Please read the case below and answer the following questions. Be sure to clearly identify your answer to each question.

1) What is the OB problem in this case

2) What is (are) the cause(s) of the problem

3) Discuss the theory surrounding the cause(s)

4) Suggest practical, theory based interventions that may help solve the problem.

Bob says, "After leaving an executive position at Procter and Gamble, I bought a small cleaning business called My Maid Service about three years ago. At the time, it had 16 staff, and annual revenues around $260,000. It isn't that difficult to find people to come and work for my company. The trouble was getting them to stay.

Very few people really want to be cleaners, and as a result, they'd leave for better jobs, or simply because they were sick of the work. Most of my employees are single mothers, usually in their 20s or 30s. Many of them are high-school dropouts, and they don't have a lot of employment options. They choose cleaning because the hours are family-friendly. Still, it's difficult work and our customers don't always treat them with the respect that they deserve. So most of my cleaners used to leave within four months though two out of three new hires didn't even make it through our initial training period.

The staff turnover was having a huge negative impact on the business. If the whole crew was experienced, we could send cleaners out individually, but we weren't able to do that because no one knew the routine well enough. The quality level suffered, too: I had to really dumb down the service, and almost mechanize it. Customers didn't like it, either. They didn't want a bunch of different people in their house every week they didn't feel like they could trust our service, and were worried about the risk of theft. I knew I'd need to do something to reduce turnover to ensure the business' long-term success.

When I asked my cleaning crew what they wanted to do, most of them said they wanted to work in offices. There's no room in my office I have just three office employees, who have no plans to leave, compared with 43 cleaners in the field."