Case: Aspop

People involved Decisions to be made Details in the case Additional questions

● Ma Xueqiang ● Approaching the right ● Usually there is a ● With all their success
● Aspop HR department recruitment channels and shortage of workers after mentioned in their
● Aspop executives maneuvers to satisfy the the Chinese Spring background, could they
● Ma’s assistant, Gong urgency to hire Festival and staffing have not invested in an
employees for Aspop difficulty was quite experienced recruitment
● Other similar industries; after the festival. common. team beforehand to avoid
Shandong enterprise, ● Identifying ways to better ● Constraints of natural this predicament?
China’s textile accommodate employees resources and the ● How could they have
enterprises, Textile and while improving environment, and rising better advertised
apparel enterprises in production of industry labor costs themselves to attract
Europe and U.S etc according to difficulties ● HR was unsuccessful in younger workers?
discussed. recruitment after the ● What makes them stand
● In general, Ma has to festival out from other textile
figure out how to rid ● Young workers preferred enterprises as of today?
Aspop of their working in local Are they still known for
recruitment predicament supermarkets for leisure their success standing in
than to work in their background?
mechanical, repetitive,
boring work in textile and
apparel enterprises
● Shortage of experienced
workers which affected
the product quality and
delivery time
● Work efficiency was low
due to older workers
● Executives looked to
social media outlets in
effort of recruitment
(wealink.com, qlrc.com
 etc)
● 4-2-1 problem faced in
China with one child
policy; a great portion of
18-year olds pursued
post-secondary education
● Attraction and
arrangements:
transportation,
130-square-meter family
style apartments for
employed couples,
1000-square-meter gym
for staff, sport courts, etc
● To increase staff
enthusiasm for
production, they started a
small shareholding
system reformation in its
most profitable washing
workshop generating
more sales
● Invested y300 million for
technology upgrades
towards production with
30% production
efficiency and 70% less
time consumption:
domestic-market-leading
computer-integrated
clothing hanging pipeline
system, which provided
benefits for the
environment and
workers’ physical and
mental health
What are the most common reasons employees voluntarily choose to leave their companies? What are the most effective strategies for
reducing this voluntary turnover? How does turnover impact future recruitment efforts at a company?

There are many reasons why employees voluntarily choose to leave their companies. Speaking from personal experience, I left my last
job because there was poor relationship-orientation within my leadership and I felt drained from the work itself with little pay.
According to a study examining the different factors of causation, workers with higher levels of stress were more likely to leave in
comparison to those who received greater social support (Nissly et al, 2008). Another factor that plays into great stress is receiving
low pay. The company that I work for now pays me 70% more than the job I left almost six months ago and it has been very helpful
with keeping up with personal expenses. That has been a great motivation for me. Moreover, according to Llopis, one of the top things
that motivate employees to achieve is having trustworthy leadership (Llopis, 2012). Having leaders who naturally have your back and
look out for your best interest is a determinant of employee trust and loyalty. This past Christmas, I requested to be with my sister as
we celebrate Christmas, New Year and my late brother’s birthday by his grave. My sister is the only sibling I have left and I just
needed to be with her during this past holiday season for my sanity I guess. Despite me being new and having no PTO, my supervisor
let me go and since then, I have developed deep trust for her and will always go all out for her when she needs an extra hand even on
my days off. On top of other reasons, I believe establishing trust between a leader and their employees will help with turnover because
it will establish a low turnover rate. A low turnover rate will mean less stress in recruitment, and it is a reflection of the work
environment in my opinion.

Resources

Jan A. Nissly LCSW, Michàl E. Mor Barak PhD & Amy Levin PhD (2005) Stress, Social Support, and Workers' Intentions to Leave
Their Jobs in Public Child Welfare, Administration in Social Work, 29:1, 79-100, DOI: 10.1300/J147v29n01_06
Llopis, G. (2012, June 4). The Top 9 Things That Ultimately Motivate Employees to Achieve. Retrieved January 25, 2023, from
https://d1wqtxts1xzle7.cloudfront.net/32588308/The_Top_9_Things_That_Ultimately_Motivate_Employees_to_Achieve-libre.pdf?13
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