From the case study given below answer the question given: Although the casino is the largest employer

From the case study given below answer the question given:

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Although the casino is the largest employer in the area, staffing and em- ployee engagement have been chronic problems. Many long-term employees appear to be completely checked out at work, biding their time until retire- ment, and they go out of their way to disparage those who put in an honest day's work. Despite paying a competitive wage and the relative scarcity of good-paying jobs the casino averages 30 percent annual turnover, with some positions reporting turnover rates over 100 percent. Turnover is not only taking a toll on the employees who remain (as they often have to pick up the slack for those who leave), but it also has an impact on the casino's customer satisfac- tion and financial results. Newer and less experienced staff do not know how to handle more complex customer issues, and it costs the casino $1,000-$5,000 in recruiting fees for each new person hired. With 400 new staff being hired each year, these staffing fees are having a material impact on the company's bottom line. The general manager has asked you to help reduce staff turnover, create a more engaged staff, improve the casino's customer satisfaction ratings, and ultimately have a positive impact on revenues and profitability. 1. How could you use the Curphy and Roellig Followership model described in the the introduction to Part 3 to assess employees at the casino? Although the casino is the largest employer in the area, staffing and em- ployee engagement have been chronic problems. Many long-term employees appear to be completely checked out at work, biding their time until retire- ment, and they go out of their way to disparage those who put in an honest day's work. Despite paying a competitive wage and the relative scarcity of good-paying jobs the casino averages 30 percent annual turnover, with some positions reporting turnover rates over 100 percent. Turnover is not only taking a toll on the employees who remain (as they often have to pick up the slack for those who leave), but it also has an impact on the casino's customer satisfac- tion and financial results. Newer and less experienced staff do not know how to handle more complex customer issues, and it costs the casino $1,000-$5,000 in recruiting fees for each new person hired. With 400 new staff being hired each year, these staffing fees are having a material impact on the company's bottom line. The general manager has asked you to help reduce staff turnover, create a more engaged staff, improve the casino's customer satisfaction ratings, and ultimately have a positive impact on revenues and profitability. 1. How could you use the Curphy and Roellig Followership model described in the the introduction to Part 3 to assess employees at the casino? Although the casino is the largest employer in the area, staffing and em- ployee engagement have been chronic problems. Many long-term employees appear to be completely checked out at work, biding their time until retire- ment, and they go out of their way to disparage those who put in an honest day's work. Despite paying a competitive wage and the relative scarcity of good-paying jobs the casino averages 30 percent annual turnover, with some positions reporting turnover rates over 100 percent. Turnover is not only taking a toll on the employees who remain (as they often have to pick up the slack for those who leave), but it also has an impact on the casino's customer satisfac- tion and financial results. Newer and less experienced staff do not know how to handle more complex customer issues, and it costs the casino $1,000-$5,000 in recruiting fees for each new person hired. With 400 new staff being hired each year, these staffing fees are having a material impact on the company's bottom line. The general manager has asked you to help reduce staff turnover, create a more engaged staff, improve the casino's customer satisfaction ratings, and ultimately have a positive impact on revenues and profitability. 1. How could you use the Curphy and Roellig Followership model described in the the introduction to Part 3 to assess employees at the casino? Although the casino is the largest employer in the area, staffing and em- ployee engagement have been chronic problems. Many long-term employees appear to be completely checked out at work, biding their time until retire- ment, and they go out of their way to disparage those who put in an honest day's work. Despite paying a competitive wage and the relative scarcity of good-paying jobs the casino averages 30 percent annual turnover, with some positions reporting turnover rates over 100 percent. Turnover is not only taking a toll on the employees who remain (as they often have to pick up the slack for those who leave), but it also has an impact on the casino's customer satisfac- tion and financial results. Newer and less experienced staff do not know how to handle more complex customer issues, and it costs the casino $1,000-$5,000 in recruiting fees for each new person hired. With 400 new staff being hired each year, these staffing fees are having a material impact on the company's bottom line. The general manager has asked you to help reduce staff turnover, create a more engaged staff, improve the casino's customer satisfaction ratings, and ultimately have a positive impact on revenues and profitability. 1. How could you use the Curphy and Roellig Followership model described in the the introduction to Part 3 to assess employees at the casino?

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To assess employees at the troubled casino using the Curphy and Roellig Followership model you would first need to understand the four followership st... View the full answer