1. I. Managing Turnover A. Why do people leave? B. When is it good?
C. When is it not good?
D. What are the costs?

2. MGMT 471: HRM Week 9: Chapter 10
I. Managing Turnover
II. Employee Separation
III. Job Withdrawal
IV. Job Satisfaction

3. Truths about Turnover Turnover happens. Some turnover is good.
Turnover is expensive.
More money isn’t always the answer.
Managers are key.
To reduce turnover it has to be a priority.

4. When is it good? Bad? Two types of turnover:
Organizations must take steps to ensure that good performers are motivated to stay, whereas chronically low performers are allowed, encouraged, or if necessary, forced to leave.
Two types of turnover:
Involuntary turnover—turnover initiated by the organization (often among people who would prefer to stay).
Voluntary turnover—turnover initiated by employees
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

5. Managing Involuntary Turnover
Employment-at-will doctrine
termination of an employee with or without a “good or just cause.”
Violence in the workplace can be due to involuntary turnover.
A standardized, systematic approach to discipline and discharge is essential.
McGraw-Hill/Irwin

6. II. Employee Separation
A. Justice
1. Outcome fairness
2. Procedural justice
3. Interactional justice

7. II. Employee Separation
B. Legal issues
1. Wrongful discharge
2. Discrimination
3. Privacy
4. Layoff notification

8. II. Employee Separation
Discipline and Disputes
1. Progressive--hot stove rule
2. Alternative Dispute Resolution (without legal system)

9. Progressive Discipline
Effective discipline programs have two components:
documentation
progressive corrective measures
The organization determines consequences for first, second, third offenses, etc.
McGraw-Hill/Irwin

10. Alternative Dispute Resolution
Dispute resolution without the legal system.
Four stages:
1. Open-door policy
2. Peer reviews
3. Mediation by a neutral third party
4. Arbitration by a professional, from outside the organization (binding)
McGraw-Hill/Irwin

11. II. Employee Separation
3. EAPs:
Programs that address problems such as employee substance abuse or psychological issues.
4. Outplacement Counseling:
Helping exiting employee transition

12. III. Job Withdrawal: Job Dissatisfaction
A. Antecedents
1. Personality
2. Tasks and Roles
3. Others
4. Pay

13. III. Job Withdrawal: Job Dissatisfaction
B. Outcomes
1. Behavior change
2. Physical withdrawal
3. Psychological withdrawal

14. Job Dissatisfaction: Job Withdrawal Process
Causes of job
dissatisfaction
- Personal disposition
- Tasks and roles
- Supervisors and
coworkers
- Pay and benefits
Manifestations of
job withdrawal
- Behavioral change
- Physical job
withdrawal
- Psychological job
Job
Dissatisfaction
Job
Withdrawal
McGraw-Hill/Irwin

15. Physical Withdrawal Leave the job Internal transfer Absenteeism
Tardiness
McGraw-Hill/Irwin

16. Psychological Withdrawal
Job involvement: degree to which people identify themselves with their jobs.
Organizational commitment: degree to which an employee identifies with the organization and is willing to put forth effort on its behalf.
Organizational Citizenship behavior: being a good soldier

17. IV. Job Satisfaction A. Antecedents 1. Personality 2. Tasks and Roles
a. Job complexity
b. Meaningful work
c. Clear roles

18. IV. Job Satisfaction A. Antecedents (continued) 1. Others 2. Pay
B. Outcomes?
C. Measuring and Monitoring