By recognizing the essential components of keeping their best people and by understanding what enhances and diminishes those components.

Good people—valuable employees—quit their jobs every day. Usually, they leave for better positions elsewhere. Consider the case of an experienced underwriter in a Northeastern Insurance Company named Kane, who scribbled the following remarks on his exit interview questionnaire: “This job isn’t right for me. I like to have more input on decisions that affect me—more of a chance to show what I can do. I don’t get enough feedback to tell if I’m doing good job or not, and the company keeps people in the dark about where it’s headed. Basically, I feel like an interchangeable part most of the time”. In answer to the question about whether the company could have done anything to keep him, Ken replied simply, “Probably not.” Why do so many promising employees leave their jobs? And why do so many others stay on but perform at minimal levels for lack of better alternatives? One of the main reasons—Ken’s reason—can be all but invisible, because it’s so
common in so many organizations: a system wide failure to keep good people. Corporations should be concerned about employees like Ken. By investing in human capital, they may actually help reduce turnover, protect training investments, increase productivity, improve quality, and reap the benefits of innovative thinking and teamwork. Human resource professionals and managers can contribute to corporate success by boosting employees’ empowerment, security, identity, “connectedness,” and competence. How?

By recognizing the essential components of keeping their best people and by understanding what enhances and diminishes those components. Ken doubts that his company will ever change, but other organizations are taking positive steps to focus on and enhance employee retention. As a result, they’re reducing turnover, improving quality, increasing productivity, and protecting their training investments.

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The agave bush and the desert tortoise are both found in the Sonora Desert in the Southwest of North America. Known as the century plant, the agave blooms in June to August but only once after about 25 years and then dies. In contrast, tortoises may live in excess of 100 years and when they reach the age of around 15 years they lay eggs between May and July at 2-3 year intervals. What type of reproductive strategy is demonstrated by each of these species? View keyboard shortcuts As previous stated, tortoises may lay multiple clutches of eggs with varying numbers per clutch depending on the amount of rainfall during the summer monsoon season in the desert. In general more rain results in 1 or two more clutches per season and more eggs per clutch. Would this be a density dependent or density independent factor with respect to population growth of tortoises and what specifically in the information above made you come to this conclusion? Desert tortoises may live up to 100 years and don't reach sexual maturity typically until 15 years of age. Based on all the information presented on tortoises in this quiz, would consider them to be more or a r or K selected species and what are two specific facts from the information presented that support your conclusion? Assume a population of desert tortoises has a per capita growth rate (r) or 0.039. If this rate could be sustained, how long would it take for the population that is currently 186 individuals to reach 450 individuals? (just give the simplest expression with the data provided)

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