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Turnover & Labour Relations - Coggle Diagram
Turnover & Labour Relations
Types of Employee Turnover
Voluntary
: Employee chooses to leave
Involuntary
: Employer chooses to terminate employment relationship
Not always due to performance (can be due to downsizing, technological disruptions, misconduct)
Cost associated with Turnover
Recruiting, selecting & training placements
Lost productivity
Lawsuits & workplace violence (involuntary)
Loss of talented employees (voluntary)
Functional Retention
(High performance, does not want to leave
Desirable employee remains with org
Dysfunctional Retention
(Low performance, does not want to leave)
Undesirable employee remains with org
Dysfunctional Turnover
(High performance, wants to leave)
Desirable employee quits
Functional Turnover
(low performance, wants to leave)
Undesirable employee quits
Key terms of Turnover
Employee Engagement
(opp of quiet quitting)
Degree to which employee are fully involved in their work & strength of their commitment to job & company
Job (dis)satisfaction
Pleasurable/+ve emotional state resulting from the appraisal of one's job or job experience
Can be due to roles (ambiguity. conflict, overload), supervisors/coworkers (conflict), or pay (dissatisfaction)
Job withdrawal
(Quiet quitting)
Set of behaviours with which employees try to avoid work situation physically or psychology
Exit Interview
Meeting of departing employees with their supervisor, or HR specialist to discuss employee's reasons for leaving
Employee Separation
Org must develop a standardised, systematic approach to discipline & discharge
Should not be left solely to the discretion of individual managers/supervisors (to avoid personal bias)
Policies should be based on principles of justice & law
Principles of Justice
Distributive Justice
(Outcome fairness)
A judgment that the consequences given to employees are just
Consistent outcomes
Procedural Justice
A judgement that fair methods were used to determine the consequences an employee receive
Consistent procedures
Avoidance of biases
Interactional Justice
(Not as important)
Judgement that the org carried its actions in a way that took the employee's feelings into acct
Treat with dignity & respect
Downsizing
Layoffs
Large-scale terminations of employment that are unrelated to job performance
Temporary & ST (can become permanent)
Due to
reduction in job demand
Downsizing
Widespread terminations with the objective of
permanently reducing the number of employees
Permanent & LT
Due to
reorgnisation/restructuring
Effects of Layoffs on Employees
Layoff Victims
(Employee who lost their job)
Decline in psychological well-being & mental health (losing their social identity)
Less satisfaction with other aspects (e.g: marriage/family)
Layoff Survivors
(Employee who continue to work)
Decline in psychological well-being & mental health
Procedural & interactional justice have +ve effects on survivors' commitment
Outplacement Counselling
Service in which professionals try to dismissed employees manage the the transition from one job to another
Progressive Discipline
Hot Stove Rule
Giving clear warning & following up with consistent, objective & immediate consequences (Same punishment to all offenders)
Progressive Discipline
Formal discipline process in which consequence becomes more serious if employee repeats offense
Unofficial spoken warning, Official written warning, 2nd written warning + suspension threat, Temporary suspension, Termination
Goals of Union & Employers
Unions
Obtaining pay & working conditions that satisfy their members & giving their members a voice in decisions that affect them
Employers
Increase the org's profits through options that lower costs & raise inputs