HR management Unit




The question posed to the interviewee was C (1) as borrowed from thearticle by Sullivan (2013) – If you “managed yourself,” whatwould you do differently (in relation to managing “you”), that I,as your current manager, don’t currently do? The interviewee’sgreatest concerns pertained to pay, and recognition and appreciation.As an entry level clerk, the interviewee indicated that his greatestconcern in his current job position was pay and benefits. Heindicated that salary for an entry level employee was considerablylow given that he had to deal with student loans. As such, hebelieved that in managing himself, the first thing he would addresswas to increase his pay in order to enable him pay his student debtscomfortably. The other issue the interviewee would address was he tomanage himself was to increase appreciation and recognition. Heindicated that as an entry level employee, he felt that olderemployees did not appreciate and recognize the amount of effort heput into his work and his level of commitment in delivering resultsand exceeding expectations. Such employees assumed that he wasinexperienced and poorly skilled without giving him a chance to provehimself.

According to Maslow’s hierarchy of needs theory, employees mustfirst attain their basic needs before desiring other things. In thiscase, the entry level employee who is on his first job isunderstandably most worried about pay. Thus, the management shoulddevelop a clear policy on benefits and pay indicating requirementsand grounds for employees seeking a salary increment or getting apromotion. This way, employees will know what to expect and haveclear targets to pursue.

To address lack of appreciation, the management should develop arecognition and appreciation program that specifically acknowledgesunique contributions by individual employees. This will encourageemployees to go beyond expectations for recognition. Another waywould be to cultivate a culture of recognition. Such a culture shouldinvolve making gifting personal, being mindful of employees’personal issues, and also mentoring them.

Another way would be promote employee retention is providingassurances on job security. This is necessary in the modern age oforganizational restructuring and automation of services thatincreases lay-offs. The management should thus make it a point tooffer job security to employees and provide assurances wherenecessary. Where layoffs are a must, they should be done in a humanemanner with adequate compensation. With such considerations,organizations are better placed in increasing employee retention.


Sullivan, J. (2013).Stay interviews: an essential tool for winning ‘the war to keepyour

employees’. Retrieved from&lt