Goldratt's thinking process applied to employee retention

Abstract

Purpose

This study seeks to investigate the nature and extent of employee retention and turnover for metropolitan police and fire departments.

Design/methodology/approach

In order to maximize the system production, the weakest link must be improved and all other links in the processes regulated to the speed of the weakest link. The weakest link is the constraint. In the case of public safety employee retention, there are several reasons given why employment is terminated. In order to increase the number of public safety personnel that are retained, all steps must be examined together to determine the constraint; the core problem for termination. Since the constraint is not always obvious, Goldratt developed the thinking process. This is a series of steps used to locate the constraint, determine the solution, and how to implement the solution. These steps are actually referred to as the thinking process.

Findings

Findings suggest that a proper cause and effect process will produce a desired path to change. It was determined how one type of organization could contain employee turnover by using the logic of Goldratt's thinking process.

Research limitations/implications

This procedure is practical and can be applied to any problem anywhere at any time. This allows further research into other settings.

Practical implications

This process underscores the importance for a systematic process of problem‐solving by pin‐pointing the problem, determining a workable solution, and implementing the solution. The key is to begin by looking for the underlying causes of the problem which produces an undesirable effect. Using this structured cause and effect process, a future reality tree is then developed with the desired effect. This research reveals how the Goldratt thinking process can be applied to business problems with multiple variables.

Originality/value

This research is based on an actual situation in which employee retention was a problem for five years. By improving employee retention, additional human resource expenses are significantly reduced.

Citation

Taylor, L.J., Murphy, B. and Price, W. (2006), "Goldratt's thinking process applied to employee retention", Business Process Management Journal, Vol. 12 No. 5, pp. 646-670. https://doi.org/10.1108/14637150610691055