Separating and Retaining Employees Chapter 10 Separating and Retaining Employees

Managing Turnover Voluntary Involuntary Turnover initiated by employees Involuntary Turnover initiated by an employer Employee turnover refers to employees leaving the organization. Involuntary turnover occurs when the organization initiates turnover. When the employee initiates the turnover, it is voluntary turnover. Discharging employees can be very difficult due to: Decisions have legal aspects Issues related to personal safety Employee retention is difficult due to: Rash of layoffs and downsizing Tight labor markets MGMT 422 – Chapter 10

Turnover Costs MGMT 422 – Chapter 10

Principles of Justice MGMT 422 – Chapter 10

Wrongful Discharge Implied Contract Public Policy Indications of job security are present Public Policy Cannot be fired for fulfilling duties or legal obligations considered to be socially useful MGMT 422 – Chapter 10

Employee Privacy Ensure that information is relevant Publicize information gathering policies and consequences Request consent beforehand Treat employees consistently Conduct searches discreetly Share information only with those who need it MGMT 422 – Chapter 10

Progressive Discipline Formal discipline processes are a primary responsibility of HR The processes should be analogous to a hot stove It provides a warning (feels hot) It is consistent (burns every time) It is immediate (burns now) It is impersonal (burns all alike) MGMT 422 – Chapter 10

Progressive Discipline Responses MGMT 422 – Chapter 10

Alternative Dispute Resolution MGMT 422 – Chapter 10

Job Withdrawal MGMT 422 – Chapter 10

Job Satisfaction MGMT 422 – Chapter 10 Hiring employees – it is important to be sure that the people you hire not only have the requisite knowledge and experience but also have a good idea of the culture and working conditions of the organization and job. This will prevent misunderstandings or discrepant expectations once they start on the job. Designing complex, meaningful jobs - Organizations can improve job satisfaction by making jobs more complex and meaningful. Some of the methods available for this approach to job design are job enrichment and job rotation. Organizations can increase satisfaction by developing clear and appropriate roles. They can also establish clear and appropriate roles to avoid role conflict, ambiguity, and overload issues. Reinforcing shared values – be clear about what the company stands for and how it intends to treat employees and customers. This enhances the meaningfulness of the job to employees. Setting satisfactory pay levels – this will be discussed in detail in the next chapter but it is important to maintain perceptions of equity with regard to pay both in relation to internal employees and the external market. MGMT 422 – Chapter 10