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Siyuan Energy and the Frequent Departure of Executives
內容大綱
The president of Siyuan Energy (Siyuan) faced the long-standing problem of a very high rate of top management turnover. By 2019, Siyuan had grown to five hundred employees and ¥170 million in revenue; however, over the past decade, the turnover rate of executives had grown dramatically. Few of the externally hired executives lasted even a year, and now a number of long-time internal executives were also leaving. Morale was declining at the same time that the company was facing growing competition. Action was required to address the problem, but analysis was first needed to understand whether such high turnover was due to systems or leadership, or both.
學習目標
The case is appropriate for graduate- and postgraduate-level courses on organizational behaviour and human resources (HR) management. Discussion will include management turnover, talent retention and incentives, communication by senior staff, and competency assessment, performance, and salary management. After working through the case and assignment questions, students will be able to understand<ul><li>causes and possible solutions for excessively high management turnover;</li><li>the difficulty of working in a family business in which the founders have ongoing disagreements that result in leadership failure;</li><li>the need for a fit between job requirements and an employee’s individual ability; and</li><li>the value of utilizing a comprehensive model of executive turnover in forming a complete picture of the management retention challenge at hand.</li></ul>