Employee turnover 

when employees leave the organization

Voluntary turnover – turnover initiated by employees

Often when the org would prefer to keep them

Involuntary turnover: turnover initiated by employer

Often with employees who would prefer to stay

Turnover Costs for Involuntary and Voluntary turnover

Employee Separation

Organizations must develop a standardized, systematic approach to discipline and discharge These decisions should not be left solely to the discretion of individual managers or supervisors

Principles of justice and law: Outcome fairness, procedural justice, and Interactional justice

Outcome fairness:  a judgment that the consequences given to employees are just

Procedural justice:  a judgment that fair methods were used to determine the consequences an employee receives

Interactional justice:  judgment that the organization carried out its actions in a way that took the employee’s feelings into account. Respectful, considerate, empathy

Wrongful discharge – Implied contract

If indications of job security are present, this could be considered an implied contract

Cannot be fired for fulfilling duties or legal obligations considered to be socially useful (jury duty)

Discrimination

Employers must make discipline decisions without regard to a person’s age, sex, race, or other protected status              

·         Evenhanded, carefully documented discipline can avoid such claims

Employee privacy

Employers need to ensure that the information they gather and use for discipline is relevant

Be careful who has access to have some information, like medial issues.

Measures for protecting employees privacy

Notifications of layoffs

Organizations that plan broad-scale layoffs may be subject to the Workers’ Adjustment, Retraining and Notification Act (WARN)

Employers covered by the law are required to give notice before any closing or layoff

Organizations with more than 100 employees must give 60 days’ notice before any closing or layoff that will affect at least 50 fulltime employees

Failure to do so may require back pay, fringe benefits and penalties

Discipline Process

A primary responsibility of the HR department

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)

Organizations must communicate rules and rule violation consequences to every employee.  This can be done via: Bulletin board, Handbook, Intranet

A formal discipline process in which the consequences become more serious if the employee repeats the offense

Example: Unofficial spoken warning -> Official spoken warning -> 2^nd official warning and threat of suspension -> Temporary suspension and final warning -> Termination

Methods of solving a problem by bringing in an impartial outsider but not using the court system

Open-door policy -> Peer review -> Mediation -> Arbitration

Alternative Dispute Resolution steps: 1. Open Door Policy, 2. Peer Review, 3. Mediation, 4. Arbitration

1.       An organization’s policy of making managers available to hear complaints

2.       Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute

3.       Nonbinding process in which a neutral party from outside the organization hears the case and tries to help the people in conflict arrive at a settlement

4.       Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision

Employee Assistance Programs (EAP)

A referral service that employees can use to seek professional treatment for emotional problems or substance abuse

Normally cheaper than other alternatives

Basic elements

a.       Programs usually identified in official documents

b.      Supervisors trained to use the referral service

c.       Organization trains employees to use the system when needed

d.      Organization regularly evaluates program costs and benefits

Outplacement Counseling

A service in which professionals try to help dismissed employees manage the transition from one job to another

Goals:

Help former employee address the psychological issues associated with losing a job

At the same time, helping the person to find a new job

Job Dissatisfaction: Tasks

Many aspects of a task have been linked to job dissatisfaction

Especially complexity, degree of physical strain and exertion 

Job Dissatisfaction: Roles – Role ambiguity, role conflict, role overload

A set of behaviors that people expect of a person in a particular job

•          uncertainty about what the organization expects

•           an employee’s recognition that demands of the job are incompatible or contradictory

•          a state in which too many expectations or demands are placed on a person 

Job Dissatisfaction – personal dispositions

Associated with job dissatisfaction

•          Negative affectivity:  pervasive low levels of satisfaction with all aspects of life

•          Core self-evaluations:  opinions individuals have of themselves – positive or negative 

Job Dissatisfaction – Supervisors and coworkers

If people feel they are not valued by their supervisors or coworkers, they may leave

Job Dissatisfaction – Pay levels

If pay and benefits do not meet the employee’s expectations they may pursue other opportunities

                Benefits can lead to high job satisfaction, but employees have a hard time seeing the value

Behavior changes

•          Change the condition

•          Lodge complaints

•          Whistle-blowing

•          Bring a lawsuit

Physical job withdrawal 

Calling in sick, leaving the job 

Psychological withdrawal 

Mentally checked out 

Psychological withdrawal - Job involvement

The degree to which people identify themselves with their jobs

Organizational commitment

The degree to which an employee identifies with the organization and is willing to put forth effort on its behalf

Job satisfaction

Job satisfaction

A pleasant feeling resulting from the perception that ones job fulfills or allows for the fulfillment of ones important job values

The components of Job Satisfaction

Values, Perceptions, and Ideas of what is important  

Whistle blowing 

A disgruntled taking their charges to the media in hope that if the public learns about the situation, the organization will be forced to change.

                The negative publicity is bad

The most important aspect of work is the degree which it is meaningfully related to workers' core values. 

This is why people volunteer. 

People generally expect that their pay will increase over time. 

HR can help prevent job dissatisfaction by helping to communicate the reason behind the organizations pay structure and pay raises. 

Low levels of satisfaction with all aspects of life. 

They tend to focus on the negative aspects of themselves and others.

Debbie Downer