Human Resource Management: Gaining a Competitive Advantage Chapter 10 Employee Separation and Retention McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc All rights reserved Introduction To compete, organizations must ensure: Good performers are motivated to stay Chronically low performers are allowed, encouraged or if necessary, forced to leave 2 Types of Turnover: Involuntary turnover—initiated by the organization (often among those who would prefer to stay) Voluntary turnover—initiated by employee (often those the company would prefer to keep) 10-2 Managing Involuntary Turnover Employment-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 and discharge is necessary 10-3 Principles of Justice Outcome 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- the interpersonal nature of how the outcomes were implemented 10-4 Progressive Discipline 10-5 Stages of ADR Open Door Policy 10-6 Employee Assistance Programs EAPs attempt to ameliorate problems encountered by workers who are drug dependent, alcoholic, or psychologically troubled EAPs are usually identified in official documents published by the employer 10-7 Managing Voluntary Turnover – Job Withdrawal Progression of Withdrawal Theory- dissatisfied individuals enact a set of behaviors in succession to avoid their work situation categories: behavior change physical job withdraw psychological job withdraw Withdrawal behaviors are related to one another, and partially caused by job dissatisfaction 10-8 Job DissatisfactionJob Withdrawal Process 10-9 Behavior Change An employee's first response to dissatisfaction 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 10-10 Physical Withdrawal ways a dissatisfied worker can physically withdraw from the organization: Leave the job Internal transfer Absenteeism Tardiness Companies spend 15 % of payroll costs to make up for absent workers on average 10-11 Forms of Psychological Withdrawal 10-12 Job Satisfaction and Job Withdrawal Job satisfaction is a pleasurable feeling that results from the perception that one's job fulfills one's important job values aspects of job satisfaction: Values Perceptions Importance 10-13 Sources of Job Dissatisfaction 10-14 Sources of Job Dissatisfaction Personal Dispositions Negative affectivity is a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life Tasks and Roles The nature of the task itself is the key predictor of job dissatisfaction Job Rotation Pro-social Motivation 10-15 Sources of Job Satisfaction Supervisors and Coworkers A person may be satisfied with his or her supervisor and coworkers due to: shared values, attitudes, and philosophies, strong social support Pay and Benefits Pay is a reflection of self-worth, so pay satisfaction is significant when it comes to retention 10-16 ... withdraw Withdrawal behaviors are related to one another, and partially caused by job dissatisfaction 10- 8 Job DissatisfactionJob Withdrawal Process 10- 9 Behavior Change An employee''s first... whistle-blowing-making grievances public by going to the media or government 10- 10 Physical Withdrawal ways a dissatisfied worker can physically withdraw from the organization: Leave the job Internal transfer... turnover has become a major organizational problem A standardized, systematic approach to discipline and discharge is necessary 10- 3 Principles of Justice Outcome fairness-the judgement that people