人力资源管理最新版英文版教学课件第10章

Chapter10EmployeeSeparationandRetention人力资源管理最新版英文版教学课件第10章LearningObjectivesDistinguishbetweeninvoluntaryandvoluntaryturnoveranddiscusshoweachcanbeleveragedforcompetitiveadvantage.Listandapplymajorelementsthatcontributetotheperceptionofjusticetodisciplineanddismissal.Specifytherelationshipbetweenjobsatisfactionandjobwithdrawalandidentifysourcesofjobsatisfaction.Designanduseasurveyfeedbackinterventionprogramtopromoteretentionofkeypersonnel.10-2LearningObjectivesDistinguishIntroductionTocompete,organizationsmustensure:Goodperformersaremotivatedtostay.Chronicallylowperformersareallowed,encouragedorifnecessary,forcedtoleave.2TypesofTurnover:Involuntaryturnover—initiatedbytheorganization(oftenamongthosewhowouldprefertostay).Voluntaryturnover—initiatedbyemployee(oftenthosethecompanywouldprefertokeep).10-3IntroductionTocompete,organiManagingInvoluntaryTurnoverEmployment-at-willdoctrine-intheabsenceofaspecificcontract,eitheranemployeroremployeecouldsevertheemploymentrelationshipatanytime.Violenceintheworkplacecausedbyinvoluntaryturnoverhasbecomeamajororganizationalproblem.Astandardized,systematicapproachtodisciplineanddischargeisnecessary.10-4ManagingInvoluntaryTurnoverEWrongfulDischargeAwrongfuldischargesuitattemptstoestablishthatthedischargeeither(1)violatedanimpliedcontractorcovenant(thatis,theemployeractedunfairly)or(2)violatedpublicpolicy(thatis,theemployeewasterminatedbecauseheorsherefusedtodosomethingillegal,unethical,orunsafe).WrongfulDischargeAwrongfuldPrinciplesofJusticeOutcomefairness-thejudgementthatpeoplemakeregardingoutcomesreceivedrelativetooutcomesreceivedbyotherswithwhomtheyidentify.Proceduraljustice-focusesonmethodsusedtodeterminetheoutcomesreceived.Interactionaljustice-theinterpersonalnatureofhowtheoutcomeswereimplemented.10-6PrinciplesofJusticeOutcomefSixDeterminantsofProceduralJustice

Table10.1

(1)Consistency.Theproceduresareappliedconsistentlyacrosstimeandotherpersons.(2)Biassuppression.Theproceduresareappliedbyapersonwhohasnovestedinterestintheoutcomeandnopriorprejudicesregardingtheindividual.(3)Informationaccuracy.Theprocedureisbasedoninformationthatisperceivedtobetrue.(4)Correctability.Theprocedurehasbuilt-insafeguardsthatallowonetoappealmistakesorbaddecisions(5)Representativeness.Theprocedureisinformedbytheconcernsofallgroupsorstakeholders(co-workers,customers,owners)affectedbythedecision,includingtheindividualbeingdismissed.(6)Ethicality.Theprocedureisconsistentwithprevailingmoralstandardsastheypertaintoissueslikeinvasionofprivacyordeception.SixDeterminantsofProcedural4DeterminantsofInteractionalJustice1.Explanation3.Consideration2.SocialSensitivity4.Empathy4DeterminantsofInteractiProgressiveDisciplineDocumentationProgressivePunitiveMeasures10-9ProgressiveDisciplineDocumentExampleofProgressiveDisciplineProgramTable10.3OFFENSEFREQUENCYORGANIZATIONALRESPONSEDOCUMENTATIONFirstoffenseUnofficialverbalwarningWitnesspresentSecondOfficialwrittenwarningDocumentfiledThirdSecondofficialwarning,withthreatoftemporarysuspensionDocumentfiledFourthTemporarysuspensionand“lastchancenotificationDocumentfiledFifthTerminationwithrighttogotoArbitrationDocumentfiledExampleofProgressiveDisciplPeerReviewOpenDoorPolicy MediationArbitration

4StagesofADR10-114StagesofADR10-11EmployeeAssistanceProgramsEAPsattempttoameliorateproblemsencounteredbyworkerswhoaredrugdependent,alcoholic,orpsychologicallytroubled.EAPsareusuallyidentifiedinofficialdocumentspublishedbytheemployer.Employeewellnessprogramstakeaproactiveandpreemptivefocusontryingtopreventhealth-relatedproblemsinthefirstplace.10-12EmployeeAssistanceProgramsEAOutplacementCounselingHelpsdisplacedemployeesmanagethetransitionfromonejobtoanother.Servicessuchasjobsearchsupport,résumécritiques,jobinterviewingtrainingandnetworkingopportunitiesmaybeprovidedin-houseorthroughanoutsidesource.Aimedathelpingpeoplerealizethatotheropportunitiesexist.10-13OutplacementCounselingHelpsdManagingVoluntaryTurnover–JobWithdrawalProgressionofWithdrawalTheory-dissatisfiedindividualsenactasetofbehaviorsinsuccessiontoavoidtheirworksituation.3categories:behaviorchangephysicaljobwithdrawpsychologicaljobwithdrawWithdrawalbehaviorsarerelatedtooneanother,andpartiallycausedbyjobdissatisfaction.10-14ManagingVoluntaryTurnover–JobDissatisfaction-JobWithdrawalProcessCauses-Jobdissatisfaction-Personaldisposition-Tasks&roles-Supervisorsandcoworkers-PayandbenefitsManifestations-jobwithdrawal-Behavioralchange-Physicaljobwithdrawal-PsychologicaljobwithdrawalJobDissatisfactionJobWithdrawal10-15JobDissatisfaction-JobWithdrBehaviorChangeAnemployee'sfirstresponsetodissatisfactionwouldbetotrytochangeconditionsthatgeneratedissatisfaction.Whenemployeesareunionized,dissatisfactionleadstoincreasedgrievances.Employeessometimesinitiatechangethroughwhistle-blowing-makinggrievancespublicbygoingtothemediaorgovernment.10-16BehaviorChangeAnemployee'sfPhysicalWithdrawal4waysadissatisfiedworkercanphysicallywithdrawfromtheorganization:LeavethejobInternaltransferAbsenteeismTardinessCompaniesspend15%ofpayrollcoststomakeupforabsentworkersonaverage.10-17PhysicalWithdrawal4waysadi2FormsofPsychologicalWithdrawalJobinvolvementOrganizationalCommitment2FormsofPsychologicalWithdJobSatisfactionandJobWithdrawalJobsatisfactionisapleasurablefeelingthatresultsfromtheperceptionthatone'sjobfulfillsone'simportantjobvalues.ThreeaspectsofjobsatisfactionValuesPerceptionsImportanceAframeofreferenceisastandardpointthatservesasacomparisonforotherpointsandthusprovidesmeaning.10-19JobSatisfactionandJobWithdPayandBenefitsTasksandRolesJobDissatisfactionSourcesPersonalDispositionsUnsafeWorkingConditionsSupervisorsandCoworkersNegativeAffectivityJobEnrichmentJobRotation10-20PayandTasksandJobPersonalUUnsafeWorkingConditionsEachemployeehasarighttosafeworkingconditionsundertheOccupationalSafeandHealthActof1970(OSHA).Financialbonuseslinkedtospecificsafetyrelatedgoalshelpkeepemployeesfocusedandpayforthemselvesovertime.Firmsthatemphasizesafetysendworkersaclearsignalthattheycareaboutthem.10-21UnsafeWorkingConditionsEachSourcesofJobDissatisfactionPersonalDispositionsNegativeaffectivityisadispositionaldimensionthatreflectspervasiveindividualdifferencesinsatisfactionwithanyandallaspectsoflife.TasksandRolesThenatureofthetaskitselfisthekeypredictorofjobdissatisfaction.JobRotationPro-socialMotivation10-22SourcesofJobDissatisfactionSourcesofJobSatisfactionSupervisorsandCoworkersApersonmaybesatisfiedwithhisorhersupervisorandcoworkersdueto:sharedvalues,attitudes,andphilosophies,strongsocialsupportPayandBenefitsPayisareflectionofself-worth,sopaysatisfactionissignificantwhenitcomestoretention.10-23SourcesofJobSatisfactionSup

SurveyFeedbackInterventionsSurveys:emphasizeoverallsatisfaction.assesstheimpactofpolicychanges.allowthecompanytobenchmark“bestpractices.”Ifpeoplefailtoseetimelyactionstakenonmattersidentifiedasproblemsinthesurvey,satisfactionislikelytobelowerthanitwouldbeintheabsenceofasurvey.Anystrategicretentionpolicyhastoconsidersurveyingpeoplewhoareabouttobecomeex-employees.10-24

SurveyFeedbackInterventionSummaryInvoluntaryturnoverreflectsaseparationinitiatedbytheorganization.Voluntaryturnoverreflectsaseparationinitiatedbytheindividual.Itcanbeminimizedbymeasuring,monitoringandsurveying,thenaddressingproblemsfoundinthesurveys.Organizationscangaincompetitiveadvantagebystrategicallymanagingtheseparationprocess.Retaliatoryreactionstoorganizationaldisciplineanddismissaldecisionscanbeminimized.10-25SummaryInvoluntaryturnoverreChapter10EmployeeSeparationandRetention人力资源管理最新版英文版教学课件第10章LearningObjectivesDistinguishbetweeninvoluntaryandvoluntaryturnoveranddiscusshoweachcanbeleveragedforcompetitiveadvantage.Listandapplymajorelementsthatcontributetotheperceptionofjusticetodisciplineanddismissal.Specifytherelationshipbetweenjobsatisfactionandjobwithdrawalandidentifysourcesofjobsatisfaction.Designanduseasurveyfeedbackinterventionprogramtopromoteretentionofkeypersonnel.10-27LearningObjectivesDistinguishIntroductionTocompete,organizationsmustensure:Goodperformersaremotivatedtostay.Chronicallylowperformersareallowed,encouragedorifnecessary,forcedtoleave.2TypesofTurnover:Involuntaryturnover—initiatedbytheorganization(oftenamongthosewhowouldprefertostay).Voluntaryturnover—initiatedbyemployee(oftenthosethecompanywouldprefertokeep).10-28IntroductionTocompete,organiManagingInvoluntaryTurnoverEmployment-at-willdoctrine-intheabsenceofaspecificcontract,eitheranemployeroremployeecouldsevertheemploymentrelationshipatanytime.Violenceintheworkplacecausedbyinvoluntaryturnoverhasbecomeamajororganizationalproblem.Astandardized,systematicapproachtodisciplineanddischargeisnecessary.10-29ManagingInvoluntaryTurnoverEWrongfulDischargeAwrongfuldischargesuitattemptstoestablishthatthedischargeeither(1)violatedanimpliedcontractorcovenant(thatis,theemployeractedunfairly)or(2)violatedpublicpolicy(thatis,theemployeewasterminatedbecauseheorsherefusedtodosomethingillegal,unethical,orunsafe).WrongfulDischargeAwrongfuldPrinciplesofJusticeOutcomefairness-thejudgementthatpeoplemakeregardingoutcomesreceivedrelativetooutcomesreceivedbyotherswithwhomtheyidentify.Proceduraljustice-focusesonmethodsusedtodeterminetheoutcomesreceived.Interactionaljustice-theinterpersonalnatureofhowtheoutcomeswereimplemented.10-31PrinciplesofJusticeOutcomefSixDeterminantsofProceduralJustice

Table10.1

(1)Consistency.Theproceduresareappliedconsistentlyacrosstimeandotherpersons.(2)Biassuppression.Theproceduresareappliedbyapersonwhohasnovestedinterestintheoutcomeandnopriorprejudicesregardingtheindividual.(3)Informationaccuracy.Theprocedureisbasedoninformationthatisperceivedtobetrue.(4)Correctability.Theprocedurehasbuilt-insafeguardsthatallowonetoappealmistakesorbaddecisions(5)Representativeness.Theprocedureisinformedbytheconcernsofallgroupsorstakeholders(co-workers,customers,owners)affectedbythedecision,includingtheindividualbeingdismissed.(6)Ethicality.Theprocedureisconsistentwithprevailingmoralstandardsastheypertaintoissueslikeinvasionofprivacyordeception.SixDeterminantsofProcedural4DeterminantsofInteractionalJustice1.Explanation3.Consideration2.SocialSensitivity4.Empathy4DeterminantsofInteractiProgressiveDisciplineDocumentationProgressivePunitiveMeasures10-34ProgressiveDisciplineDocumentExampleofProgressiveDisciplineProgramTable10.3OFFENSEFREQUENCYORGANIZATIONALRESPONSEDOCUMENTATIONFirstoffenseUnofficialverbalwarningWitnesspresentSecondOfficialwrittenwarningDocumentfiledThirdSecondofficialwarning,withthreatoftemporarysuspensionDocumentfiledFourthTemporarysuspensionand“lastchancenotificationDocumentfiledFifthTerminationwithrighttogotoArbitrationDocumentfiledExampleofProgressiveDisciplPeerReviewOpenDoorPolicy MediationArbitration

4StagesofADR10-364StagesofADR10-11EmployeeAssistanceProgramsEAPsattempttoameliorateproblemsencounteredbyworkerswhoaredrugdependent,alcoholic,orpsychologicallytroubled.EAPsareusuallyidentifiedinofficialdocumentspublishedbytheemployer.Employeewellnessprogramstakeaproactiveandpreemptivefocusontryingtopreventhealth-relatedproblemsinthefirstplace.10-37EmployeeAssistanceProgramsEAOutplacementCounselingHelpsdisplacedemployeesmanagethetransitionfromonejobtoanother.Servicessuchasjobsearchsupport,résumécritiques,jobinterviewingtrainingandnetworkingopportunitiesmaybeprovidedin-houseorthroughanoutsidesource.Aimedathelpingpeoplerealizethatotheropportunitiesexist.10-38OutplacementCounselingHelpsdManagingVoluntaryTurnover–JobWithdrawalProgressionofWithdrawalTheory-dissatisfiedindividualsenactasetofbehaviorsinsuccessiontoavoidtheirworksituation.3categories:behaviorchangephysicaljobwithdrawpsychologicaljobwithdrawWithdrawalbehaviorsarerelatedtooneanother,andpartiallycausedbyjobdissatisfaction.10-39ManagingVoluntaryTurnover–JobDissatisfaction-JobWithdrawalProcessCauses-Jobdissatisfaction-Personaldisposition-Tasks&roles-Supervisorsandcoworkers-PayandbenefitsManifestations-jobwithdrawal-Behavioralchange-Physicaljobwithdrawal-PsychologicaljobwithdrawalJobDissatisfactionJobWithdrawal10-40JobDissatisfaction-JobWithdrBehaviorChangeAnemployee'sfirstresponsetodissatisfactionwouldbetotrytochangeconditionsthatgeneratedissatisfaction.Whenemployeesareunionized,dissatisfactionleadstoincreasedgrievances.Employeessometimesinitiatechangethroughwhistle-blowing-makinggrievancespublicbygoingtothemediaorgovernment.10-41BehaviorChangeAnemployee'sfPhysicalWithdrawal4waysadissatisfiedworkercanphysicallywithdrawfromtheorganization:LeavethejobInternaltransferAbsenteeismTardinessCompaniesspend15%ofpayrollcoststomakeupforabsentworkersonaverage.10-42PhysicalWithdrawal4waysadi2FormsofPsychologicalWithdrawalJobinvolvementOrganizationalCommitment2FormsofPsychologicalWithdJobSatisfactionandJobWithdrawalJobsatisfactionisapleasurablefeelingthatresultsfromtheperceptionthatone'sjobfulfillsone'simportantjobvalues.ThreeaspectsofjobsatisfactionValuesPerceptionsImportanceAframeofreferenceisastandardpointthatservesasacomparisonforotherpointsandthusprovidesmeaning.10-44JobSatisfactionandJobWithdPayandBenefitsTasksandRolesJobDissatisfactionSourcesPersonalDispositionsUnsafeWorkingConditionsSupervisorsandCoworkersNegativeAffectivityJobEnrichmentJobRotation10-45PayandTasksandJobPersonalUUnsafeWorkingConditionsEachemployeehasarighttosafeworkingconditionsundertheOccupationalSafeandHealthActof1970(OSHA).Financialbonuseslinkedtospecificsafetyrelatedgoalshelpkeepemployeesfocused