PowerPoint PresentationIntroductionManaging Involuntary TurnoverWrongful DischargePrinciples of JusticeSix Determinants of Procedural JusticeDeterminants of Interactional JusticeProgressive DisciplineExample of Progressive Discipline ProgramOutplacement CounselingVoluntary TurnoverSlide 12Managing Voluntary Turnover – Job WithdrawalBehavior ChangePhysical WithdrawalJob Satisfaction and Job WithdrawalSlide 17Unsafe Working ConditionsSources of Job DissatisfactionSources of Job SatisfactionPrograms to Increase Job SatisfactionHow Organizations Exit or Keep Employees:Employee Separation and RetentionIntroductionTo compete, organizations must ensure:Good performers are motivated to stay.Chronically low performers are allowed, encouraged or if necessary, forced to leave.Types of Turnover:Involuntary turnover—initiated by the organization (often among those who would prefer to stay).Voluntary turnover—initiated by employee (often those the company would prefer to keep).10-2Managing Involuntary TurnoverEmployment-at-will doctrine - in the absence of a specific contract, either an employer or employee could sever the employment relationship at any time.Violence in the workplace caused by involuntary turnover has become a major organizational problem.A standardized, systematic approach to discipline and discharge is necessary. 10-310-4Wrongful DischargeWrongful discharge suit attempts to establish that the discharge either(1) violated an implied contract or covenant (that is, the employer acted unfairly) or(2) violated public policy (that is, the employee was terminatedbecause he or she refused to do something illegal, unethical, or unsafe).Principles of JusticeOutcome fairness - the judgement that people make regarding outcomes received relative to outcomes received by others with whom they identify.Procedural justice - focuses on methods used to determine the outcomes received.Interactional justice - the interpersonal nature of how the outcomes were implemented.10-510-6Six Determinants of Procedural Justice (1) Consistency. The procedures are applied consistently across time and other persons.(2) Bias suppression. The procedures are applied by a person who has no vested interest in the outcome and no prior prejudices regarding the individual.(3) Information accuracy. The procedure is based on information that is perceived to be true.(4) Correctability. The procedure has built-in safeguards that allow one to appeal mistakes or bad decisions(5) Representativeness. The procedure is informed by the concerns of all groups or stakeholders (co-workers, customers, owners) affected by the decision, including the individual being dismissed.(6) Ethicality. The procedure is consistent with prevailing moral standards as they pertain to issues like invasion of privacy or deception.10-7 Determinants of Interactional JusticeProgressive Discipline10-810-9Example of Progressive Discipline ProgramOFFENSEFREQUENCY ORGANIZATIONAL RESPONSE DOCUMENTATIONFirst offense Unofficial verbal warning Witness presentSecond Official written warning Document filedThird Second official warning, with threat of temporary suspension Document filedFourth Temporary suspension and “last chance notification Document filedFifth Termination with right to go to Arbitration Document filedOutplacement CounselingHelps displaced employees manage the transition from one job to another.Services such as job search support, résumé critiques, job interviewing training and networking opportunities may be provided in-house or through an outside source.Aimed at helping people realize that other opportunities exist.10-1010-11Voluntary TurnoverWhy do people leave organizations?10-12Managing Voluntary Turnover – Job WithdrawalProgression of Withdrawal Theory-dissatisfied individuals enact a set of behaviors in succession to avoid their work situation.1. behavior change2. physical job withdraw3. psychological job withdrawWithdrawal behaviors are related to one another, and partially caused by job dissatisfaction.10-13Behavior ChangeAn employee's first response to dissatisfaction would be to try to change conditions that generate dissatisfaction.When employees are unionized, dissatisfaction leads to increased grievances.Employees sometimes initiate change through whistle-blowing-making grievances public by going to the media or government.10-14Physical WithdrawalWays a dissatisfied worker can physically withdraw from the organization:1. Leave the job2. Internal transfer3. Absenteeism4. TardinessCompanies spend 15 % of payroll costs to make up for absent workers on average.10-15Job Satisfaction and Job WithdrawalJob satisfaction is a pleasurable feeling that results from the perception that one's job fulfills one's important job values.1. Values2. Perceptions3. ImportanceA frame of reference is a standard point that serves as a comparison for other points and thus provides meaning.10-16Job DissatisfactionSourcesNegativeAffectivityJob EnrichmentJob Rotation10-17Unsafe Working ConditionsEach employee has a right to safe working conditions under the Occupational Safe and Health Act of 1970 (OSHA).Financial bonuses linked to specific safety related goals help keep employees focused and pay for themselves over time.Firms that emphasize safety send workers a clear signal that they care about them. 10-18Sources of Job DissatisfactionPersonal DispositionsNegative affectivity is a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life. Tasks and RolesThe nature of the task itself is the key predictor of job dissatisfaction.Job RotationPro-social Motivation10-19Sources of Job SatisfactionSupervisors and CoworkersA person may be satisfied with his or her supervisor and coworkers due to:shared values, attitudes, and philosophies,strong social supportPay and BenefitsPay is a reflection of self-worth, so pay satisfaction is significant when it comes to retention.10-20Programs to