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Learning Organisation

EXECUTIVE SUMMARY

This report will be critically analyzed and discussed, allowing the reader to know the problems will be faced when a high staff turnover happen to an organization. The first section of the discussion starts with the issue of turnover and the consequences of such issue, example, the cost involved and the loss of effectiveness. This leads to the second section of the discussion of the traditional approach of Human Resources Management (HRM) to high staff turnover issues.

The next section explore why a learning organization has to become a learning organization in order to better retain staff in the organization and the usage of the Portfolio Value Approach (PVA) to reduce the high percentage of staff turnover. There is a difference of how the HRM in a learning organization deals with the issue of high staff turnover compared to the traditional HRM practices. Employee Return on Investment (EROI) deals with short term value for each employee and it is suggested that HRM practitioner must establish the PVA of each employee in retaining new organizational member on a long term basis.

The fourth section will discuss more on how PVA will aide in reducing the chance of the organization having a high staff turnover situation and furthermore, it will add more value to the organization. Communication, time, opportunity, education, financial assistance are further touched on as these are the factors that will assist the employees to gain and improve their level of Abilities, Skill and Knowledge (ASKs). The ASKs are further developed into technical, human, cognitive ASKs and these can be achieved by all organization members once the support and changes are done. The importance of retaining the long-serving staff for the organization is being discussed and that adjustments such as training or refresher courses have to be provided so that they are able to keep up with the ever-changing world and market.

The fifth section discussed about the benefits...