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SEPARATING AND RETAINING EMPLOYEES (Lec 9) - Coggle Diagram
SEPARATING AND RETAINING EMPLOYEES (Lec 9)
II. Employee Separation
2. Legal Requirements
Discrimination
:
Discipline decisions not regrading to sex, age, race & other status
avoid claims of discrimination in documents
Employees' Privacy
:
Use relevant info for discipline
Employer not wish to monitor/search for employees
Employer must be prudent abt info
Measures for privacy protections
Ensure relevant info
Publicize info-gathering policies & consequencea
Request consent before gathering info
Treat consistently
Conduct searches discreetly
Share info only with those needing it
Notification of Layoffs
:
Sometimes termination due to economic reasons
Employers required to give notice before layoff
Workers' Adjustment Retaining & Notification Act (WARN)
Wrongful discharge
May not violate implied agreement
May not violate public policy
=>
Avoid by establishing and communicating policies for handling misbehaviors
3. Progressive Discipline
Hot-stove Rule
:
Glowing stove gives warning not to touch
Anyone ignoring is burned
Stove has no feelings to influence which ppl it burns
Stove delivers same burn to all & immediately
Ex:
There are some boundaries/restricted rules that should not be broken
If Yes, employees got consequence immediately
Progressive Discipline
:
Tardiness (slow) & absenteeism (absence w/o suitable reasons)
Unsafe work practice
Poor quality of work
Theft
Cyberslacking (use computer for non-work-related purposes
5 Progressive Discipline Responses
:
Unofficial spoken warning
Official written warning
2nd written warning + Threat of temporary suspension
Temporary suspension + Written notice (the last chance to improve)
Termination
1. Principles of Justice
Procedural Justice
Consistent procedure
Avoidance of bias
Accurate info
Way to correct mistakes
Representation of all interest
Ethical standards
Interactional Justice
Explanation of decision
Respectful treatment
Consideration
Empathy
Outcome Fairness
Judge consistent outcomes
Knowlege of outcomes
Outcomes in proportion to behaviors
4. Alternative Dispute Resolution
Open-door Policy
:
Available to hear abt complaints and conflicts
Work to degree that employees trust mgt act
Peer Review
:
Process of resolving conflict
Panel listens from different departments & give fair opinions
Panel from higher positions to deal with disputes
Mediation
:
Nonbinding process
Neutral party from outside hears case
Helps parties arrive at settlement
Arbitration
:
Binding process
Professional Arbitrator (lawyer/judge) hears case & resolves by decisions-making
5. Employee Assistance Program
(EAP)
referral service employees to seek treatment for emotional problems/substance abuse
6. Outplacement Counseling
Discharge employees to feel angry/confused
Help them to transit to another job
Address psychological issues caused by losing jobs
V. Job Satisfaction
3 Components
:
A person's value
Different views of different ppl
Based on Perception
Personal Dispositions
Increase job satisfaction (
Figure 11.5
)
Task & Role
Role Analysis Technique
(identidy expection associated with role)
Members of role set write expectations for a role
Members of role set discuss expectations
Preliminary list of role's duties & behaviors
Role occupant lists expectations for others in role set
Members of role set discuss expectations & reach consensus on occupant's role
Modified list of role's duties & behaviors
Supervisors & Co-workers
Share SAME values, attitudes, philosophies
Provide social support (sympathetic & caring)
Help employees attain valued outcomes
Pay & Benefit
Repeatedly monitor pay levels
Satisfaction with pay structure
Pay raises
Monitor job satisfaction
Job satisfaction survey
(unusal measurement): sysmatic + ongoing program / JDIs / PSQs / simple survey
Exit interviews
: give info abt retainment
IV. Job Withdrawals
b>< Employee Engagement
Job Dissatisfaction
Tasks & Roles
Role
: set of behaviors ppl expect of a person in a job
Types
:
Role ambiguity
: uncertainty abt what org expects employees (what/how to do)
Role conflict
: reognition of an employee that demands of job are incompatible/contradictory
Role overload
: a state which too many expectations/demands are placed on a person
Supervisors & Co-workers
Negstive behavior by managers & peers
Conflicts bw employees left unaddressed
Personal Dispositions
- Negative affectivity:
low level of satisfaction with all aspects
- Core self-evaluations:
opinion of self impacts job satisfaction
cho làm psychological test cho nv
Pay & Benefit
Fin. security important
Indicator of status (Pay)
Both enhance self-worth & satisfaction
Job Withdrawals
Def
: set of behaviors that employees try to avoid work situation =>
Job Dissatisfaction
Types
:
Behavior change:
employees may whistle-blow/ file lawsuits
Physical job withdrawal
: tardiness/absenteeism, requesting transfer, resigning
Psychological withdrawal
: Decrease in
Job involvement
&
Organizational commitment
I. Voluntary and Involuntary
Turnover Mgt
Voluntary Turnover
Characteristics:
From the side of employees
Often when Co prefers to keep them
Reasons: retirement or moving on new chances
Costs associated with Turnover:
Recruit, select & train replacements
Lost productivity
Loss of talented employees
Involuntary Turnover
Characteristics:
From the side of employer/org.
Often when employees prefer to stay
job termination
Costs associated with Turnover:
Recruit, select & train replacements
Lost productivity
Lawsuits
Workplace violence
Employment-at-Will Doctrine
Employer & Employees may end employment relationship at any time w/o specified in contract
Implied contracts:
not written but both sides understood each other
Expressed contracts:
written in labor contract and based on the claims
Psychological Contract
More responsible for advancing
own careers
Less loyalty toward employer
Challenge to retain the talented
III. Employee Engagement
Fully involved in work & strongly committed to job + company
Advantages
:
Higher productivity
Lower turnover rate
Better customer services