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Infant security has been considered in every piece of the technology and design that has been built into raybaby. It is powered with the help of a single wire that plugs into the power outlet. The power of the signal from its sensor is less than a thousandth of a conventional WiFi signal and won’t is completely harmless for the infant.

The only means of access to the raybaby application is by means of secure encrypted servers. For those who are worried about private video getting stolen, raybaby’s video feature can be effortlessly switched off on the application. This won’t meddle with or interfere with the sleep and breathing trackers on raybaby.

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Connecting to tracker device of raybaby is achieved via a smartphone application. It offers a nice and intuitive interface that does not over-burden the client with data. Effortlessly customizable, it lets the parent know through notification and alarm when attention is needed for the baby. The raybaby mobile application also comes with resources like a smart diary with details regarding the baby’s sleep behavior and breathing patterns and also a memory book.

Objective of the StudyIn a weak job market, it is common for employees to stay in their jobs instead of hopping to another job for palpable causes. That is however not true anymore.

As indicated by a Bloomberg work report, 2017 has been the fourth year successively, that the U.S. has included a minimum of 2 million more occupations, including an estimated 190,000 employees in December.

Since at present, we are in a strong job market, employees are predicted to be moving and shaking and looking for the greener grass. The question of the hour is: for what reasons? The purpose of this study is to find out that exactly.

Things being what they are, more cash or higher compensations didn’t even crack the list of top three reasons. As per a Korn Ferry survey of almost 5,000 experts, the top reason people are looking for another job in 2018 is:
They’re bored.

This study aims to find out the possible reasons employees switch job, test existing statistical data, and enlist a few ways through which organizations may be able to hold back its employees from switching.

LITERATURE REVIEWHuman Resource ManagementHuman resource management (HRM or HR) is the key way to deal with the optimal management of organization employees so that they may be able to enable the business to pick up an upper hand. Usually called the HR Department, it is aimed to augment employee performance in service of a company’s tactical goals. HR is fundamentally concerned with the management of individuals within companies, concentrating on policies and on schemes. HR departments are in charge of supervising employee-benefits plans, personnel recruitment, training and development, performance appraisal, and rewarding (e.g., handling pay and benefit schemes). HR additionally concerns itself with organizational modification and industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from legislative laws.

Human resources general purpose is to ensure that the company can make progress through individuals. HR professionals manage the human capital of a company and work for executing policies and processes. They can specialize in recruiting, training, employee-relations or benefits. Recruiting specialists search and employ top talent. Training and development professionals ensure that personnel are trained and have regular growth. This is achieved through training programs, performance evaluations and reward systems. They also deal with concerns of employees when policies are not followed; such as in cases involving harassment or discrimination. They play a significant role in ensuring Employee Satisfaction and retention.

RecruitmentRecruitment (hiring) means the overall procedure of pulling in, shortlisting, choosing and selecting appropriate possibility for employments (either long term or short term) within a company. Managers, human resource generalists and recruitment experts may be entrusted with performing recruitment, yet now and again public-sector recruitment agencies, commercial employment agencies, or expert search consultancies are used to perform parts of the process. Web based technologies to support all facets of recruitment have become quite common.

Employee Life CycleEmployee life cycle is an HR model that recognizes the different stages an employee goes through in a company and the part HR plays in improving that process. To put it plainly, it refers to a worker’s journey with the organization. Some phases in employee life cycle management coincide with core HR duties and may include using talent management software. Hence, it is sometimes also called HR life cycle, or just HR cycle.

The employee life cycle incorporates numerous phases in the vocation of an employee, starting with recruitment and finishing up with resignation, termination or retirement. The typical employee life cycle maybe broken down into five stages. They are:
1 – Recruit: This stage encompasses all the processes leading up to and including the hiring of a new worker.

2 – Onboard: At this phase, workers who have accepted job offers become part of the organization’s workforce.

3 – Develop: This period consists of all the processes in which workers are given feedback for their job through performance appraisals, one-on-one check-ins and meetings.

4 – Retain: Once a worker is integrated into the organization and has a well-defined and proper knowledge of his role, the next challenge is retaining the worker and guaranteeing constant employee development.

5 – Offboard: This is the last stage of the employee life cycle, wherein the worker quits due to a new job, retirement, layoffs, personal reasons or termination for violating company policy.

Job SatisfactionJob satisfaction or employee satisfaction is the degree of employees’ happiness with their role within the company and the activities they are associated with, whether or not they like the work or specific parts or facets of jobs, such as kind of work or supervision. Job satisfaction can be specified in cognitive (evaluative), affective (or emotional), and behavioral components. Researchers have also noted that job satisfaction measures differ in the extent to which they evaluate feelings about the job (affective job satisfaction) or cognitions about the job (cognitive job satisfaction).

A standout amongst the most generally utilized definitions in organizational research is that of Locke (1976), who characterizes job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. Others have characterized it as just how content an individual is with his or her work; whether he or she enjoys the work or not. It is evaluated at both the worldwide level (regardless of whether the individual is happy with the work in general), or at the facet level (regardless of whether the individual is happy with various parts of the work). Fourteen common aspects of job satisfaction are: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth, Policies and procedures, Promotion opportunities, Recognition, Security, and Supervision.

Job SwitchingJob changing is considered as an answer for sluggishness in career and financial development. A considerable spike in paycheck may not be visible during the time of the increment season but only while joining a new organization. A few organizations really look at these job hoppers as individuals who are very flexible and skilled.. They are thought to have a steeper learning curve. It is thought that because of their frequent switches, they can work outside their usual range of comfort. A repeating pattern has been observed in them, that the job hoppers are able to grasp new concepts much faster upon joining a new company, learn new things quickly, create great impressions on their companions and seniors and are ready proceed onward once more.

Agreeing with this Penelope Trunk, an author and serial entrepreneur says life is actually “more stable” with frequent job changes. “In terms of managing your own career, if you don’t change jobs every three years, you don’t develop the skills of getting a job quickly, so then you don’t have any career stability,” Trunk adds. “You’re just completely dependent on the place that you work as if it’s 1950, and you’re going to get a gold watch at the end of a 50-year term at your company.”
Considering all of this, it can be understood why workers tend to leave after a certain duration of time. Where this is a boon for employees, it’s a bane for organizations. This is because once a job hopper is hired; chances are that he will switch to a new opportunity again soon. But there are also organizations that have built up that reputation amongst the employees that even if the employees are offered a handsome salary, they will still not change their job. Microsoft , Google, Airbnb are some of these companies that have employees working in them for years. It begs mentioning that what have these companies done to retain their workforce? Firstly, they have understood that finance isn’t the only factor that will help them keep a worker for long. If money is great but everything else is not up to the mark, the worker is more likely to quit that job sooner or later.

Lynn Taylor, a national workplace expert and the author of “Tame Your Terrible Office Tyrant: How to Manage Childish Boss Behavior and Thrive in Your Job”, says, “Retaining the best and brightest is what ultimately matters and the most innovative and successful companies today have figured that out. They’ve taken retention efforts to an advanced level.”
Laszlo Bock, the SVP of Google’s People Operations and author of new book “Work Rules!” says that most companies don’t know how to hold onto their best people.
“People don’t stay for the money,” Bock said, noting that more than a third of Google’s first 100 employees are still working at the company despite making boatloads of money in its IPO. According to him, there are different factors that make an employee stay and these are – The quality of the people they work with and feel that the work they are doing is meaningful. He says that once an organization sorts these things out it will become very difficult for an employee to leave his company for the sake of a better salary. Losing a single employee can cost a lot to an organization. If the reason is not comprehended and then acted upon, this can soon turn into a wave of departure.
The HR needs to appreciate that they need to have frequent discussions with the employees. They need to ascertain that the employees feel respected, taken care of and know that they are valuable to the organization. Regular feedbacks, being accessible to the employee, promoting them, listening to their views and having an open communication are some of the things that can be checked and acted upon.
For an employee to consider a organization to stay in, the organization must work in its working environment. An organization should not just know how to manage employees but additionally how to micro-manage them. Enough independence needs to be given for them to work on their innovative ideas and they need to be allowed to work in those directions. The organization should ensure the presence of an open platform for the employees where they can come up and speak their mind, share openly their thoughts, ideas and views on anything even if it is about the organization’s policies.
If there are employees quitting, it is the organization’s obligation to realize what made them take that decision. This is because the bottom line is that whatever caused someone to search for an opportunity outside is probably being experienced by others on the team too.
There are a lot of reasons for the job change. They are:
Salary:
This is one of the main causes for quitting. If he is receiving a low package and he got good offer outside, then the employee may resign.

Not Satisfied with the Manager:
If the manager was supportive, then there will be healthy environment. I’ve worked in one of the top MNC as a test engineer and my manager was not supportive, Due to this, I’ve switched the company. Few people may have the desire to work in top MNCs.

Growth:
In the current organization there is no advancement. In order to enhance their knowledge employees change the company.

Onsite opportunity:
In the current company there is no onsite opportunity, and the new organization may have offered onsite opportunity.

Location issues:
Few of the employees might have location issues and traveling problems, they may have relocated to their living places. Few of the employees may have issues with the shifts.

Switching jobs just got more rewarding. Recruiters say a middle management-level employee can expect up to 50% jump in pay packet by joining a new company while junior level employees will get 20-35% hikes, as companies across sectors step up hiring. “The job market is looking good,” said Anandorup Ghose, partner at Aon India Consulting. “Rural growth is happening, monsoon predictions look good and core sectors appear to be doing well,” he said, adding that inflation can be the only dampener.
Several companies in manufacturing, including automobile and auto ancillary, capital goods, e-commerce and startups, consumer durables, retail, pharmaceuticals, and banking and financial services sectors have increased their hiring this fiscal year, recruiters and HR heads said.
The job market is set to witness people movements in high numbers as most companies are done with appraisals and salary corrections for the new fiscal.

According to Ghose, salary increase in job switches at junior levels will be limited to 20-30% because of uniform salary band across companies.
“It is at the mid-level that the differentiation starts. Job switch hikes become a function of the job and the person at the mid-level, and can go up much higher,” he said.

The Indian job market had encountered a stagnation last year due to issues such as the after-effects of demonetization, glitches related to goods and services tax (GST) implementation and uncertainties over outsourcing in the US.

Things are looking optimistic now. “Since business is picking up you have to increase the bottom manpower base to leverage that,” said Sudhir Dhar, director-human resources, Motilal Oswal Financial Services.
“There is a huge requirement of manpower at the junior levels, including sales, advisory, etc. In housing finance, there is a big requirement for credit and collection roles,” he said. Naukri.com’s JobSpeak Index for April 2018 shows a 21% increase in hiring activity over the same month last year. Some of the sectors that witnessed double-digit growth in hiring activity in April were auto (44%), construction and engineering (34%), banking and financial services (29%) and IT (20%).
Startups and ecommerce companies, too, are on a hiring spree after a lull of almost two years with several of them looking to double headcount next year, as ET had reported earlier. The overall pick-up in the job market and the positive sentiment are also reflected in the increase in hiring at B-schools and engineering colleges this year.
“Sectors such as automobile, capital goods, consumer durables, NBFCs are on a hiring binge on the back of economic growth and positive sentiment,” said Kris Lakshmikanth, managing director, The Head Hunters India. “The automobile industry, which has seen new launches in the last one year, is seeing salary increases of 20-25%,” he said. He said sectors such as startups and ecommerce are seeing salary increase of 30-35% or even more in some cases amid a fresh round of funding and business growth. Logistics and supply chain are also witnessing salary increase of 30-35%, Lakshmikanth said. Ratna Gupta, director at ABC Consultants said the job market is doing better than last year. “Niche and super niche skills are in demand,” she said. “Technology solutions have picked up. IT services are back in the game, GICs are coming into India, product startups are picking up momentum. Funding is coming in to boost the startup environment.”
Companies may expect higher attrition with more opportunities and high-end skill in demand, Gupta said. However, retention strategies are being focused on to counter this, she added. Mayank Chandra, managing partner at Antal International, said there are many openings in the pharmaceutical sector across manufacturing, quality and regulatory roles. “Pharma companies are giving us requirements like medico marketing, quality (training, internal audit, data integrity, etc.), engineering, business technology, manufacturing (production, operations and tech services and project) in the last one year,” he said. In the months to come companies will thrive on therapy areas like cardio-diabetic and oncology, Chandra said. “Renewable energy including solar are doing well at the mid to senior level. In solar energy, electricals and automation, there are multiple vacancies,” he said.

RESEARCH METHODOLOGYResearch in Management AreaThe following are the traditional methods of performing managerial research:
1 – Quantitative Research: It is a method of doing research that utilizes quantitative information, performs experimentation inside a controlled environment, aims to establish universal laws of behaviour and phenomenon, is objective, and is built assuming that the reality is not imprecise and equivocal. The reality is true and remain unchanged for all indefinitely. The elementary premise of quantitative research is that social reality can be defined and quantified. Mathematical and statistical resources are used to derive meaningful results from the data collected.

2 – Descriptive Research: It is a research method that endeavours to describe and explain current situations, structures, practices, variances or relationships that exist. It incorporates processes that are happening. It “attempts to explore and explain while providing additional information about the topic”. It builds on exploratory research, and usually requires a lot of data. In this case, the researcher tries to answer questions with variables addressed by who, what, when, where and how.

3 – Analytical Research: While descriptive research tries to solve variables pertaining to ‘what’, this type of research tries to find answers to ‘why’ and ‘how’.

4 – Scientific Research: Scientific research emphases on answering problems and follows a step-by-step rational, pre-planned, and rigorous technique to recognize the issues, collect information, examine them, and derive valid inferences from them. This type of research is more objective than subjective. The characteristics of scientific research are rigor, purposiveness, replicability, testability, precision, objectivity, confidence, parsimony and generalizability.

Using these methods, the steps taken in this research are as follow:
1 – The broad problem area was identified, i.e. the tendency of employees to switch jobs.

2 – The problem statement was defined.

3 – A few hypotheses were developed, that would be later tested and examined for their contribution or influence.

4 – Data was collected using a questionnaire, testing each hypothesis.

5 – The collected data was statistically analyzed.

6 – Using statistical tools, interpretation of the collected data was done. Based on the deductions, recommendations were made.

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