Evaluating organizational psychology interventions for employee retention
This psychology report example in APA format explores organizational psychology interventions aimed at enhancing employee retention at the Commonwealth Bank of Australia. Focusing on generational dynamics within the workplace, our professional report writer addresses issues like job satisfaction, employee commitment, and turnover, particularly among Generation Z employees. Recommendations are made to improve socialization processes, orientation programs, and career growth opportunities. The psychology report underscores the importance of creating an inclusive workplace that values diversity and promotes equity, supporting a robust environment where every employee feels valued and engaged.
November 1, 2024
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Evaluating Organizational Psychology Interventions for Employee Retention
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Executive Summary
This report investigates the five problematic areas: job satisfaction, employee
commitment, motivation, stress, and turnover at the Commonwealth Bank of Australia (CBA). It
looks for the causes of generational differences or deficient socialization difficulties. Suggestions
will be made on how the socialization process should be given extra consideration, orientation to
the place of work should be perfected, avenues for career growth should be provided, and the
stereotypes about younger employees should be challenged. The next step in the endeavour is
devising means to measure the outlined initiatives' results. The CEO of CBA has urged for the
report submission because being concerned about unemployment, shortage of engagement, and
high turnover are significantly noticed among Generation Z employees. These issues may cause
a generational gap, but the disparity may arise from the wrong socialization process or the wrong
depiction of media regarding career goals. Improvements include lengthening newcomers’
programs, developing mentorship activities, giving them career development opportunities and
communicating staff inclusivity. With these measures, CBA can move one step ahead in
broadening the diversity, equity, and inclusion ideology and creating a workplace where
everyone feels valued.
Introduction
The report is developed at the request of the CEO at the port's helm, the Commonwealth
Bank of Australia (CBA). This large corporate financial institution has recently faced difficulties
with new employees. Our internal surveys have shown a low staff commitment; there needs to be
higher engagement/motivation, stress/health issues higher than before, higher turnover rates and
lower production among some groups. The absenteeism problem is still on its way in certain
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groups. Some of the employees in this group, Gen Z, are part of the population born at the start
and end of the last decade. The head of the operation believes that Gen Z's problems are not
individual but are typical of the coming generation of workers. Still, the effects of the mass
media that may have created the stereotype young people today are too lazy and too entitled.
While the CEO is pushed for the experts to determine if the age group that Gen Z belongs to is
the sole factor, the other organizational factors could also play a crucial role. It becomes difficult
for organizations to know what their employees want if they do not recognize their needs using
these stereotypes (Staglin, 2021)). As a consultant, the report "Generational Dynamics in the
Workplace" will provide an overview of the interrelationships among an organisation's three key
elements, namely generational differences, organizational systems, and work experiences, by
highlighting the factors that make a vital workplace. Alternatively, we will also seek advice from
scholars of organizational development, behavioral science and practical research to come up
with remedial measures that address the root causes of the problem and build a better, friendlier
and inclusive workplace. CBA can use teamwork and evidence-based initiatives to help early
career employees fulfil their abilities and transition to the digital age. Evidence-based initiatives
can help early career employees fulfil their abilities, make them more sustainable, and thus help
them succeed in the modern day.
Analysis
The perception of the Senior Operations Manager of CBA towards the issues of low
engagement, commitment but motivation, stress and a high turnover rate predominantly caused
by a general description of the trend towards more inherent lazy and overprotected upbringing
among the young generation of employees was a worrying overgeneralization. This approach
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risks reinforcing unjustified stereotypes and needs to consider all the factors that inform the
socialisation process. It is worth mentioning the socialization resources theory suggested by Saks
and Gruman (2018), explaining that the effectiveness of an organization in supporting the
socialization of newcomers is crucial in shaping performance, attitudes towards work, and tenure
among employees, and Strategies that can be promoted by training programs with structure,
mentorship initiatives that are applicable, and a clear conveyance of organizational value, norms,
and expectation have the propensity to considerably improve the onboarding experience for new
hires and aid them in this aspect. A recent workforce review by Rudolph et al. (2021), which
already came from a systematic point of view, has looked behind each claim of the relationship
between generational differences and the workforce. The study identified that most generations
have more commonalities regarding work values, personalities, attitudes, and behaviors than
differences in millennials or Gen Zs. Banehsaz Civilization was born in an antic time and is more
Bene than Hoax. It was created from the wrong stereotyping of generations. These explanations
for observed situations can only be associated with difficulties that a newcomer group will
encounter in the organization; hence, they do not impose that only the millennials face what they
are facing. The first year of any new job and new organization can be arousing of stress during
the adaptation period. Socialization resources theory (Saks & Gruman, 2018) envisions that a
more effective organization can facilitate the socialization process through tactics like training,
mentoring, and via clear communication of values/norms determines the result of the grounded
performance, engagement, retention, and well-being.
Media depicting lifestyles, career interests, and goals may harm job satisfaction (Valero
& Hirschi, 2019) and the inability to adapt to new careers (Cai et al., 2023). A profound obstacle
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to newcomers is adjusting their aptitude, skill, and alacrity to match the organization's
environment suitably. This may lead to the emergence of behavioral and attitudinal difficulties.
Banks as venues for professional employment already become increasingly relevant to this
problem with the example of young professionals who first got used to conceptualizing their
opinions and became accustomed to free and open dialogue recently.
Besides this, job embeddedness, referring to the extent of an individual's involvement in
their job and the workplace's community, will be a crucial mechanism for socialization and
positive outcomes. These outcomes mainly include engagement and retention, enriching the
sense of belonging, and creating visions of future growth, which also led to augmented
embeddedness and retention. Lack of immersion in the group of people during their early career
campaign may lead to high turnover rates.
Recommendations
This report recommends implementing several initiatives to improve the situation with
the bank's early career employee group. The HRM Department of CBA should extend orientation
and onboarding programs over 6-12 months so newcomers get enough time to get used to
continuing gradually. Such programs should cover the roles, organizational history, culture,
practices, values, and politics. Furthermore, establishing an apprentice/mentor support system
could reduce the learning curve more easily, with experienced staff members becoming the new
employees' guides, helping them with systems and processes, and strengthening the company's
professional networks.
Besides that, increasing job embeddedness would be necessary for developing a shared
environment that treats people alike, creating a feeling of togetherness and fostering a sense of
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community. Applying group activities like team building, social events, and employee resource
groups for kinship ensures the supervisor's feedback coaching marks the workplace, and a
supportive environment ensures subordinates feel valued. Create a tightly knit unit of employees
to reinforce the meaning/impact of their work contributions. Identify where the employees can
see opportunities for growth, job ladders, and potential career advancements within the business.
They are expanding career development support. By way of task rotation across different
concerns, stretch assignments, coaching, and other educational programs dedicated to developing
employee knowledge, we can surely enhance the skills of our workforce. Using it, staff members
would widen their capabilities, cement job fit, and sharpen their minds regarding what to expect
—promoting growth mindsets among the audience by highlighting that individuals can
continually acquire new knowledge and the ability to change.
Furthermore, CBA ought to initiate proactive actions to counteract and dispel the
negative and non-physical stereotypes young generation workers are fed in the workplace.
Communicating the factual background around disproven myths can be a way to bridge the gap
between the young and old generations. Schools must be at the centre of the educational process,
recognizing that this stereotyping is harmful, and should be working to promote practices that
embrace individuality and respect for all employees regardless of age because they are all
professionals based on their knowledge and experience. Implementing all these
recommendations can reinforce its socialization processes, improve job attachment to the
organization and create an environment where people can grow their careers and one that values
and embraces diversity. These efforts address the existing challenges and give forward-looking
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goals to enhance the organization's long-term ability to lure and retain competent talent from
different generations.
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References
Cai, D., Li, Z., Xu, L., Fan, L., Wen, S., Li, F., Guan, Z., & Guan, Y. (2023). Sustaining
newcomers' career adaptability: The roles of socialization tactics, job embeddedness, and
career variety. Journal of Occupational and Organizational Psychology, 96, 264–286.
https://doi.org/10.1111/joop.12423
Rudolph, C.W., Rauvola, R.S., Costanza, D.P., & Zacher, H. (2021). Generations and
Generational Differences: Debunking Myths in Organizational Science and Practice and
Paving New Paths Forward. Journal of Business Psychology, 36, 945–967. https://
doi.org/10.1007/s10869-020-09715-2.
Saks, A. M., & Gruman, J. A. (2018). Socialization resources theory and newcomers’ work
engagement: A new pathway to newcomer socialization. Career Development
International, 23(1), 12-32. https://doi.org/10.1108/CDI-12-2016-0214
Staglin, G. (2021). The Future of Work Depends on Supporting Gen Z. Forbes. https://
www.forbes.com/sites/onemind/2022/07/22/the-future-of-work-depends-on-supporting-
gen-z/?sh=618904c5447a
Valero, D. & Hirschi, A. (2019). To hangover or not: trajectories of job satisfaction in adolescent
workforce newcomers. European Journal of Work and Organizational Psychology, 28(2),
150-163. https://doi.org/10.1080/1359432X.2018.1564278
November 1, 2024
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Academic level:
Undergraduate 3-4
Type of paper:
Report
Discipline:
Psychology
Citation:
APA
Pages:
5 (1397 words)
* The sample essays are for browsing purposes only and are not to be submitted as original work to avoid issues with plagiarism.
