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T5: Managing Turnover (Ch10) (Involuntary Turnover p.423 (Org decision to…

- - - - Moral motivation
      - Makes good business sense as it protects reputation with:
        
        Current employees
        
        Future employees
        
        Customers and suppliers
      - Less likely to lead to legal action
      - Very much in the perception of the recipient
    - - Interactional Justice: Was the decision delivered and implemented in a socially sensitive, considerate and empathic way?
      - Procedural Justice: Was the procedure followed consistent, unbiased, accurate, correctable, representative and ethical?
      - Outcome Fairness: Was the outcome fair relative to how others have been treated?
    - - Discipline needs to be escalated gradually
      - Managers should document all steps clearly
      - Employees should be given feedback and the opportunity to improve
    - - Stage 2: Peer Review
      - Stage 3: Mediation involving a neutral third party
      - Stage 1: Open door policy
      - Stage 4: Arbitration by a qualified arbitrator
    - - Designed to deal with personal issues that may be impacting on performance
      - Funded by the employer
      - Employee avoids formal disciplinary actions while participating in a programme
    - - Provided by an independent party
      - Can be a group arrangement
      - Provided to displaced employees
      - Funded by employee
      - Helps with transition to job seeking and new employment
- - - - Sources
        
        Pay/benefits
        
        Relative to organisation
        
        Relative to market
        
        Co-workers
        
        Supervisors
        
        Level of 'warmth'/civility
        
        Support for work and career goals
        
        Competence
        
        Tasks and roles
        
        Role issues
        
        Role overload
        
        Role ambiguity
        
        Role under-load
        
        Role conflict
        
        Task aspects
        
        Flexibility of where/when
        
        Value employee perceives in task
        
        Complexity
        
        Personal disposition
        
        Negative affectivity / Theory X
        
        Low self-evaluation
        
        Stagnant professional growth
        
        Values alignment
        
        Perception and frame of reference
        
        Unsafe working conditions
        
        Prosocial motivation
        
        Level of 'meaning'
      - Outcomes
        
        Physical job withdrawal
        
        Psychological job withdrawal
        
        Behaviour change
      - Solutions
        
        Role analysis technique
        
        Job rotation
        
        Can increase meaning through understanding how each job fits into the organisation
        
        Supports redundancy
        
        Job enrichment programmes
        
        found to increase opportunity for worked to have input in to decisions the involve their work
        
        found to reduce role conflict and ambiguity
        
        Monitoring job satisfaction (strategic - survey-feedback process based on action research)
        
        Pay Satisfaction Questionnaire (PSQ) p.445
        
        Job Descriptive Index (JDI) p.444
        
        Regular 'Pulse' surveys which focus on a specific topic/question p.445
        
        Employee Survey Research - monitors trends and identifies potential problems before the grow
        
        Monitoring provides empirical evidence of the impact of changes to policy, personnel, mergers, etc p.446
        
        If standardised (above) can allow for benchmarking p.447
        
        Benchmarking can identify what org offers better than industry and therefore can provide a basis for screening applicants for the right 'fit' p.447
        
        Benchmarking can also be between different business units within an organisation to ensure consistency and guides for 'best practice' across the organisation, p.447
        
        Vital that survey data includes exit interviews with employees who are leaving, this gives valuable data and indications of problem areas p.448
        
        Offer flexible family-friendly policies - live them
        
        Reduced abseenteeism
        
        Raises commitment levels
        
        Attracts best applicants
        
        Warm and competent supervisors and co-workers results in:
        
        Working longer hours
        
        Ok with delayed gratification
        
        Promote regular social events that promote team building
        
        Actively monitor and deal worth workplace bullies
        
        Monitor market pay rates and ensure you stay at or above
      - Preventative measures
        
        Provide meaning and context to staff (example Edwards Lifesciences article)
        
        Screen job applicants for negative affectivity (Zappos)