Factors Contributing To Job Dissatisfaction And Its Effect On Employee Relationship Management (Erm): The Case Of Managing Employee Turnover In Medicins Sdn. Bhd

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dc.contributor.authorMohammad, Ismeth Yazmin
dc.date.accessioned2019-05-29T02:27:57Z
dc.date.available2019-05-29T02:27:57Z
dc.date.issued2014
dc.description.abstractMEDICINS Sdn. Bhd. (MEDICINS) is facing unfavourable employee turnover; an increase of 1.76% from 2012 to 2013. The employee turnover rate in 2013 was 12.64% and in 2012 it was 10.88%. This situation indicates that the organization is loosing talents at a fast pace. MEDICINS formed a cross functional project team. TARI project is short for Turnover, Attendance, and Retention Initiative. TARI project seeks to identify the factors leading to employee turnover and to introduce effective and cost efficient retention strategies. The objective of this paper is to outline the case study undertaken to identify the main reasons of job dissatisfaction among employees of MEDICINS in an effort to reduce its employee turnover. Solutions and recommendations will also be proposed to the TARI project committee, to help the company increase its employee retention rate. The Symptom Versus Problem (SVP) Framework is used to drill down to the root cause of the problem from the identified visible symptom. This very detailed method of analysis resulted in the finding of seven major causes of employee dissatisfaction. The seven major problems are ‘Fail to review the impact of policies made on performance management on career growth’, ‘Lack of strategic plans to develop transformational, charismatic & spiritual leaders’, ‘Manpower planning does not consider training managers as crucial’, ‘Ineffective strategic manpower planning’, ‘Lacking in standard operating procedure (SOP) training & evaluation on production and planning process’, ‘Lack in development of effective work culture’, and ‘Lack in development of effective inter & intra communication’. These seven major problems can be categorized into three groups which are Corporate Governance, Leadership and Planning & Execution. The recommendations proposed by this paper is in line with redirecting the company focus from human resources management (HRM) to human capital development (HCD).en_US
dc.identifier.urihttp://hdl.handle.net/123456789/8264
dc.language.isoenen_US
dc.publisherUniversiti Sains Malaysiaen_US
dc.subjectFactors contributing to job dissatisfactionen_US
dc.subjecteffect on employee relationship managementen_US
dc.titleFactors Contributing To Job Dissatisfaction And Its Effect On Employee Relationship Management (Erm): The Case Of Managing Employee Turnover In Medicins Sdn. Bhden_US
dc.typeThesisen_US
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