10-1

P A R T P A R T Assessing Performance and Developing Employees Managing Employees’ Performance Developing Employees for Future Success Separating and Retaining Employees 3

10-3 Managing Voluntary and Involuntary Turnover Employee Separation Job Withdrawal Job Satisfaction Separating and Retaining Employees PA E TR HC 10

10-4 Ch. 10 Learning Objectives 1. Distinguish between involuntary and voluntary turnover, and describe their effects on an organization. 2. Discuss how employees determine whether the organization treats them fairly. 3. Identify legal requirements for employee discipline. 4. Summarize ways in which organizations can fairly discipline employees. 5. Explain how job dissatisfaction affects employee behavior. 6. Describe how organizations contribute to employees’ job satisfaction and retain key employees.

10-5 Managing Turnover  What was the primary reason you’ve ever quit a job? a. I Didn’t like my boss or coworkers b. I wasn’t a fit with the company culture c. Better pay somewhere else d. More interesting or challenging work somewhere else e. I was fired or laid off f. Other

10-6 Managing Turnover  Voluntary Turnover  Turnover initiated by employees (often when the organization would prefer to keep them)  Involuntary Turnover  Turnover initiated by an employer (often with employees who would prefer to stay)

10-7 Turnover Costs Table 10.1

10-8 Test Your Knowledge  True (A) or False (B) 1. A manager who decides to fire an employee should quietly take action alone and then let others know afterwards. 2. Separating employees has financial and personal risks.

10-9 Principles of Justice

10-10 Test Your Knowledge  A company whose earnings are very low has to reduce the amount given in raises to avoid laying people off. The amount of the raise for each employee is determined objectively based on their performance. An employee working for this company will most likely feel ____________ and _________________. a. High outcome fairness; high interactional injustice b. Low outcome fairness; high procedural justice c. Low interactional justice, high outcome fairness d. Low outcome fairness, low procedural justice

10-11 Legal Requirements  Wrongful Discharge  Implied Contract – if indications of job security are present this could be considered an implied contract  How can employers protect themselves from legal action on this basis?  Public Policy- cannot be fired for fulfilling duties or legal obligations considered to be socially useful  What are some examples?

10-12 Test Your Knowledge  After hiring Bob for a newly created marketing specialist position, his boss assures him that he will be secure in the job until he retires. A year later, that department is eliminated. Bob complains he was guaranteed employment until retirement. Is he right? a. No, an employer can hire or fire someone whenever they want. b. No, there was no written contract. c. Yes, he was given a verbal contract.

10-13 Employee Privacy Figure 10.2

10-14 Test Your Knowledge  Pam Jones worked for 41 years at the same company and had positive performance ratings and personnel records. She needed a calculator for work which she purchased with her own money but was not reimbursed because she lost the receipt. Later, a security guard stopped her as she was leaving work and discovered the calculator in her belongings. After a brief internal investigation, she was fired and it was announced through internal notices that she had committed a theft. The employee sued for libel, saying the company used her as an example to prevent other thefts.  What are the key issues in this case?  As an HR Director, how would you have handled this case?

10-15 Progressive Discipline  Formal discipline processes are a primary responsibility of the HR department.  The processes should be analogous to a hot stove  It provides a warning (feels hot)  It is consistent (burns every time)  It is immediate (burns now)  It is impersonal (burns all alike)

10-16 Progressive Discipline Responses  Do you have to follow all of the steps for every violation or could you skip some? Figure 10.3

10-17 Common Problems Table 10.2

10-18 Alternative Dispute Resolution

10-19 Job Withdrawal  A set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally.

10-20 Actions Employee’s Take when Dissatisfied  Behavior changes  Change the condition – lodge complaints  Whistle-blowing  Bring a lawsuit  Physical job withdrawal – Examples?  Psychological withdrawal  Decrease in job involvement  Decrease in organizational commitment

10-21 Job Satisfaction  A pleasant feeling resulting from the perception that one’s job fulfills or allows for the fulfillment of one’s important job values

10-22 Job Satisfaction

10-23 Monitoring Job Satisfaction  Employee attitude surveys  Exit interviews  Non-verbal measures Figure 10.8 Figure 10.9

10-24 Test Your Knowledge  Serena feels her job processing payroll checks is boring and uninteresting. Which intervention would be most appropriate to retain Serena? a. Communicating the companies values b. Increasing her pay c. Expanding her job d. Hiring someone she can chat with during the day

10-25 Video – Being Overworked 1. Studies show that if you are overworked, you tend to make mistakes and/or engage in behaviors that may cause concerns at work. Should these individuals be separated from work (fired) as they can not “cut it” in the organization? 2. What approach should be used, if an employee is to be separated from the organization, due to the unacceptable behaviors emerging from overworked/overwhelmed situation?

10-26 Video – Being Overworked 3. What ought to be the obligations of the organizations, if they have created the overworked situations and the employee have to be fired/separated due to unacceptable ramifications?