1. Organization/Individual Relations and Retention

2. Individual/Organizational Relationships  The Psychological Contract  The unwritten expectations employees and employers have about the nature of their work relationships.  Affected by age of employee and changes in economic conditions.  Focuses on expectations about “fairness” that may not be defined clearly by employees.  Psychological Ownership  When individuals feel that they have some control and perceived rights in the organization, they are more likely to be committed to the organization.

3. Components of the Psychological Contract Employers provide: Competitive compensation and benefits Flexibility to balance work and home life Career development opportunities Employees contribute: Continuous skill improvement and increase productivity Reasonable time with the organization Extra effort when needed

4. FIGURE 3-1Factors Affecting Job Satisfaction and Organizational Commitment © 2008 Thomson/South-Western. All rights reserved.

5. Job Satisfaction, Loyalty, and Commitment  Job Satisfaction  A positive emotional state resulting from evaluating one’s job experience.  Organization Commitment (Loyalty)  The degree to which employees believe in and accept organizational goals and desire to remain with the organization.  Continuance commitment: the likelihood that an individual will stay with rather than withdraw from the organization.

6. Individual Employee Performance  Individual Performance Factors 1.Individual ability to do the work 2.Effort level expended 3.Organizational support Performance (P) = Ability (A) x Effort (E) x Support (S)

7. FIGURE 3-2 Components of Individual Performance

8. Individual Motivation  Motivation  The desire within a person causing that person to act to reach a goal.  Management Implications for Motivating Individual Performance  Broad-based strategies and tactics to address individual employee concerns about:  Consistency in organizational rewards  Organizational support for employee efforts  Accurate measurement of employee performance  Desirability of rewards by employees

9. Retention of Human Resources  Myths About Retention 1.Money is the main reason people leave. 2.Hiring has nothing to do with retention. 3.If you train people, you are only training them for another employer. 4.Do not be concerned about retention during a merger. 5.If solid performers want to leave, the company cannot hold them. I’m Gone

10. Retention of Human Resources  Why People Stay or Leave—Links, Fit, and Sacrifice  Culture and values  Positive, distinctive company that is well-managed, and offers exciting challenges.  Attractive job  Freedom and autonomy, exciting challenges, and career advancement and growth  Compensation and lifestyle  Differentiated pay package, high total compensation, geographic location, and respect for lifestyle

11. FIGURE 3-3Drivers of Retention

12. FIGURE 3-4Some Characteristics of People and Jobs

13. Employee Absenteeism  Absenteeism  Any failure to report for work as scheduled or to stay at work when scheduled.  Involuntary absenteeism  Unavoidable with understandable cause (e.g., actual illness)  Voluntary absenteeism  Avoidable without justifiable cause (e.g., feigning illness)

14. FIGURE 3-5Reasons for Unscheduled Absences Source: Based on data from “2006 CCH Unscheduled Absence Survey,” CCH, Inc., October 26, 2006, www.cch.com/press/news/2006. All Rights Reserved. Reprinted with permission.

15. Controlling Absenteeism Disciplinary approach Positive reinforcement Combination approach Paid time-off (PTO) “No fault” policy Controlling Absenteeism

16. FIGURE 3-6Employee Absenteeism Control Actions

17. Employee Turnover  Turnover  The process in which employees leave an organization and have to be replaced.  Impact of Turnover  Inability to achieve business goals  Loss of “image” to attract other individuals  High costs of turnover and replacement  Churn—hiring new workers while laying off others

18. Types of Turnover Turnover Involuntary Voluntary Functional Dysfunctional Uncontrollable Controllable

19. HR Metrics: Measuring Absenteeism  Measuring Absenteeism  U.S. Department of Labor formula: Other Measures of Absenteeism:Other Measures of Absenteeism:  Incidence rate—absences per 100 employees each day  Inactivity rate—percentage of time lost to absenteeism  Severity rate—average time lost per absent employee during a specified period of time

20. HR Metrics: Measuring Absenteeism (cont’d)  Calculations of the costs of absenteeism should usually include:  Lost wages  Benefits  Overtime for replacements  Fees for temporary employees, if incurred  Supervisor’s time  Substandard production  Overstaffing necessary to cover absences

21. HR Metrics: Measuring Turnover  Computing the Turnover Rate: Costs of TurnoverCosts of Turnover  Separation costs  Replacement costs  Training costs  Hidden costs

22. HR Metrics: Measuring Turnover (cont’d)  Ways to Measure Turnover:  Job and job levels  Department, units, and location  Reason for leaving  Length of service  Demographic characteristics  Education and training  Knowledge, skills and abilities  Performance ratings/levels

23. FIGURE 3-7 Simplified Turnover Costing Model 20,000 8,000(40%) 28,000 20 3 3,500 70,000 Teller

24. FIGURE 3-8 Managing Retention

25. FIGURE 3-9Possible Retention Interventions © 2008 Thomson/South-Western. All rights reserved. Spot cash awards for good work Develop profiles of successful employees and hire to the profile Learning bonuses Focus groups on employee issues Voluntary job sharing Realist job avenues Excellent employee development Payback agreement for moving expenses Clear goals Accurate performance appraisals Competitive benefits Career counseling Mentoring Diverse workplace Sabbatical leaves Facilitate promotion/transfer Reward managers with low turnover “Fair” pay Fulfilling work Avoid hiring those with a history of turnover Tuition reimbursement and promotion for education Retention bonuses Subsidized child/elder care Retrain for promotion/transfer Pay tied to performance Telecommuting Recognize good work Good working conditions Friendly work culture/co-workers Considerate supervisors Improved Retention