Separating & Retaining Employees (Managing Involuntary Turnover …
Separating & Retaining Employees
Managing Involuntary Turnover
These decisions should not be left solely to the discretion of individual managers or supervisors.
Policies should be based on
principles of justice and
Organizations must develop a standardized, systematic approach to discipline and discharge.
Policies should allow for various ways to intervene
Principles of Justice
: A judgment that the consequences given to employees are just.
: A judgment that fair methods were used to determine the consequences an employee receives.
: A judgment that the organization carried out its actions in a way that took the employee’s feelings into account.
Managing Voluntary and Involuntary Turnover
Turnover initiated by an employer.
Often with employees who would prefer to stay.
Turnover initiated by employees.
Often when the organization would prefer to keep them.
Privacy issues also concern the employer’s wish to search or monitor employees.
Employers must be prudent in deciding who will see the information.
Employers need to ensure that the information they gather and use for discipline is relevant
Alternative Dispute Resolution
: Principle of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, and immediate consequences.
A formal discipline process in which the consequences become more serious if the employee repeats the offense.
Rules of behavior should cover disciplinary problems such as: 1. Tardiness 2. Absenteeism 3. Unsafe work practices 4. Poor quantity or quality of work 5. Sexual harassment 6. Impaired by alcohol or drugs 7. Theft of company property 8. Cyberslacking
Guidelines to Respond to Misconduct
Be clear about performance standards.
Don’t ignore the problem behavior.
Investigate complaints ASAP.
Record statements in writing, with signatures & dates
Focus on behaviors not personalities
Documentation should be clear and complete.
Alternative Dispute Resolution
Peer Review Process
for resolving disputes by taking them to a panel composed of representatives from the organization at same levels as the people in the dispute.
•Nonbinding process in which a neutral party from outside the organization hears the case and tries to help the people in a conflict arrive at a settlement.
An organization’s policy of making managers available to hear complaints.
Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision
Employee Assistance and Wellness
Employee Assistance Programs
Many EAPs are fully integrated into employers’
overall health benefits plans.
Employee assistance program (EAP) –
a referral service that employees can use to seek professional treatment for emotional problems
or substance abuse.
Outplacement Counseling: a service in which professionals try to help dismissed employees manage the transition from one job to another.
Managing Voluntary Turnover
is the degree to which employees are fully involved in their work and the strength of their commitment to their job and company.
– a set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally
Causes of Job Dissatisfaction
Tasks & Roles
Role- ambiguity, conflict and
Supervisors & Coworkers
Negative behavior by managers
Conflicts between employees
Pay & Benefits
Pay is an indicator of status .
Pay & benefits enhance self-worth
Supervisors and Co-workers: Co-workers and supervisors affect job satisfaction. A person may be satisfied with them because they
share same values, attitudes, and philosophies.
provide social support, meaning they are sympathetic
help the person attain some valued outcome.
Monitoring Job Satisfaction
Usual way to measure job satisfaction is to survey.
A systematic, ongoing program of employee surveys should be part of the organization’s HR strategy to monitor trends and prevent voluntary turnover.
Employers can better retain employees if they are aware of satisfaction levels, so they can make changes if employees are dissatisfied.
3 components of job satisfaction 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.
a pleasant feeling resulting from the perception that one’s job fulfills or allows for the fulfillment of one’s important job values.
Pay and benefits impact job satisfaction, especially pay
structure and pay raises.
a meeting of a departing employee with the employee’s supervisor and/or a human resource specialist to discuss the employee’ s reasons for leaving.
When several exiting employees give similar reasons for leaving, management should consider whether this indicates a need for change.