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CHAPTER 10
Separating and Retaining
Employees
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved. 10-1
What Do I Need to Know?
10-2
What Do I Need to Know? (continued)
10-3
Introduction
10-4
Managing Turnover
10-5
Managing Voluntary and
Involuntary Turnover
Involuntary Turnover Voluntary Turnover
• Turnover initiated by an • Turnover initiated by
employer. employees.
• Often with employees • Often when the
who would prefer to stay. organization would prefer
to keep them.
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Table 10.1: Costs Associated with Turnover
10-7
Test Your Knowledge
10-8
Employee Separation
10-9
Principles of Justice
10-10
Figure 10.1: Principles of Justice
10-11
Test Your Knowledge
10-12
Legal Requirements
10-13
Legal Requirements (continued)
Employees’ Privacy:
• Employers need to ensure that the
information they gather and use for discipline
is relevant.
• Privacy issues also concern the employer’s
wish to search or monitor employees.
• Employers must be prudent in deciding who
will see the information.
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Organizations such as
day care facilities and
schools must protect
employees’ right to
privacy in their lives and
on the job while
balancing the need to
protect children from
harm.
10-15
Table 10.2: Measures for Protecting
Employees’ Privacy
10-16
Test Your Knowledge
• Pam Jones worked for 41 years at the same company and had
positive performance ratings and personnel records. She
needed a calculator for work which she purchased with her
own money but was not reimbursed because she lost the
receipt. Later, a security guard stopped her as she was leaving
work and discovered the calculator in her belongings. After a
brief internal investigation, she was fired and it was
announced through internal notices that she had committed a
theft. The employee sued for libel, saying the company used
her as an example to prevent other thefts.
A. What are the key issues in this case?
B. As an HR Director, how would you have handled this case?
10-17
Legal Requirements (continued)
Notification 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.
10-18
Test Your Knowledge
10-19
Progressive Discipline
10-20
Figure 10.2: Progressive Discipline
Responses
10-21
Progressive Discipline (continued)
10-22
Figure 10.3: Typical
Stages of Alternative
Dispute Resolution
Alternative dispute
resolution (ADR) –
methods of solving a
problem by bringing in
an impartial outsider
but not using the
court system.
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Alternative Dispute Resolution
10-24
Alternative Dispute Resolution (continued)
Mediation Arbitration
• Nonbinding process in • Binding process in
which a neutral party which a professional
from outside the arbitrator from outside
organization hears the the organization
case and tries to help (usually a lawyer or
the people in a conflict judge) hears the case
arrive at a settlement. and resolves it by
making a decision.
10-25
Employee Assistance Programs
10-26
Outplacement Counseling
10-28
Figure 10.4: Job Withdrawal Process
10-29
The Causes of Job Dissatisfaction
• Role
• Role ambiguity
Tasks and Roles • Role conflict
• Role overload
10-30
• Military reservists who
are sent overseas often
experience role conflict
among three roles:
1. soldier
2. family member
3. civilian employee
• Overseas assignments
often intensify role
conflicts.
10-31
Actions Employees Take When Dissatisfied
• Behavior changes
– Change the condition
– Whistle-blowing
– Bring a lawsuit
– Lodge complaints
• Physical job withdrawal
• Psychological withdrawal
– Decrease in job involvement
– Decrease in organizational commitment
10-32
Unpleasant Employees Are Bad for
Business
10-33
Job Satisfaction
• Job satisfaction – a pleasant feeling resulting from
the perception that one’s job fulfills or allows for the
fulfillment of one’s important job values.
• The three important components are:
– Values
– Perceptions
– Ideas of what is important
• People will be satisfied with their jobs as long as they
perceive that their jobs meet their important values.
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Figure 10.5: Increasing Job Satisfaction
10-35
Appropriate tasks
and roles include
safety precautions,
especially when
work could involve
risks to workers’
health and safety.
10-36
Figure 10.6:
Steps in the Role
Analysis Technique
Role analysis
technique: A process
of formally identifying
expectations
associated with a role.
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Job Satisfaction:
Supervisors and Co-workers
• The two primary people in an organization who
affect job satisfaction are co-workers and supervisors.
• A person may be satisfied with these people for one
of three reasons:
1. The people share the same values, attitudes, and
philosophies.
2. The co-workers and supervisor may provide social
support, meaning they are sympathetic and caring.
3. The co-workers or supervisor may help the person attain
some valued outcome.
10-38
Co-worker relationships can contribute to job
satisfaction, and organizations therefore try to
provide opportunities to build positive
relationships.
10-39
Test Your Knowledge
10-40
Monitoring Job Satisfaction
10-42
Figure 10.8: Example of a Simplified,
Nonverbal Measure of Job Satisfaction
10-43
Exit Interview
10-44
Summary
10-46
Summary (continued)
• Discipline should follow the principles of the hot-
stove rule, meaning discipline should give warning
and have consequences that are consistent,
objective, and immediate.
• A system that can meet these requirements is
progressive discipline, in which rules are established
and communicated, and increasingly severe
consequences follow each violation of the rules.
• Organizations may also resolve problems through
alternative dispute resolution.
10-47
Summary (continued)