1. © 2008 by Prentice Hall13-1 Termination Most severe penalty; should be most carefully considered Termination of nonmanagerial/ nonprofessional employees Termination of executives Termination of middle- and lower-level managers and professionals

2. © 2008 by Prentice Hall13-2 Termination of Nonmanagerial/Nonprofessional Employees If firm unionized, termination procedure well defined in labor agreement Non-Union workers can generally be terminated more easily

3. © 2008 by Prentice Hall13-3 Termination of Executives Economic Reorganization/downsize Philosophical differences Decline in productivity No formal appeals procedure

4. © 2008 by Prentice Hall13-4 Termination of Middle- and Lower- Level Managers and Professionals In past, most vulnerable and neglected group with regard to termination Not members of union nor protected by labor agreement

5. © 2008 by Prentice Hall13-5 Demotion as Alternative to Termination Demotions used as alternative to discharge Demotion is process of moving worker to lower level of duties and responsibilities, usually involving reduction in pay

6. © 2008 by Prentice Hall13-6 Transfers Lateral movement of worker within organization Should not imply that person is being either promoted or demoted

7. © 2008 by Prentice Hall13-7 Transfers Serve Several Purposes Necessary to reorganize Make positions available in primary promotion channels Satisfy employees’ personal desires Deal with personality clashes Becoming necessary to have wide variety of experiences before achieving promotion

8. © 2008 by Prentice Hall13-8 Promotion Movement to higher level in company One of the most emotionally charged words in human resource management

9. © 2008 by Prentice Hall13-9 Resignation Exit interview Advance notice of resignation

10. © 2008 by Prentice Hall13-10 Analyzing Voluntary Resignations Exit interview - Means of revealing real reasons employees leave jobs which is conducted before employee departs company Postexit questionnaire - Sent to former employees several weeks after leave organization to determine real reason the employee left.

11. © 2008 by Prentice Hall13-11 Attitude Surveys: Means of Retaining Quality Employees Seek employee input to determine feeling about such topics as: Work environment Opportunities for advancement Firm’s compensation system Their supervisor Training and development opportunities

12. © 2008 by Prentice Hall13-12 Advance Notice of Resignation Would like 2 weeks Communicate policy to all employees May pay employee for notice time and ask him/her to leave immediately

13. © 2008 by Prentice Hall13-13 Retirement Many long-term employees leave organization through retirement

14. © 2008 by Prentice Hall13-14 A Global Perspective: Getting Information to Support Disciplinary Action Multinational companies face significant challenges when they try to encourage whistle-blowing across a wide variety of cultures Number of cultural factors that discourage international employees from reporting misconduct

15. © 2008 by Prentice Hall13-15