The effect of self-management on employee retention in the case company

Abstract

This study examines if self-management practices affect employee retention, either in a positive or negative way, or does it affect at all. Nowadays companies and managers are becoming more interested in shared leadership and the autonomy of teams and employees, which emphasizes the responsibility of employees or teams to make decisions without hierarchy. This means that the significance of supervisors and managers changes more towards empowering and coaching kind of leadership rather than controlling. This is believed to increase motivation and job satisfaction since the employees have more power and can influence the way they do their work.

Since employee turnover in health care is increasing a lot these days it is important to do research to see how self-management practices affect employee retention in the case company. The research question for this study was: “How does self-management affect employment retention in the case company?” and quantitative research method was chosen. The research was done by a questionnaire that was divided into three different sections according to the investigative questions.

The results showed that the employees’ experiences of self-management practices vary a lot, but they were nevertheless in a positive direction. Most of the employees thought that self-management practices had increased their job satisfaction but there is still a lot to develop. It was highlighted that there should be a clear framework and guidance for self-management practices and that employees know what is expected of them in order to get full benefits from it.

The purpose of this study is to help understand what employees think about self-management practices. It also helps to understand what improvements should be done that these practices would be performed smoothly without confusions, and what further studies could include.