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Question
The CIPD (2022) described the ‘Great Resignation’ as a pandemic-induced re-evaluation of what people “want from work with a suggestion that people will no longer put up with bad work”.
i) Draw upon your wider reading to evaluate the evidence for the ‘Great Resignation’ and
ii) Identify TWO specific actions organisations can take in order to combat any trends towards a great resignation
Solution
Adopting the definition in CIPD (2022b) great resignation is a theory informed by the view that pandemic has contributed to employees re-evaluating their expectations from work with suggestions that individuals will no longer put up with a bad work. The outcome of this include the employees quitting their work with others leaving fully. To support this finding, PMInsight (2021) presented statistics evidencing that Great Resignation has been an attribute of disrupting the current unstable post-pandemic labour market leading to challenges in recruiting and retaining talents. Quoting an existing CIPD report, the authors highlighted address of the skills and labour shortages post-Brexit as having 4 in 10 (39%) of the employees having hard-to-fill opportunities. To expound the great resignation concept, Kuzior et al. (2022) noted that the process is an attribute of ethical, cultural, relational and personal factors. The rational of this is that COVID-19 pandemic has contributed to easing of the restrictions influencing staff behaviours and attitudes towards their job functions.
In a different context, Birinci and Amburgey (2022) argued that Great Resignation also identified as Great Reshuffle is a strategy adopted to source the most appropriate options in place in the job market. These findings are supported by Sull et al. (2022) introducing the concept of toxic work environment leading to the great resignation noted that the occurrence acts as a wake-up call for entities in re-evaluating their workplace cultures. This is with business leaders required to transition from surface-level outcome and striving for cultural shift for retention of the best employees and attraction of best or new talents. Hence, Soane et al. (2012) hypothesised that to understand the issues pushing the employees in changing their jobs is an issue that scope beyond the economic and psychological issue. In this regard, the factors contributing to great resignation are much complex than the need for an increased pay. This is the case since Turner (2019) note that the great resignation contribute to multiple organisation operations including the profitability and efficiency. In this regard, for increasing the number of engaged employees, the increased retention rate in the organisation is instrumental. For instance, in Riyad Bank, as a best practice, the management has been evaluating on the issues of employees engagement and what engages/motivates employees to remain in their job roles. The findings highlight on need to transition from the normal organisation operations and management of people practice to a new modernised approach. This means that the customers and stakeholders insights would offer sufficient guidance top people practice in the organisation for addressing the reward issues in business context with the best and acceptable total rewards offered.
In conclusion of the concept of Great Resignation, iskrova (2022) highlight that as a result of the pandemic, there has been a significant transition on the form of work people want to do. The rates of job-to-job moves could be evidenced by the dynamics of furlough ending and economy reopening. An integration of the different factors of churning/turnover and the tight labour market leads to the overall outcomes. The high rate of exit from the labour market specifically the elderly cannot be identified as unusual in a recession period. There is hence a necessity for the people management practices and the policy makers to put in place systems and strategies for management of the great resignation process. This is for facilitating reasonable adjustments for the employees ready to venture in these organisations.
Actions for Combating Trends to Great Resignation
Fostering positive and equitable work environment– In Braje (2022),,…..
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