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FedEx Turnover, Hiring, and Engagement Strategies

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Provide a general literature review of recent scholarly themes that address employee engagement as a general category (for any company, not just the one you have chosen). By this point, you should have completed a thorough review of the available resources in the Capella library.
Within HRM scholarship, describe the themes that speak to your company's HRM situation and/or provide ways to address their needs and concerns.
In scholarship from fields other than HRM, what additional context, theories, methods, or insights are particularly useful to HR professionals at the company you studied?
What challenges do you see for the HR professional in using the theories and methods you have identified?
Specific to the concerns of companies like the one you have studied, identify any gaps in HRM scholarly research. What are the most important issues or concerns facing this type of company that are not sufficiently addressed by existing scholarly research?

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This posting explains FedEx hiring, turnover, and engagement strategies.

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General Literature Review:
FedEx has a strong need to engage its employees. Low engagement is leading to a high turnover of employees. In 2019, FedEx had an overall turnover rate of 62% and in 2020, FedEx had an overall turnover rate of 65%. The HR strategy of FedEx is that exceed the turnover rate through excessive hiring (a). This means that the HR at FedEx does not focus on increasing employee engagement. According to literature increasing employee engagement has a high impact on employee productivity, loyalty, and retention. Further, high employee engagement leads to high customer retention for FedEx. Currently, the reputation of FedEx is declining because of low employee engagement. Instead of increasing employee engagement, FedEx is focusing on deploying HR to increase its facilities for hiring more people. In 2019, FedEx had a hiring rate of 69%, and in 2020; FedEx had a hiring rate of 71%. FedEx is compensating for its high turnover rate with a high hiring rate. This does not increase employee engagement. This also means that the HR at FedEx does not work on increasing social cohesion, provides support to its employees, and does not communicate adequately with its employees.

From the high turnover of employees at FedEx, it emerges that the strength of psychological and emotional association between employees and FedEx is not satisfactory. This shows that the employees of FedEx are not enthusiastic and committed to work. This indicates that the level of employees' mental investment in their organization is very low. This is understandable because FedEx has a history of misclassifying employees as independent contractors and avoiding taxes. From this perspective, employees are not willing to contribute to FedEx's success. The mental investment of FedEx employees is also very low (h).

From the literature review perspective, we can say that a large proportion of FedEx employees are actively disengaged. The result is that FedEx employees often will not know what to do and feel they want to do it. The result is that FedEx parcels are often delivered late and in many cases, these are not delivered for a long period. Some new employees of FedEx may be enthusiasts who want to work but do not know how to do it. The result is that FedEx packages are stuck up at ports and often excuses such as customs are given for very late deliveries (b). Those who are retained at FedEx may be reneging who know what to do but do not have the will to do it. The ultimate result will be the same the parcels will not be delivered on time.

FedEx is in ...

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