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Docs en anglais
publié le 11/06/2012
Document de 12 pages au format PDFTweeter
This document provides a detailed case study of Club Med human resource issues.
[...] In order to improve employee retention, one needs to know why people are leaving. There are two types of factor. The pull factors are positive attractions of other employments. When a GO stated that a GM offered him a good job, it implies that he has been attracted by something more appealing that his job. It is thus important to find what employees value are and what they are looking for in their careers, in order for the company to provide it. The push factors are factors that require the organisation to address the root of problems which cause dissatisfaction. One way to diagnose the reasons why people are leaving the organisation is by using exit interviews. No exit interviews are used by Jacky and thus there is a lack of information about why people are leaving. Exit interviews are no more that recording the reasons for a person to leave the organisation. It provides information that can be used to evaluate the training, recruitment, the performance of line managers.
Recommendations: The validity of exit interviews can be maximised by taking preventing steps. The interviewer should not be the person required to give a future reference and should not be someone with whom the employee had regular contact. As much as it is possible, confidentiality must be guaranteed. Moreover we would advise Jacky to carry out exit interviews as soon as possible after the employment contract is terminated. Thus, the leaver will have a clear and articulated view of the reason why he is leaving.
According to Hom and Grieffeth (1955:203), there are robust method of enhancing turnover. Job enrichment is one of them. If the job holder feels that they are opportunities for his career, if the job is meaningful, involves responsibility and autonomy he will be more likely to stay in his current employment. If he receives positive feedback on his performance he will be more likely to stay. In Club Med, there seem to be a lot to improve in this area. One of the GO commented that working in this company "was not going to do much for his career". Another college graduate stated that he was going to waste down here in Club Med. It is clear that the opportunities for career development are not well defined or well understood (...)
Table of Contents:
I) Job analysis
II) Methods of gathering data
III) Job description
IV) Pyschological contract
V) Job design
VI) Club Med's rotation policies
VII) Human resource planning
VIII) The selection process
IX) Turnover and performance
Docs en anglais publié le 11/06/2012
Ressources humaines publié le 25/06/2008
Rapport en gestion des Ressources Humaines sur le Club Med et sa stratégie de recrutement de ses Gentils Organisateurs. Quelles sont les attentes liées à l'emploi ? Quel est le profil idéal du candidat ? Comment qualifier le processus ...
Marketing publié le 26/05/2008
Etude de Marché de Marketing (Deuxième Année de DUT Techniques de Commercialisation) portant sur le marché des clubs de vacances, il s'agit donc également d'une analyse concurrentielle. Extrait: Le ...
Management/org. publié le 28/04/2008
Présentation PowerPoint portant sur l'étude du problème du recrutement des GO (Gentil Organisateur) au Club Med. La première partie porte sur la description des problèmes du Club Med. La deuxième sur propose plusieurs ...
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