Mixed Missions

1. For the 109 questions, go follow the instruction inside to write a paper.

2. For the 121 INTRO, just try to improve some part if you feel it.

3. Write a one-page reflection on attached Article Cirque du Soleil.

Look through this paper, and the section of conclusion is still blank, please write a half page conclusion.

Table of Content 

Introduction… 3

Problems Statement… 4

Research Questions… 4

Methodology… 5

Results and Findings … 5 

Conclusions

Recommendations (2)

References

Introduction: 

Employee benefits are awarded and/or given to exceeding salary and wage employees that recompense for injury, loss, or simply incentive compensation and may differ upon full-time and part-time employees. Some benefits are legally required to be compensated and others are discretionary, where employers are not required to provide particular benefits to their employees, such as disability insurance, retirement plans, and life insurance. Employee benefits affect both the well-being of the employee and the employer. It becomes the critical systematic organization of a business to meet their growing expectations in efforts to accomplish their objectives. In regards to the discretionary benefit of tuition reimbursement, companies offer employees the opportunity to cover learning tuition costs while employees work towards earning their degree.

When offering tuition reimbursement or tuition assistance, many employers as well as employees gain profit from these programs. Employers obtain their financial gain by attracting motivated and dedicated employees who have the opportunity to grow and develop in strengthening their skills. Tuition reimbursement demonstrates the company’s investment in high-value candidates and their professional and educational growth. “The idea is to attract and keep employees longer, while cultivating a new crop of managers from within hotel companies’ ranks” (2019, 1). This allows for the company to save on the expenses of recruitment and turnover costs.

When companies offer tuition reimbursement, their retention rate becomes higher and it is less likely for employees to proceed to another company.  However, when employees subsequently earn their degrees, they will presumably leave the company for higher paying positions elsewhere. This problem creates a risk of investment for the companies. By creating jobs with tuition reimbursement, it creates clear value of the degree obtained by the employees.  

Problem Statement: 

Providing tuition reimbursement contributes to the successful organization of the company.

Research Questions: 

How does the reimbursement program contribute to employee productivity? 

Why does tuition and loan reimbursement contribute to reduced employee turnover rates? 

What incentives do employees gain from participating in tuition reimbursement programs? 

Methodology: 

Our group gathered information from the UCR library online database, specifically Business Source Complete. We also found some articles online from trusted sources. We would often meet after class to evaluate our findings and discuss potential solutions for our topic.

Research and Findings: 

Question 1: How does the reimbursement program contribute to employee productivity? 

In today’s competitive workforce, companies are encouraging employees to further their education to improve employee productivity. Firms are providing the tuition reimbursement program because they allow employers to attract, motivate, and retain knowledgeable employees. Employers that invest in employees help employees develop the knowledge and skills needed in this competitive and growing economy. Additionally, large investment in tuition reimbursement develops positive attitudes and retention among employees. As part of the educational skills, employees gain positive attitudes and retention. Employees that hold a positive attitude tend to be more open-minded and recognize different opportunities within their work, and retention gives them control of something in their work. Finally, graduation of furthering education is a signal to employers to be potentially productive because employees expanded their knowledge and know more positive skills in this growing workforce. 

Moreover, participating in the reimbursement program creates sorting from the program’s overall retention effect. According to Manchester, he examined the difference between participants and nonparticipants in their propensities to separate from the institution (Manchester 959). Participants that take part in the reimbursement program are more likely to still be employed at their work than those who did not participate. Participation also lowers the propensity to leave the employer (Manchester 962). Employees who remain and are looking for other jobs also contribute to employee productivity because they are focused on their job and are satisfied by the benefits that the employers are offering them. At different institutions, employees also have access to funds that can be used towards classes that are offered on campus as part of a community education program (Manchester 962). Those programs are non-degree classes like painting and wellness classes that encourage employees to participate in reimbursement programs because they learn more skills in college classes. Therefore, additional exposure to skills increases employees’ knowledge.

On the other hand, reimbursement programs also create human capital through the effect of retention of sorting. Since tuition and loan reimbursement programs create effects on the composition of workers, it provides increasing retention amongst workers due to worker sorting. In other words, worker sorting gives workers sort access based on their preferences for nonwage characteristics through the tuition reimbursement (Manchester 956). High-ability employees work in firms that provide tuition reimbursement programs because they rely on learning costs being paid. Then, employees are motivated to invest in human capital that increases retention. The returns to investing in human capital are higher for individuals who have lower discount rates because the benefits to human capital investment accrue in the future whereas the costs are immediate (Manchester 957). Employees with lower discount rates place a higher value on future consumption in workplaces. Lower discount rates help employees with productivity because they will have lower mobility risk since they place greater weight on opportunities offered by companies. Finally, human capital increases retention of employees because it contributes to the knowledge and personality needed to perform in the labor force. 

Overall, we concluded that the tuition and loan reimbursement program contributes to productivity because it increases retention and the value for employees to invest in human capital. Employers who invest in reimbursement programs for their employees have a high return on knowable, skillful, and positive attitudes with employees.

Question 2: Why does tuition and loan reimbursement contribute to high employee turnover rates? 

Tuition reimbursement is a valuable benefit for the employee and the company. Employers invest in their employees’ future goals and accomplishments by supporting their educational and social development. In turn, the employees’ will develop the notion that they are efficiently utilizing their obtained knowledge by contributing to the success and prosperity of the company for which they are employed. The employees are incentivized to remain in their specified position for an extended period of time, reducing the turnover rate. For example, according to the book,The Wiley Handbook of Global Workplace Learning , it states that “UPS invested a fraction of the potential cost of relocation into 50% tuition coverage, book reimbursements, and academic bonuses for student workers. In turn, turnover among employees was cut by 70%, and the partnership resulted in over 2,500 postsecondary credentials.” (Clark 73) The company will retain their profits by decreasing the need to continually expend their wealth on constantly hiring and training new staff.  This generates a sense of loyalty between employee and employer.

Participation in the tuition reimbursement program will strengthen the skills and knowledge of the employees as well as providing the company with work efficient personnel and valuable human capital specific to the firm. The benefits of obtaining job specific skills free of charge will raise retention rates in which the productivity of the employee will continue to persist even after the complimentary education has been completed. Companies that provide complimentary resources, such as tuition reimbursement, are investing in the quality of their employees in addition to the success of their agency. The author, Clark, further states that “The envisioned new learning economy provides working learners with improved access to relevant learn and earn opportunities, better connections to work pathways, clearer and more attainable learning outcomes, and increased life satisfaction.” (Clark 71) The working learners opportunity is significant in serving the new hires, the company, and the communities that become involved in the economic success of the agency. 

In a way, companies who offer tuition reimbursement

Question 3: What incentives do employees gain from participating in tuition reimbursement programs?

A recent 2018 survey revealed that as many as 92% of companies in the U.S. tend to offer some type of education assistance (TalentCulture). With such a high participation rate, belonging to a company that offers an education benefit such as tuition reimbursements comes with many incentives. Tuition reimbursement for an employee comes with the incentive of an education opportunity that was once unaffordable or unattainable due the unwillingness to pay for one (Martocchio 254).  Also, a incentive of tuition reimbursement is the ability to enroll in courses the employee wishes to take at a time they would like to take them (Martocchio 259). The time committed to fulfilling the degree incentivizes the employee to take up courses either related to the employee’s current job or something totally opposite. The educational opportunity employers provide motivates employees to be part of continual skill development and a workforce that seeks adaptable skills (Pattie 438). Ultimately, tuition reimbursement with its  incentives can be a beneficial opportunity for employees.

Obtaining a college education or an advanced degree grants employees with greater human capital. Not only have employees now developed new skill sets, but they have the education and experience for access to future promotions, compensation, job roles, etc. Participating in tuition reimbursement programs allow employees to gain marketable skills other than the skills obtained through traditional human resources (HR) classroom or on the job training (Pattie 424).  Not to mention, Human Resources run programs tend to only last a couple of days whereas employees develop a greater depth of skills through a wider range and extent of the education assistance programs.  

With the greater human capital obtained through participating in the tuition reimbursement program, employees now have the option of deciding whether their current position fits their new acquired skill set. If the employee’s current position no longer fits their new developed skills, employees become attractive to alternative jobs. Employees can feel as if their new skills now actually help switching companies easier than before. On the other hand, if the employee’s degree relates to their current position or possible benefit returns, the employee can stay and obtain an increase in salary (Pattie 428). In the end, employees who participate in tuition reimbursement programs tend to respond in a positive manner as they are aware of the voluntary benefit their employers are providing in terms of investing in employees and seeking to foster a sense of professional development within the organization. There exist no greater incentive for employees than obtaining professional growth and development with the aid of one’s employer. 

Conclusion:

Recommendations: 

References

Fuhrmans, V. (2018, Mar 01). Free tuition: Hotels’ latest attempt to stem employee turnover; 

the american hotel & lodging association and education company pearson PLC are 

pairing up to launch a pilot program that will foot the bill for hotel-industry workers to 

get degrees. Wall Street Journal (Online) Retrieved from

https://search.proquest.com/docview/2009007317?accountid=14521

Manchester, Colleen F. “General Human Capital and Employee Mobility: How Tuition 

Reimbursement Increases Retention Through Sorting and Participation .” ILR Review

vol. 65, no. 4, Oct. 2012, pp. 951–974. Sage Publications, Inc.

https://www.jstor.org/stable/24368505.

Pattie, Marshall, et al. “Tuition Reimbursement, Perceived Organizational Support, and

 Turnover Intention among Graduate Business School Students.” Human Resource 

Development Quarterly, vol. 17, no. 4, 2006, pp. 423–442, doi:10.1002/hrdq.1184.  Martocchio, Joseph J. Employee Benefits: A Primer for Human Resource Professionals

McGraw-Hill Education, 2018.TalentCulture Team. “What Does Tuition Assistance 

Look Like in 2018?” TalentCulture, TalentCulture LLC, 24 May 2018, 

talentculture.com/tuition-assistance-look-like-2018/. 

Clark, Hope, et al. “The New Learning Economy and the Rise of the Working Learner.” Wiley 

Online Library, John Wiley & Sons, Ltd, 25 Mar. 2019, 

onlinelibrary.wiley.com/doi/pdf/10.1002/9781119227793.ch4.