Human Resource Management

Chapter 10 Employee Separation and Retention

Learning Objective
Distinguish between involuntary and voluntary turnover and discuss how each can be leveraged or competitive advantage! List and apply major elements that contribute to the perception o justice to discipline and dismissal! Speci y the relationship between job satis action and job withdrawal and identi y sources o job satis action! Design and use a survey eedbac" intervention program to promote retention o "ey personnel!

#ntroduction
$o compete% organi&ations must ensure ' (ood per ormers are motivated to stay! Chronically low per ormers are allowed% encouraged or i necessary% orced to leave! ) $ypes o $urnover ' #nvoluntary turnover * initiated by the organi&ation +o ten among those who would pre er to stay,! -oluntary turnover .initiated by employee +o ten those the company would pre er to "eep,!

/anaging #nvoluntary $urnover

Employment-at-will doctrine * in the
absence o a speci ic 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 organi&ational problem in recent years! 0 standardi&ed% systematic approach to discipline and discharge is necessary!

1rinciples o 2ustice
Outcome fairness * the judgement that people ma"e regarding outcomes received relative to outcomes received by others with whom they identi y! Procedural justice * ocuses on methods used to determine the outcomes received! Interactional justice * re ers to the interpersonal nature o how the outcomes were implemented !

1rogressive Discipline
) Components o Discipline 1rograms

Documentation 1rogressive 1unitive /easure

3 Determinants o #nteractional 2ustice

E4planation Social Sensitivity Consideration Emphathy

3 Stages o 0DR
0rbitration

/ediation

1eer Review

Open Doot 1olicy

Employee 0ssistance 1rograms

E Ps attempt to ameliorate problems encountered by wor"ers who are drug dependent% alcoholic% or psychologically troubled! E Ps are usually identi ied in o icial documents published by the employer! $here are several issues in controversy regarding E Ps !

Outplacement Counseling
5elps displaced employees manage the transition rom one job to another! Services such as job search support% r6sum6 criti7ues% job interviewing training and networ"ing opportunities may be provided in*house or through an outside source! 0imed at helping people reali&e that other opportunities e4ist!

/anaging -oluntary $urnover 2ob 8ithdrawal

Progression of !ithdrawal "heorydissatis ied individuals enact a set o behaviors in succession to avoid their wor" situation! # categories' behavior change physical job withdraw psychological job withdraw! !ithdrawal $eha%iors are related to one another% and partially caused by job dissatis action!

2ob Dissatis action* 2ob 8ithdrawal 1rocess

&auses ' (o$ dissatisfaction * 1ersonal disposition * $as" 9 Roles * Supervisors 9 Cowor"ers * 1ay9:ene its

2ob Dissatis action

Manifestations (o$ withdrawal * :ehavioral change * 1hysical job 8ithdrawal * 1sychological job withdrawal

2ob 8ithdrawal

:ehavior Change
0n employee;s irst response to dissatis action would be to try to change the conditions that generate dissatis action! 8hen employees are unioni&ed% dissatis action leads to an increased grievances! Employees sometimes initiate change through whistle-$lowing * ma"ing grievances public by going to the media or government !

1hysical 8ithdrawal
3 ways a dissatis ied wor"er can physically withdrawal rom the organi&ation' Leave the job #nternal trans er 0bsenteeism $ardiness Companies spend 1< =o payroll costs to ma"e up or absent wor"ers on average!

2ob Satis action and 2ob 8ithdrawal

(o$ satisfaction is a pleasurable eeling that results rom the perception that one;s job ul ills one;s important job values! # aspects of jo$ satisfaction) values % perceptions% #mportance! *rame of Reference serves as a comparison or other points and provides meaning!

Source o 2ob Dissatis action

>nsa e 8or"ing Conditions 1ersonal Dispositions

$as"s and Roles Supervisors and Cowor"ers

1ay and :ene its

>nsa e 8or"ing Conditions

Each employee has a right to sa e wor"ing conditions under the Occupational Sa ety and 5ealth 0ct o 1?@0 +OS50, ! Ainancial bonuses lin"ed to speci ic sa ety related goals help "eep employees ocused and pay or themselves over time! Airms that emphasi&e sa ety send wor"ers a clear signal that they care about them!

Sources o 2ob Dissatis action

1ersonal Dispositions Begative a ectivity is a dispositional dimension that re lects pervasive individual di erences in satis action with any and all aspects o li e! $as"s and Roles $he nature o the tas" itsel is the "ey predictor o job dissatis action! 2ob Rotation 1rosocial /otivation

Sources o 2ob Dissatis action

Supervisors and Cowor"ers 0 person may be satis ied with his or her supervisor and cowor"ers due to' shared values% attitudes% and philosophies% strong social support 1ay and :ene its Aor many people% pay is a re lection o sel worth% so pay satis action ta"es on critical signi icance when it comes to retention!

Summary
#nvoluntary turnover re lects a separation initiated by the organi&ation! -oluntary turnover re lects a separation initiated by the individual! #t can be minimi&ed by measuring% monitoring and surveying% then addressing problems ound in the surveys! Organi&ations can gain competitive advantage by strategically managing the separation process! Retaliatory reactions to organi&ational discipline and dismissal decisions can be minimi&ed!

(roup /ember
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