynamic work environment can be a critical asset in attracting and retaining valuable employees. In order to develop an effective retention plan for today’s employment market, it is vital to realize the varying needs and expectation. If the retention strategies are not properly embedded in the business processes, the all effort since recruitment will ultimately proves futile (Earle, 2003).
Career development is a system which is organized, formalized and it’s a planned effort of achieving a balance between the individual career needs and the organization’s workforce requirements (Leiboiwitz et al, 1986). The rapidly growing awareness makes it obvious that people can give the firm its leading edge in the market place. The new challenge for the HR professionals is to identify the developmental strategies which can inspire the commitment of employees to the firm’s mission and values so that the employees become motivated and help the firm to gain and maintain a competitive advantage (Graddick, 1988).
A company that wants to strengthen its bond with its employees must invest in the development of their employees (Hall & Moss, 1998; Hsu, Jiang, Klein & Tang, 2003; Steel et al., 2002; Woodruffe, 1999). It entails in creating opportunities for promotion within the company and also providing opportunities for training and skill development that let employees to improve their employability on the internal and/or external labour market (Butler & Waldrop, 2001). Growth opportunities which were offered by the employers are reduced due to turnover intentions of employees because the lack of training and promotional opportunities was the main cause for high-performers to leave the company (Allen, Shore & Griffeth, 2003; Steel et al., 2002).
Career development is important for both the organization and individual (Hall, 2002). It’s a mutual benefit process because career development provides the important outcomes for both parties (Hall, 1996; Kyriakidou and Ozbilgin, 2004). Organizations need talented employees for maintaining the sustainable competitive advantage and individuals require career opportunities to develop and grow their competencies (Prince, 2005).
One of the most important factors that have impact on retention is the relationship between a worker and a supervisor. Supervisors are the “human face” of an organization. According to Eisenberger and associates (1990), a worker’s view of the organization is strongly influenced by their relationship with their supervisor. By having support, workers are less likely to leave an organization and be more engaged by having good relationship and open communication with the supervisor (Greenhaus, 1987). Supervisors interact as a link to practice applications among stated goals and expectations. By harmonizing the competing demands, they support in managing both inside and outside the work environment. If the relationship does not exceed then employee will seek to any other opportunity for new employment and vice versa. The supervisor support is so essential to retention that it can be said that employees leave bosses, not jobs (Ontario, 2004).
As in today’s organization, diverse workforce is being utilized which arises the importance of supervisor and employee relationship for retention. Borstorff & Marker (2007) found that employees want trustful supervisors who know them, understand them and treat them fairly. Abusive supervisors create conflicts in worker’s attitude for job, life and organization.
Employees who feel esteemed will actively take part in organization’s goals, exhibit prolific workplace behaviors such as increased in job involvement, reduced absenteeism and have less turnover rates. The means by which support from a supervisor can be revealed is by formal and informal recognition. In organization workforce responds to praise, encouragement and support, no matter the environment is personal or professional (Silbert, 2005). Supervisor discusses employee’s progress, often outside the formal evaluation process. They help employees to find the right position in the organization, not simply the next rung on the ladder (Freyermuth, 2007).
Silbert (2005) demonstrated that individuals who are well skilled and have good positions may find similar work elsewhere but the effective way to retain is to promote support and develop close working relationship. According to Freyermuth (2007), Organization must groom supervisors to well build the place where employees want to stay. Providing each level of performance and opportunities can enhance their capabilities to work (Otis and Pelletier, 2005).
Large, for-profit corporations are experiencing difficulty in retaining their most talented workers (Hay, 2002). Indications in current research support this trend may continue well into the foreseeable future (Autry and Daugherty, 2003; Johnsrud and Rosser, 2002; Newman and Maylor, 2002). The cost of replacing an employee averages 1-1/2 times the annual salary of that employee (American Society of Health-System Pharmacists, 2003). However, replacing the more professional and executive people can cost as much as 7 times the annual salary of the individual (Thatcher, Stepina and Boyle, 2002). There are also intrinsic costs of losing the most talented of the workers, beyond the monetary factors (Panchak, 2003).
Organizational productivity is closely tied to employee motivation (Gunner-Vaughn, 2003). A key factor of employee motivation is the matching of job duties to worker interests. “Job sculpting” (Butler and Waldroop, 1999) is a 21st century technique used to shape jobs into a match with worker interests. Eight deeply embedded life interests have been identified as holding the key to unlocking a person’s passion and desire for their life’s work. These interests are what drive a person to engage in preferred activities when the choice is completely their own (Butler and Waldroop, 1999).
Job design is a concept that is nearly a century old, first introduced by germinal researchers Taylor (1911) and Gilbreth (1911). The original intent was to increase productivity and efficiency for an organization. At the same time greater rewards could be given to the worker with resultant bottom line profit increases. The evolution of the job design process leads to job sculpting.
The benefit for the profit-seeking corporation is job sculpting ignites a passion in people for their specific job and tasks within that job position. Motivation increases and positive morale flourishes when this practice is implemented. Job satisfaction is a primary outcome of this process. Job satisfaction has been linked to greater retention rates of employees. However, there has not been a study performed that correlates the effect of job sculpting to the retention objective of employees.
The research design for this study will be a survey instrument created specifically for this correlation. The survey will attempt to measure whether or not managerial initiated job sculpting techniques would have a retention effect for technology workers.
Employee retention is most critical issue facing corporate leaders as a result of the shortage of skilled labour, economic growth and employee turnover. Retention is defined as “the ability to hold onto those employees you want to keep, for longer than your competitors” (Johnson, 2000). The analysis of retention should be considered at more then just a single level because the “influences” of retention can arises at multiple levels (Klein et al., 1994; Klein and Kozlowski, 2000; Raudenbush and Bryk, 2002; Yammarino and Dansereau, 2004).
A number of studies have found that managing turnover is a challenge for organizations, as different organizations using different approaches to retain employees (American Management Association, 2001). Retention is considered as all-around module of an organization’s human resource strategies. It commences with the recruiting of right people and continues with practicing programs to keep them engaged and committed to the organization (Freyermuth, 2004).
Today the demands of workers have been increased very much as ever before. It is in terms of every aspect, not only salaries and perks but also work experience and cultural context in which it occurs. Providing a prolific, flexible and dynamic work environment can be a critical asset in attracting and retaining valuable employees. In order to develop an effective retention plan for today’s employment market, it is vital to realize the varying needs and expectation. If the retention strategies are not properly embedded in the business processes, the all effort since recruitment will ultimately proves futile (Earle, 2003).
Career development is a system which is organized, formalized and it’s a planned effort of achieving a balance between the individual career needs and the organization’s workforce requirements (Leiboiwitz et al, 1986). The rapidly growing awareness makes it obvious that people can give the firm its leading edge in the market place. The new challenge for the HR professionals is to identify the developmental strategies which can inspire the commitment of employees to the firm’s mission and values so that the employees become motivated and help the firm to gain and maintain a competitive advantage (Graddick, 1988).
A company that wants to strengthen its bond with its employees must invest in the development of their employees (Hall & Moss, 1998; Hsu, Jiang, Klein & Tang, 2003; Steel et al., 2002; Woodruffe, 1999). It entails in creating opportunities for promotion within the company and also providing opportunities for training and skill development that let employees to improve their employability on the internal and/or external labour market (Butler & Waldrop, 2001). Growth opportunities which were offered by the employers are reduced due to turnover intentions of employees because the lack of training and promotional opportunities was the main cause for high-performers to leave the company (Allen, Shore & Griffeth, 2003; Steel et al., 2002).
Career development is important for both the organization and individual (Hall, 2002). It’s a mutual benefit process because career development provides the important outcomes for both parties (Hall, 1996; Kyriakidou and Ozbilgin, 2004). Organizations need talented employees for maintaining the sustainable competitive advantage and individuals require career opportunities to develop and grow their competencies (Prince, 2005).
One of the most important factors that have impact on retention is the relationship between a worker and a supervisor. Supervisors are the “human face” of an organization. According to Eisenberger and associates (1990), a worker’s view of the organization is strongly influenced by their relationship with their supervisor. By having support, workers are less likely to leave an organization and be more engaged by having good relationship and open communication with the supervisor (Greenhaus, 1987). Supervisors interact as a link to practice applications among stated goals and expectations. By harmonizing the competing demands, they support in managing both inside and outside the work environment. If the relationship does not exceed then employee will seek to any other opportunity for new employment and vice versa. The supervisor support is so essential to retention that it can be said that employees leave bosses, not jobs (Ontario, 2004).
As in today’s organization, diverse workforce is being utilized which arises the importance of supervisor and employee relationship for retention. Borstorff & Marker (2007) found that employees want trustful supervisors who know them, understand them and treat them fairly. Abusive supervisors create conflicts in worker’s attitude for job, life and organization.
Employees who feel esteemed will actively take part in organization’s goals, exhibit prolific workplace behaviors such as increased in job involvement, reduced absenteeism and have less turnover rates. The means by which support from a supervisor can be revealed is by formal and informal recognition. In organization workforce responds to praise, encouragement and support, no matter the environment is personal or professional (Silbert, 2005). Supervisor discusses employee’s progress, often outside the formal evaluation process. They help employees to find the right position in the organization, not simply the next rung on the ladder (Freyermuth, 2007).
Silbert (2005) demonstrated that individuals who are well skilled and have good positions may find similar work elsewhere but the effective way to retain is to promote support and develop close working relationship. According to Freyermuth (2007), Organization must groom supervisors to well build the place where employees want to stay. Providing each level of performance and opportunities can enhance their capabilities to work (Otis and Pelletier, 2005).