1、Chapter 10Employee Separation and RetentionLearning Objectives1.Distinguish between involuntary and voluntary turnover and discuss how each can be leveraged for competitive advantage.2.List and apply major elements that contribute to the perception of justice to discipline and dismissal.3.Specify th
2、e relationship between job satisfaction and job withdrawal and identify sources of job satisfaction.4.Design and use a survey feedback intervention program to promote retention of key personnel.10-2IntroductionTo compete,organizations must ensure:Good performers are motivated to stay.Chronically low
3、 performers are allowed,encouraged or if necessary,forced to leave.2 Types of Turnover:Involuntary turnoverinitiated by the organization (often among those who would prefer to stay).Voluntary turnoverinitiated by employee (often those the company would prefer to keep).10-3Managing Involuntary Turnov
4、erEmployment-at-will doctrine-in the absence of a specific contract,either an employer or employee could sever the employment relationship at any time.Violence in the workplace caused by involuntary turnover has become a major organizational problem.A standardized,systematic approach to discipline a
5、nd discharge is necessary.10-410-5Wrongful DischargeA wrongful discharge suit attempts to establish that the discharge either(1)violated an implied contract or covenant(that is,the employer acted unfairly)or(2)violated public policy(that is,the employee was terminatedbecause he or she refused to do
6、something illegal,unethical,or unsafe).Principles of JusticeOutcome fairness-the judgement that people make regarding outcomes received relative to outcomes received by others with whom they identify.Procedural justice-focuses on methods used to determine the outcomes received.Interactional justice-
7、the interpersonal nature of how the outcomes were implemented.10-610-7Six Determinants of Procedural Justice Table 10.1(1)Consistency.The procedures are applied consistently across time and other persons.(2)Bias suppression.The procedures are applied by a person who has no vested interest in the out
8、come and no prior prejudices regarding the individual.(3)Information accuracy.The procedure is based on information that is perceived to be true.(4)Correctability.The procedure has built-in safeguards that allow one to appeal mistakes or bad decisions(5)Representativeness.The procedure is informed b
9、y the concerns of all groups or stakeholders(co-workers,customers,owners)affected by the decision,including the individual being dismissed.(6)Ethicality.The procedure is consistent with prevailing moral standards as they pertain to issues like invasion of privacy or deception.10-8 4 Determinants of
10、Interactional JusticeProgressive DisciplineDocumentationProgressive Punitive Measures10-910-10Example of Progressive Discipline Program Table 10.3OFFENSEFREQUENCY ORGANIZATIONAL RESPONSE DOCUMENTATIONFirst offense Unofficial verbal warning Witness presentSecond Official written warning Document file
11、dThird Second official warning,with threat of temporary suspension Document filedFourth Temporary suspension and“last chance notification Document filedFifth Termination with right to go to Arbitration Document filedOpen Door Policy 4 Stages of ADR 10-11Employee Assistance ProgramsEAPs attempt to am
12、eliorate problems encountered by workers who are drug dependent,alcoholic,or psychologically troubled.EAPs are usually identified in official documents published by the employer.Employee wellness programs take a proactive and preemptive focus on trying to prevent health-related problems in the first
13、 place.10-12Outplacement CounselingHelps displaced employees manage the transition from one job to another.Services such as job search support,rsum critiques,job interviewing training and networking opportunities may be provided in-house or through an outside source.Aimed at helping people realize t
14、hat other opportunities exist.10-13Managing Voluntary Turnover Job WithdrawalProgression of Withdrawal Theory-dissatisfied individuals enact a set of behaviors in succession to avoid their work situation.3 categories:1.behavior change2.physical job withdraw3.psychological job withdrawWithdrawal beha
15、viors are related to one another,and partially caused by job dissatisfaction.10-14Job Dissatisfaction-Job Withdrawal ProcessCauses-Job dissatisfaction-Personal disposition-Tasks&roles-Supervisors and coworkers-Pay and benefitsJobDissatisfaction10-15Behavior ChangeAn employees first response to dissa
16、tisfaction would be to try to change conditions that generate dissatisfaction.When employees are unionized,dissatisfaction leads to increased grievances.Employees sometimes initiate change through whistle-blowing-making grievances public by going to the media or government.10-16Physical Withdrawal4
17、ways a dissatisfied worker can physically withdraw from the organization:1.Leave the job2.Internal transfer3.Absenteeism4.TardinessCompanies spend 15%of payroll costs to make up for absent workers on average.10-1710-182 Forms of Psychological WithdrawalJob involvementOrganizational CommitmentJob Sat
18、isfaction and Job WithdrawalJob satisfaction is a pleasurable feeling that results from the perception that ones job fulfills ones important job values.Three aspects of job satisfaction 1.Values2.Perceptions3.ImportanceA frame of reference is a standard point that serves as a comparison for other po
19、ints and thus provides meaning.10-19Job DissatisfactionSourcesNegativeAffectivityJob EnrichmentJob Rotation10-20Unsafe Working ConditionsEach employee has a right to safe working conditions under the Occupational Safe and Health Act of 1970(OSHA).Financial bonuses linked to specific safety related g
20、oals help keep employees focused and pay for themselves over time.Firms that emphasize safety send workers a clear signal that they care about them.10-21Sources of Job DissatisfactionPersonal DispositionsNegative affectivity is a dispositional dimension that reflects pervasive individual differences
21、 in satisfaction with any and all aspects of life.Tasks and RolesThe nature of the task itself is the key predictor of job dissatisfaction.Job RotationPro-social Motivation10-22Sources of Job SatisfactionSupervisors and CoworkersA person may be satisfied with his or her supervisor and coworkers due
22、to:shared values,attitudes,and philosophies,strong social supportPay and BenefitsPay is a reflection of self-worth,so pay satisfaction is significant when it comes to retention.10-23Survey Feedback InterventionsSurveys:emphasize overall satisfaction.assess the impact of policy changes.allow the comp
23、any to benchmark“best practices.”If people fail to see timely actions taken on matters identified as problems in the survey,satisfaction is likely to be lower than it would be in the absence of a survey.Any strategic retention policy has to consider surveying people who are about to become ex-employ
24、ees.10-24SummaryInvoluntary turnover reflects a separation initiated by the organization.Voluntary turnover reflects a separation initiated by the individual.It can be minimized by measuring,monitoring and surveying,then addressing problems found in the surveys.Organizations can gain competitive advantage by strategically managing the separation process.Retaliatory reactions to organizational discipline and dismissal decisions can be minimized.10-25
