| Course | HRM-6000 Managing the Human Resources Enterprise |
|---|---|
| Module | Module 4 |
| Paper type | Module 4 written assignment: summary paper on retention and HR measurement |
| Length | About 596 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Master of Science in Human Resources Management |
| Updated | October 2026 |
Free sample paper for HRM 6000 Module 4
The $6 Million Revolving Door: Retention and Measurement at Atlantic Shore Hospitality
Student Name
Master of Science in Human Resources Management, Thomas Edison State University
HRM-6000: Managing the Human Resources Enterprise
Mentor Name
Month Day, Year
The $6 Million Revolving Door: Retention and Measurement at Atlantic Shore Hospitality
What Turnover Is Costing Us
Of our 2,100 employees, about 1,900 are hourly, and 62 percent of hourly positions turned over last year, about 1,180 departures. At an estimated $4,800 per departure, counting recruiting, onboarding, training time and overtime to cover vacancies, turnover cost about $5.7 million. This summary explains what drives retention, what we should do and how we will measure progress.
What the Evidence Says
Allen et al. (2010) identified common misconceptions about retention. Managers often believe people leave mainly for pay, that turnover is uncontrollable in some industries and that all turnover is equally harmful. The evidence shows that pay matters but is rarely the only reason, that job satisfaction, supervisor relationships, career opportunities and work schedules are strong influences, that organizations can reduce turnover through deliberate practices and that losing a poor performer costs less than losing a strong one. A study of close to a thousand companies by Huselid (1995) tied bundles of high-performance practices to lower quit rates, a sign that turnover responds to management choices.
Mitchell et al. (2001) proposed job embeddedness to explain why people stay. Employees are embedded by their links to people at work and in the community, by their fit with the job and the community, and by the sacrifices they would make by leaving. In their research, embeddedness predicted turnover beyond job satisfaction and commitment. Many of our hourly employees have few links at work beyond their immediate department, and their schedules make community ties harder, so they leave easily.
Where Our Turnover Happens
Our exit and payroll data show that 45 percent of departures occur within the first ninety days, concentrated in housekeeping, banquet and kitchen roles. New employees cite unexpected schedules, physical demands and limited help from experienced coworkers. This is where retention efforts will pay off fastest.
Retention Strategies
Four strategies follow from the evidence. First, give candidates a realistic preview of schedules and physical demands, so those who accept know what to expect. Second, assign every new hourly employee a peer mentor for ninety days, building the links that embed people. Third, teach supervisors how to manage a newcomer's first three months, with a short check-in every week. Fourth, make schedules more predictable, as recommended in the engagement summary for Module 2. Pay should be benchmarked to the local market so it does not become a reason to leave, but raising pay alone would not address the main causes.
Measuring HR's Contribution
HR measurement should show executives how HR practices affect outcomes they care about. We propose an HR scorecard with eight measures reviewed quarterly by property.
The scorecard combines leading measures, such as training hours and engagement, with results, such as turnover and guest satisfaction, so we can see whether the practices are moving the outcomes.
| Measure | Current | Target in one year |
|---|---|---|
| Hourly turnover, annual | 62% | 50% |
| Ninety-day turnover of new hires | 45% of departures | 30% of departures |
| Cost of turnover | $5.7 million | $4.6 million |
| Engagement score | 58 | 64 |
| Guest satisfaction with staff | 81% | 85% |
| Time to fill hourly roles | 19 days | 14 days |
| Internal promotion rate to supervisor | 35% | 50% |
| Training hours per new hire, first ninety days | 8 | 20 |
Conclusion
Turnover costs us about $5.7 million a year, mostly from early departures that research and our data show we can reduce. Realistic previews, peer mentors, supervisor attention and predictable schedules address the real causes. An eight-measure scorecard will tell us whether they are working and show the value of HR's work in terms executives use.
References
Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2), 48-64. https://doi.org/10.5465/amp.24.2.48
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672. https://doi.org/10.5465/256741
Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44(6), 1102-1121. https://doi.org/10.5465/3069391
HRM 6000 Module 4 instructions, in plain terms
The fourth HRM-6000 written assignment is an executive summary on retention management and HRM measurement. Expect to explain why employees leave and stay, what turnover costs, which retention strategies work and how HR can measure its contribution with metrics or a scorecard. Executives respond to numbers, so estimate turnover costs and set measurable targets. Use peer-reviewed research from the library databases to separate evidence from common beliefs about turnover, and apply it to an organization's data. Keep the paper concise, with a scorecard or table, and end with clear recommendations. Expect to show a cost of turnover calculation, since executives need a figure to compare with the cost of retention programs.
How this HRM 6000 Module 4 example is built
The summary opens with the organization's turnover rate and its estimated cost. A section replaces common beliefs about retention with research evidence and explains job embeddedness. A short section uses the organization's own data to locate departures in the first ninety days. Four strategies follow from the evidence and the data. A scorecard table sets eight measures with current values and targets, mixing leading and result measures. The conclusion restates cost, strategies and measurement in a few sentences, as an executive reader expects. The scorecard pairs each measure with a current value and a target, so the summary ends with commitments executives can track.
HRM 6000 Module 4 rubric: what earns full marks
The retention briefing is judged on how well it uses research, how sound its cost estimate is, whether its strategies follow from the evidence and whether its measures could actually be tracked. Answers that correct common misconceptions with research and locate where turnover occurs show analytical skill. A scorecard that links HR practices to business outcomes demonstrates the strategic view of measurement the module teaches. Writing that suits executives and accurate citations finish the grade. Mentors also credit papers that use the organization's data to locate turnover in the employee life cycle, since targeted strategies are more convincing than general ones. A scorecard that mixes leading and outcome measures shows an understanding of how HR measurement works. Research that corrects common beliefs adds credibility.
HRM 6000 Module 4 help from the desk
Students lose points by assuming pay is the main cause of turnover, by estimating costs without showing components or by proposing measures that only count HR activity. Others recommend generic retention programs not linked to their data. Show how you calculated turnover cost. Find where in the employee life cycle turnover happens. Choose strategies that address those causes. Mix leading and result measures with targets. A free first sample using your own HRM-6000 Module 4 organization is available on request. List the components of your turnover cost so readers can check it. Avoid measures that only count HR activity, such as training sessions held, unless paired with outcomes. Keep targets realistic for one year, and state who reviews the scorecard and how often.
Write yours, or have the desk draft it
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HRM 6000 Module 4 questions, answered
Where can I find a free HRM 6000 Module 4 sample paper?
The retention and measurement briefing is printed above, from the $5.7 million cost estimate to the eight-measure scorecard.
Do employees leave mainly for pay?
Research shows pay matters but rarely acts alone; supervision, schedules, career opportunities and job fit are strong influences.
What is job embeddedness?
How tightly someone is tied to a job and place through relationships, fit and what quitting would cost them, a strong predictor of who stays.
How is turnover cost calculated?
Estimate one departure's cost, counting hiring, onboarding, training, lost output and covering the shift, then multiply by how many people left.
What is an HR scorecard?
A set of measures that links HR practices to business results, combining leading indicators with outcome measures.