T5: Managing Turnover (Ch10)
Involuntary Turnover p.423 (Org decision to terminate)
Voluntary Turnover p.433(Employee decision to leave)
Principles of Justice
Reasons
Moral motivation
Makes good business sense as it protects reputation with:
Less likely to lead to legal action
Current employees
Future employees
Customers and suppliers
Categories
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?
Very much in the perception of the recipient
Progressive Discipline
Discipline needs to be escalated gradually
Managers should document all steps clearly
Employees should be given feedback and the opportunity to improve
Alternative dispute resolution
Stage 2: Peer Review
Stage 3: Mediation involving a neutral third party
Stage 1: Open door policy
Stage 4: Arbitration by a qualified arbitrator
Employee assistance programmes (EAP)
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
Outplacement counselling
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
Reasons
Low satisfaction
Temptations from competitive labour market
Sources
Pay/benefits
Co-workers
Supervisors
Tasks and roles
Role issues
Role overload
Role ambiguity
Role under-load
Personal disposition
Negative affectivity / Theory X
Outcomes
Physical job withdrawal
Psychological job withdrawal
Behaviour change
Low self-evaluation
Solutions
Role analysis technique
Job rotation
Job enrichment programmes
Stagnant professional growth
Monitoring job satisfaction (strategic - survey-feedback process based on action research)
Values alignment
Perception and frame of reference
Unsafe working conditions
Preventative measures
Provide meaning and context to staff (example Edwards Lifesciences article)
Screen job applicants for negative affectivity (Zappos)
Role conflict
Task aspects
Flexibility of where/when
Value employee perceives in task
Complexity
found to increase opportunity for worked to have input in to decisions the involve their work
found to reduce role conflict and ambiguity
Offer flexible family-friendly policies - live them
Reduced abseenteeism
Raises commitment levels
Attracts best applicants
Prosocial motivation
Can increase meaning through understanding how each job fits into the organisation
Supports redundancy
Level of 'meaning'
Level of 'warmth'/civility
Support for work and career goals
Competence
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
Relative to organisation
Relative to market
Monitor market pay rates and ensure you stay at or above
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