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Employee Retention of Bosch Brewing Company

Discuss Employee Retention of Bosch Brewing Company within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; The Bosch Brewing Company was a small brewery on the Keweenaw Peninsula, in the western part of the Upper Peninsula ...



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Employee Retention of Bosch Brewing Company
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Pratik Kukreja
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Employee Retention of Bosch Brewing Company - April 5th, 2011

The Bosch Brewing Company was a small brewery on the Keweenaw Peninsula, in the western part of the Upper Peninsula of the state of Michigan, United States. The company operated under different names from 1874 to 1973.
The founder of The Bosch Brewing Company, Joseph Bosch, was the son of a beer brewer, and had always wanted to enter the brewing business. His family came to the United States from Baden, Germany. In 1867 the family moved from Port Washington, Wisconsin to Houghton, Michigan, then to Lake Linden, Michigan a few years later. Joseph Bosch spent several years traveling, to Milwaukee, Cleveland, and Louisville to learn the art of brewing.

Joseph Bosch, founder of the Bosch Brewing Company, had always yearned to enter the brewing industry. He had learned much from his father, a brewer in his native country of Germany, who had brought the family to Lake Linden, Michigan in 1867. A desire for more knowledge and experience led the young Bosch to Cleveland, Fort Wayne and finally Milwaukee, where he worked for the Schlitz brewery. He returned to Lake Linden in 1874, erected a small wooden building and began brewing operations as the Torch Lake Brewery, Joseph Bosch & Company. Bosch operated the brewery on his own for the first two years, but in 1876 admitted several men on a partnership basis. The company continued as a partnership until around 1894, when the reorganized firm issued stock under its new name, the Bosch Brewing Company. The company continued in operation for nearly a century, closing the last of its facilities in 1973.

In the early years of brewing in Michigan's Upper Peninsula, little if any beer was sold in bottles. Bosch saw the potential of this packaging, however, and the company began bottling on a small scale before 1880. By 1883, the original wooden building in Lake Linden had been enlarged and the company was producing 4,000 barrels of beer annually, one quarter of which was bottled. The brewery was completely destroyed in a great fire that swept through Lake Linden in 1887, but the demand for its product fired quick construction of new facilities. By the turn of the century the Bosch Brewing Company had brewing facilities in Lake Linden and Houghton, as well as branches and storehouses in Calumet/Laurium, Hancock, Ishpeming, Eagle Harbor and Ishpeming. Having survived the difficult years of prohibition, the company finally closed the Lake Linden facility in favor of the better-situated facilities in Houghton.

Photographs courtesy of the Michigan Technological University Archives and Copper Country Historical Collections. Reproduction, duplication or digital storage of these images is strictly prohibited without the express written permission of the Archives.

Joseph Bosch and the Bosch Brewing Company, by Clarence J. Monette. Lake Linden, Michigan: The Author, 1978.

Schoolcraft Township Centennial: History of Schoolcraft Township and the Village of Lake Linden. Lake Linden: Schoolcraft Township, 1966.

Old Bottles and Jugs of Michigan's Copper Country. Lake Linden, Michigan: Copper Country Bottle Collectors/John H. Forster Press, c.1978

The dissertation addresses the issue of employee retention in the retail sector. Literature is reviewed on the HRM theory covering the topics related to employee retention, i.e. reward management, flexible working, job satisfaction, employee training and development, retention approaches used in large retail companies, etc. A case study is conducted to evaluate the effectiveness of the retention strategy of Sainsbury’s. The methods of the research are based on the secondary data and the primary data obtained from questionnaires distributed among a hundred Sainsbury’s employees with 21 statements developed to explore the retention issues in the supermarket. Conclusions are made about Sainsbury’s approach to managing their employees.

The benefits technology used to manage staff perks and pay, such as payroll software and benefit administration software, is becoming integrated with flexible benefits software, and often include management solution tools for sickness absence management and staff holiday scheduling in self-service suites. Sophisticated use of employee benefit administration software and payroll systems is allowing employers to mine human resource data to evaluate performance, staff behaviour, benefits selection patterns and the business benefits of perks.

Managing international benefits is complex due to different tax and employment legislation rules in different countries around the world. Each country has its own statutory benefits, while local employers will offer staff perks based on local wage and employment demands. This complexity is heightened for global reward managers who also post expatriates to foreign offices, and need to consider business travel insurance, overseas medical insurance and dealing with relocation services. Pan European pensions, international employee benefits trust, pooling and captives are the focus for international employee benefits managers with an EMEA or global remit.

Ensuring that business communication is effective is a huge challenge for employers when communicating employee reward. This has led to a rise in the popularity of the total reward statement. Many companies run seminars and presentations on financial education or bring in IFAs to offer financial advice. Employee communication is a challenge as benefits managers try to use all the media tools at their disposal to market the employee reward package including: seminars, presentations, staff meetings, line managers, text messaging, webinars, podcasts, staff handbooks, staff magazines and online modelling tools.

Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job he’s doing, he may switch over to some other more suitable job. In today’s environment it becomes very important for organizations to retain their employees.

The top organizations are on the top because they value their employees and they know how to keep them glued to the organization. Employees stay and leave organizations for some reasons.

The reason may be personal or professional. These reasons should be understood by the employer and should be taken care of. The organizations are becoming aware of these reasons and adopting many strategies for employee retention.

In this section we are going to study about various topics related to employee retention, why is it needed, basic practices, myths, etc. in detail.

Last edited by pratikkk; April 5th, 2011 at 06:24 PM..
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