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Managing Careers and Fair Treatment

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1 Managing Careers and Fair Treatment
Chapter 10 Managing Careers and Fair Treatment

2 Chapter 10 Outline The basics of career management
Career development roles Hr.Net career planning & the web The employer’s role in career management Provide career planning workshops and software

3 Chapter 10 Outline (Cont.)
Managing promotions & transfers Making promotion decisions Decision 1: Is seniority or competence the rule? Decision 2: How should we measure competence? Decision 3: Is the process formal or informal? Decision 4: Vertical, horizontal, or other? Handling transfers

4 Chapter 10 Outline (Cont.)
Career management & commitment Career development programs Career-oriented appraisals Career records/job posting systems

5 Chapter 10 Outline (Cont.)
Managing fair treatment Creating a better environment Build two-way communications Speak-up programs Opinion surveys Top-down programs Emphasize fairness in disciplining Research insight Manage employee privacy

6 Chapter 10 Outline (Cont.)
Managing dismissals Grounds for dismissal High-performance insight Avoiding wrongful discharge suits The termination interview Outplacement counseling Exit interviews

7 Chapter 10 Outline (Cont.)
Managing dismissals (cont.) Layoffs and the plant closing law The plant closing law Bumping/layoff procedures Alternatives to layoffs Adjusting to downsizings and mergers Retirement Summary

8 After Studying This Chapter You Should Be Able To:
Discuss the basics of career management Outline how to manage promotions & transfers Show how career management influences employee commitment Explain the three main considerations in managing fair treatment More effectively manage dismissals Page 273

9 Chapter 10 Strategic Overview
Needed: New, competitive strategy World-class service Dedicated front-line employees To share information Page 273 The crystal gateway Marriott hotel’s new competitive strategy was to differentiate itself from others by emphasizing customer service. The problem, management knew, is that you can’t have world-class customer service without the dedicated efforts of front-line employees—the front desk clerks, the bell persons, waiters, and maids. Employees’ commitment to customer service. Management would do so, in part, by vastly expanding the information it shared with employees. How should it do so?

10 Career Management 101 Careers are no longer viewed as an upward linear progression but reinvented constantly as work environments change Company’s needs Employee’s long-term interests Page 274 Human resource activities

11 Career Planning & Development
Definition The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of stages that contribute to his or her career fulfillment Page 274 Career focus chart

12 Career Development Roles: The Individual
Each person must accept responsibility for his or her own career: Assess their interests, skills & values Take the steps required to achieve a happy and fulfilling career Page 274

13 Career Development Roles: Management
Management must provide development opportunities, feedback, and career-oriented appraisals

14 The Web & Career Planning
Numerous career assessment sites like All offer career planning tools which help employees identify their strengths & improve their career progress Page 274

15 The Employer’s Role Career management practices include:
Posting job openings Formal education Career-oriented performance appraisals Management counseling HR counseling Retirement preparation Succession planning Lateral development Page 274

16 The Employer’s Role Steps to take for potential & new employees
Give realistic job previews Provide challenging 1st jobs New employee mentoring Planning workshop & software

17 Good Management Reality shock Job rotation Mentoring Page 276
Prevents reality shock or a period that occurs when a new employee realizes this job is a loser Offers job rotation through a preplanned series of positions to enhance their role Uses mentoring to have experienced employees guide & advise less experienced employees DEFINITIONS: Reality shock Results of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchallenging job. Job rotation Moving an employee through a pre-planned series of positions in order to prepare the person for an enhanced role with the company. Mentoring Formal or informal programs in which mid- and senior-level managers help less experienced employees—for instance, by giving them career advice and helping them navigate political pitfalls.

18 Career planning software
Career Workshops A planned learning event Workshop activities include: Self-assessment Environmental assessment An individual segment Page 276 Workshops A planned learning event where participants complete career planning exercises & inventories & participate in skills practice sessions A typical workshop includes three main activities. There is a self-assessment activity in which individual employees analyze their own career interests, skills, and career aspirations. Then there is an environmental assessment phase in which they receive relevant information about the company and its career options and staffing needs. It concludes with a goal-setting and action-planning segment in which the individual sets career goals and creates a career plan. Career planning software

19 Managing Promotions & Transfers
Promotions or advancements to positions of greater responsibility involve four decisions: 1st is seniority or competence the rule? 2nd how should we measure competence? 3rd is the process formal or informal? 4th vertical, horizontal, or other? Page 277

20 Promotion Management for Women
EMPLOYERS Take career interests seriously Make promotion process fair Flexible career tracks EMPLOYEES Learn, understand the business Be seen as capable Find & use a mentor Train yourself Know what you want Page 278

21 Handling Transfers A transfer: a lateral move to another job with no change in salary or grade Transferees are looking for: Personal enrichment Interesting jobs Convenience Better hours or location Transfers should result in better productivity Page 279

22 Career Management & Commitment
Question: In these times of rapid change & mergers how do you get the employees to keep the company’s best interest at heart if the company doesn’t seem to or is unable to care about what’s good for the employee? Page 280 The activities that comprise the firm’s career management process can be particularly useful in this regard. Answer: Provide them with an opportunity to self-actualize, develop & reach their potential in order to be more marketable should they be let go

23 Career Development Programs
Career management programs include: Career planning seminars Provide classes, counseling & tutoring Offer workshops Tuition reimbursement Page 280 Management needs to encourage employees to attend career planning seminars, provide classes, counseling & tutoring both on & off the company’s premises, offer workshops that use vocational guidance tools which identify career skills & needs and offer tuition reimbursement programs. Ben & Jerry’s (now part of Unilever) illustrates the sorts of career development activities that are possible. For example, the firm encourages employees to attend eight 4-hour career planning seminars, the aim of which is to help employees think about and plan their careers. They can then spend 2 or 3 days interning at another company job, on paid time. The firm offers up to 90% funding for tuition reimbursement for up to three courses per year. It also provides classes, seminars, counseling, and tutoring, both on company premises and off. Instructor’s note: Consider discussing the experiences any student in your class has had regarding career development activities provided by their company. Also, some students may have had friends or relatives laid off from work who received outplacement assistance which often includes extensive career development planning and assessment activities.

24 Career-Oriented Appraisals
Foster commitment Indicates promotability and developmental needs Page 281 Foster commitment by molding performance, career interests, & developmental needs into a coherent career plan Use management appraisal forms and management career grids to indicate promotability and projections for an associates development

25 Career-oriented Job Placement
Five steps routinely used by internal placement centers (IPC): Conduct an internal, external, or combined search Manager completes job description for the position Recruiter posts current job opportunities Interested employees apply for the position Center coordinator assesses each applicant Page 282

26 Fair Treatment – Why Treat Employees Fairly?
Powerful management tool Knowledge-based company Attitudes and behavior Building trust Can achieve goals jointly Page 283 From two researchers in Harvard Business Review Instructor’s note: Discuss the following quotation. Never has the idea of fair process been more important for managers than it is today. Fair process turns out to be a powerful management tool for companies struggling to make the transition from a production-based to a knowledge-based company, in which value creation depends increasingly on ideas and innovation. Fair process profoundly influences attitudes and behaviors critical to high performance. It builds trust and unlocks ideas. With it, managers can achieve even the most painful and difficult goals while gaining the voluntary cooperation of the employees affected. Without fair process, even outcomes that employees might favor can be difficult to achieve.

27 Managing Fair Treatment
Create a better environment Employee’s assertiveness influences supervisor’s fairness Large organizations must work hard to set up fair work procedures Fair treatment scale Page 283 Fair treatment reflects underlying elements like trust and respect

28 Managing Fair Treatment
Build 2-way communications Use speak-up! programs Opinion surveys Top-down programs Page 284 Whether you’re an irate customer, student, or employee, having the other person listen to what you’re saying and perhaps explain the situation helps signal that you’ve been treated fairly. Three things contributed to perceived fairness in various business settings. One was engagement (involving individuals in the decisions that affect them by asking for their input and allowing them to refute the merits of one another’s ideas and assumptions). A second was explanation (ensuring that everyone understood why final decisions were made as they were, and of the thinking that underlies the decisions). Third was expectation clarity (making sure everyone knows up front by what standards they’ll be judged and the penalties for failure). Speak-Up Programs (Toyota) Speak-up! programs encourage upward communications. They enable employees to express concerns ranging from malfunctioning vending machines to unlit parking lots to managers spending too much of the department’s money on travel. Opinion Surveys (FedEx) Many firms administer periodic anonymous opinion surveys. FedEx’s Survey Feedback Action (SFA) program (mentioned in Chapter 9) is an example. It includes an anonymous survey that allows employees to express feelings about the company and their managers. Each manager gets his or her overall results, and discusses these with his or her subordinates. The aim is to design a blueprint for improving work group communications and commitment. Top-Down Programs (Saturn) Many firms use various downward communication programs (top-down programs) to get information to all employees. Saturn, for instance, supplies information continuously via its internal television network to TVs in the plant’s rest areas. Employees also have “town hall” meetings once a month.

29 Fairness in Disciplining
Discipline: encouraging employees to behave sensibly at work Fairness here means three things Rules & regulations A system of progressive penalties An appeals process Page 285 Instructor’s note: Ask students what they consider to be appropriate discipline rules for student behavior. Small groups are good for this exercise or brainstorming followed by prioritizing. In most schools, students know better than the faculty what should be done to be fair and research has indicated that students will come up with about important rules for proper behavior in and around schools. Some rules in organizations include: Poor performance is not acceptable. We expect each employee to perform his or her work properly and efficiently and to meet established standards of quality. Alcohol and drugs do not mix with work. Our company prohibits the use of either during working hours and reporting for work under their influence. Our company prohibits gambling in any form as well as the vending of anything in the plant without authorization.

30 Emphasize Fairness in Disciplining
Here are some guidelines - Evidence supports wrongdoing Due process rights protected Warn first Relevancy Investigate fairly and adequately Substantial evidence of misconduct Page 285 Make sure the evidence supports the charge of employee wrongdoing. Ensure that the employees’ due process rights are protected. Warn the employee of the disciplinary consequences. The rule that was allegedly violated should be “reasonably related” to the efficient and safe operation of the particular work environment. Fairly and adequately investigate the matter before administering discipline. The investigation should produce substantial evidence of misconduct.

31 Emphasize Fairness in Disciplining (Cont.)
Evenhanded application Penalty matches offense and history Right to counsel Maintain dignity Burden of proof Get the facts and be cool Page 285 Rules, orders, or penalties should be applied evenhandedly. The penalty should be reasonably related to the misconduct and to the employee’s past work history. Maintain the employee’s right to counsel. Don’t rob your subordinate of his or her dignity. Remember that the burden of proof is on you. Get the facts. Don’t base your decision on hearsay or on your general impression. Don’t act while angry.

32 Consider Discipline Without Punishment
Non-punitive guidelines for recurring event: Oral reminder Issue formal written reminder & include in file Give paid one-day “decision-making leave” If no further incidents occur, purge their file Page 286 Traditional discipline may create hard feelings, resentment and resistance. Consider a non-punitive approach when possible. 1. Issue an oral reminder. Your goal here is to get the employee to agree to solve the problem. 2. Should another incident arise within six weeks, issue the employee a formal written reminder, a copy of which you place in the personnel file. In addition, hold a second private discussion with the employee, again without any threats. 3. Give a paid one-day “decision-making leave.” If another incident occurs after the written warning in the next six weeks or so, tell the employee to take a one-day leave with pay to stay home and consider whether or not the job is right for him or her and whether he or she wants to abide by the company’s rules. When the employee returns to work, he or she meets with you and gives you a decision regarding whether he or she will follow the rules. 4. If no further incidents occur in the next year or so, purge the one-day paid suspension from the person’s file. If the person repeats the behavior, dismissal is mandatory.50 On the other hand, exceptional circumstances might require exceptional measures. Criminal behavior or fighting might be grounds for immediate dismissal, for instance. And if several incidents occurred at close intervals, you might skip step 2—the written warning. Research insight discussion question: Do male and female supervisors differ in how they discipline subordinates? A recent study shed some light on this. The researchers interviewed 163 workers. The workers held a range of jobs and their bosses had disciplined them in various ways, from firings to just reminding them to do better. About 40% of the workers changed their behavior after their scoldings, whether the boss was a man or a woman. However, the male bosses were much more severe than the women. For example, the men were three times as likely to suspend or sack a subordinate, and only half as likely to just give an oral scolding. That harshness seem to have a predictable effect: For example, 82% of female subordinates who were disciplined by males felt responsible for their bad behavior, while only 48% of those with female bosses felt responsible.

33 Manage Employee Privacy
About 75% of U.S. firms now record and review some employee communications Electronic eavesdropping is legal - to a point Page 286 Electronic monitoring and searches of employees are widespread. About 75% of U.S. firms now record and review some type of employee communications and/or activity, such as , phone calls, computer files, and Internet use; that’s about double the figure in One reason is that companies reportedly lost $5.3 billion as a result of recreational Web surfing in 1999. Electronic eavesdropping is legal. However, to be safe, employers often issue and online service usage policies. These warn employees that those systems are meant to be used for business purposes only. Employers also have employees sign and telephone monitoring acknowledgement statements

34 You’re Fired! Dismissal is drastic – be careful! Terminate at will
Just cause and the EEO Page 287 Dismissal is the most drastic disciplinary step you can take against an employee, and one you should take with deliberate care Without a contract, most employment is terminate at will or that the employment relationship can be terminated at will by either the employer or the employee for any reason EEO laws and court rulings increasingly find that just cause must be present to dismiss an employee

35 Grounds for Dismissal Companies dismiss employees for 4 reasons: unsatisfactory performance, misconduct, lack of qualifications for the job, & changed requirements Defying company policy Name that Grounds Disregard boss’s authority Stealing Chronic lateness Page 289 Unsatisfactory performance is a persistent failure to perform assigned duties or to meet prescribed standards on the job. Misconduct is a deliberate and willful violation of the employer’s rules and may include stealing, rowdy behavior, and insubordination. Lack of qualifications for the job refers to an employee’s inability to do the assigned work although he or she is diligent. Changed job requirements refers to an employee’s inability to do the work after the nature of the job has changed. Instructor’s note: There are nine “balloons” in the slide. You may wish to ask students to name some specific actions that might result in dismissal and list them on the board, then show each of the nine items in the slide. Poor work quality Publicly criticize boss Refuse to obey Mutiny Disrespectful

36 Security Measures to Take After a Dismissal
Use a checklist to ensure all company property is returned Walk employees out of the offices Disable passwords & accounts Have formal rules for return of portable equipment like laptops & handhelds Page 289 Research Insight Security measures are important whenever dismissals take place. Common sense has always dictated using a checklist to ensure dismissed employees returned all keys and company property and (often) were accompanied out of their offices. Widespread Internet access makes security measures even more important today. For example, it’s necessary to disable passwords and accounts of former employees, to plug holes that could allow an ex-employee to exploit someone else’s user account to gain illegal access, and to have formal rules for return of company laptops and handhelds.

37 Avoiding Wrongful Discharge Suits
Definition Wrongful discharge is an employee dismissal that does not comply with the law or does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises Page 290 Wrongful discharge occurs when an employee’s dismissal violates the law or the contractual arrangements stated or implied by the firm via its employment application forms, employee manuals, or other promises. The time to protect against such suits is before you make mistakes and suits are filed. Handbook policy return statement

38 How to Reduce Wrongful Suits
Applicant signs no fixed term employee form Review employee manual Don’t outline appraisal process Always include a hire at will statement No permanent employment clauses Don’t list discharge reasons Page 291 Avoiding wrongful discharge suits requires a two-pronged approach. First, set up employment policies and dispute-resolution procedures to make employees feel the firm treated them fairly. Second, do the preparatory work—starting with the employment application —that will help avoid such suits. Pay particular attention to the employee handbook. It should include an acknowledgement form. Have applicants sign the employment application. Make sure it contains a statement that employment is for no fixed term and that the employer can terminate at any time. It should also inform the job candidate that “nothing on this application can be changed.”  Review your employee manual to delete statements that could prejudice your defense in a wrongful discharge case. For example, delete any reference to the fact that “employees can be terminated only for just cause” (unless you really mean that).  Consider not outlining performance appraisal or progressive discipline procedures in the manual: You may be obligated to follow the steps exactly or face a suit for not doing so.  Always include a waiver statement in the front of the handbook that asserts the company hires only at will.a  References to probationary periods or permanent employment may be unwise, since they imply a permanence you may not mean.  Never limit the right to discharge or list specific reasons for discharge.b Always add a sentence or paragraph that reserves for the employer the right to make changes to the handbook in the future. An acknowledgment form can be useful to show that the handbook is not a contract and that employment-at-will remains in force.

39 How to Reduce Wrongful Suits (Cont.)
Don’t make promises you can’t keep Have clear infraction rules If a rule is broken get signed witness statements Appraise annually Keep records of all employee actions Make probationary periods clear Page 291 Make sure that no one in a position of authority makes promises you do not intend to keep, such as by saying, “If you do your job here, you can’t get fired.” Have clear written rules listing infractions that may require discipline and discharge, and then adhere to the rules. Give employees an opportunity to correct unacceptable behavior, and be careful not to single out anyone. If a rule is broken, get the worker’s side of the story in front of witnesses, and preferably get it signed. Then make sure to check out the story, getting both sides of the issue. Be sure to evaluate employees at least annually. If an employee is showing evidence of incompetence, give that person a warning and provide a chance to improve. Put all evaluations in writing, and have the employee sign them. Keep records of all actions such as employee evaluations, warnings, or notices; memos outlining how the person can improve; and so on. Memorialize all efforts at counseling or discipline and keep them confidential to avoid defamation charges. Make sure the company’s policy about probationary periods is clear and that employees cannot infer that once they are past the probationary period their jobs are “safe.”

40 What to Ask Prior to Dismissal
Written agreements? Contracts? Defamation claims? Discrimination? Worker’s compensation? Rules communicated? Chance to explain or correct? Monies paid? COBRA explained? Reference response? Reviewed file? “Buy-out” considered? Page 292 Before you actually dismiss the person, do a quick review. A 12-step checklist to reduce wrongful discharge litigation is exposure: (1) Is employee covered by any type of written agreement, including a collective bargaining agreement? (2) Have written or oral representations been made to form a contract? (3) Is a defamation claim likely? (4) Is there a possible discrimination or whistle-blower allegation? (5) Is there any workers’ compensation involvement? (6) Have reasonable rules and regulations been communicated and enforced? (7) Has the employee been given an opportunity to explain any rule violations or to correct poor performance? (8) Have all monies been paid within 24 hours of separation? (9) Has employee been advised of his or her rights under COBRA? (10) Has employee been advised of what the employer will tell a prospective employer in response to a reference inquiry? (11) Have you reviewed the person’s personnel file? For example, long-seniority employees may merit more opportunities to correct their actions than newly hired ones. (12) Have you considered “buying out” a wrongful discharge claim with settlement pay? Don’t stand in the way of a terminated employee’s future employment, since a person with a new job is less likely to sue the former employer than someone who remains unemployed.

41 Termination Interview Guidelines
Plan interview carefully Get to the point – skip the small talk Describe situation briefly as to why person is being let go Listen as person begin talking freely & calmly about reasons for the termination Review all elements of severance package Identify subsequent steps employee will take Page 293 1. Plan the interview carefully. According to experts at Hay Associates, this includes: Make sure the employee keeps the appointment time. Never inform an employee over the phone. Allow 10 minutes as sufficient time for the interview. Use a neutral site, never your own office. Have employee agreements, the human resource file, and a release announcement (internal and external) prepared in advance. Be available at a time after the interview in case questions or problems arise. Have phone numbers ready for medical or security emergencies. 2. Get to the point. Do not beat around the bush by talking about the weather or making other small talk. As soon as the employee enters the meeting room, give the person a moment to get comfortable and then inform him or her of your decision. 3. Describe the situation. Briefly, in three or four sentences, explain why the person is being let go. For instance, “Production in your area is down 4%, and we are continuing to have quality problems. We have talked about these problems several times in the past three months. We have to make a change.”80 Remember to describe the situation, rather than attacking the employee personally by saying things like “Your production is just not up to par.” Also emphasize that the decision is final and irrevocable. 4. Listen. Continue the interview until the person appears to be talking freely and reasonably calmly about the reasons for his or her termination and the support package (including severance pay). 5. Review all elements of the severance package. Describe severance payments, benefits, access to office support people, and the way you’ll handle references. However, under no conditions imply any promises or benefits beyond those already in the support package. 6. Identify the next step. The terminated employee may be disoriented and unsure what to do next. Explain where the employee should go next, upon leaving the interview.

42 Outplacement Outplacement counseling A systematic process by which a terminated person is trained and counseled in the techniques of self-appraisal and securing a new position Page 293 Instructor’s note: A visit to the site shown will provide a deeper insight into what is provided to the many thousands of employees being laid off or downsized due to the changes in today’s economy.

43 Exit Interviews Exit interview questions to ask:
Why did you join the company? Why did you decide to leave? Was the job presented correctly & honestly? Were your expectations met? What was the workplace environment like? Supervisor’s management style like? Were there any special problem areas? Page 293 Based on one survey, the quality of information you can expect from exit interviews is questionable. The researchers found that at the time of separation, 38% of those leaving blamed salary and benefits, and only 4% blamed supervision. Followed up 18 months later, however, 24% blamed supervision and only 12% blamed salary and benefits.

44 Layoffs and the Plant Closings Law
Plant closing law The Worker Adjustment and Retraining Notification Act, requires notifying employees in the event an employer decides to close its facility Employers are responsible for giving notice to employees who will experience a covered “employment loss” Page 294 Termination A permanent severing of the employment relationship. Layoff A situation in which there is a temporary shortage of work and employees are told there is no work for them but that management intends to recall them when work is again available. The Plant Closing Law Until 1989, there were no federal laws requiring notification of employees when an employer decided to close its facility. However, in that year the Worker Adjustment and Retraining Notification Act (popularly known as the (plant closing law) became law. It requires employers of 100 or more employees to give 60 days’ notice before closing a facility or starting a layoff of 50 people or more. The law does not prevent the employer from closing down, nor does it require saving jobs. It simply gives employees time to seek other work or retraining by giving them advance notice of the shutdown.

45 Sample Notice Letter Please consider this letter to be your official notice, as required by the federal plant closing law, that your current position with the company will end 60 days from today because of a [layoff or closing] that is now projected to take place on [date]. After that day your employment with the company will be terminated, and you will no longer be carried on our payroll records or be covered by any company benefit programs. Any questions concerning the plant closing law or this notice will be answered in the HR office. Page 294 The law is not entirely clear about how to work the notice to employees. However, if you write a letter to individual employees, a paragraph that might suit the purpose is shown above.

46 Bumping/Layoff Procedures
Seniority: Usually ultimately determines who will work Can give way to merit or ability Is usually based on the date employee joined Is usually company-wide: an employee in one job can displace another elsewhere, if the senior person can do the job without further training Page 295 Bumping/layoff procedures Detailed procedures that determine who will be laid off if no work is available; generally allow employees to use their seniority to remain on the job.

47 Layoff Alternatives Voluntary reduction in pay Voluntary time off
Rings of defense – the deliberate use of temp or contract hires so that they can be laid off rather than permanent hires Page 295

48 Adjusting to Downsizings
Guidelines for implementing a reduction of force: Identify objectives and constraints Form a downsizing team Address legal issues Plan post-implementation actions Address security concerns Page 295 Downsizing The process of reducing, usually dramatically, the number of people employed by the firm. Identify objectives and constraints. For example, decide how many positions to eliminate at which locations, and what criteria to use to pinpoint the employees to whom you’ll offer voluntary exit incentives. Form a downsizing team. This management team should prepare a communication strategy for explaining the downsizing, establish hiring and promotion levels, produce a downsizing schedule, and supervise the displaced employees’ benefit programs. Address legal issues. You’ll want to ensure that others won’t view the downsizing as a subterfuge to lay off protected classes of employees. Therefore, review factors such as age, race, and gender before finalizing and communicating any dismissals. Plan post-implementation actions. Activities such as surveys and explanatory meetings can help maintain morale. Similarly, some suggest a hiring freeze of at least 6 months after the layoffs have taken effect. Address security concerns. As with any large layoffs, it may be wise to have security personnel in place in case there’s a problem from one or two employees, and to follow the dismissal checklist discussed earlier.

49 M&A Dismissals When merging or acquiring another firm:
Avoid the appearance of power and domination Avoid win–lose behavior Be businesslike & professional in all dealings Have positive a feeling about the acquired company The confidence, productivity, and commitment of those remaining affected by how dismissed are treated Page 296 Employees in an acquired firm will be hypersensitive to mistreatment of their colleagues – some guidelines to follow are shown

50 Retirement Retirement for many employees is bittersweet
Pre-retirement counseling practices: Page 296 The most common retirement practices are: Explanation of Social Security benefits (reported by 97% of those with pre-retirement education programs) Leisure time counseling (86%) Financial and investment counseling (84%) Health counseling (82%) Psychological counseling (35%) Counseling for second careers outside the company (31%) Counseling for second careers inside the company (4%)

51 Chapter 10 Summary Employers provide important guidelines in the career management process – name some? More firms today engage in career development activities – can you name 3? Managing fair treatment includes giving employees vehicles through which to express opinions and concerns Page 297 Instructor’s notes: Important guidelines include: Avoid reality shock, be demanding, provide realistic job previews, conduct career-oriented performance appraisals, and encourage job rotation. More firms today engage in career development activities, such as career-oriented appraisals, career records/job posting programs, and training and educational opportunities.

52 Chapter 10 Summary (Cont.)
One part of fair treatment is a fair and just discipline process based on three prerequisites – name them? Managing dismissals is an important part of any supervisor’s job Instructor’s notes: One part of fair treatment is a fair and just discipline process based on three prerequisites: rules and regulations, a system of progressive penalties, and an appeals process.

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