Chapter 14 Managing Engagement and Turnover

Dysfunctional turnover

is the departure of effective performers the company would have liked to retain.

Voluntary turnover

occurs when an employee chooses to leave the organization for personal or professional reasons

Affective commitment

A positive emotional attachment to the organization and strong identification with its values and goals.

Normative commitment

Feeling obliged to stay with an organization for moral or ethical reasons.

Continuance commitment

Staying with an organization because of perceived high economic (leaving would mean losing valuable stock options) and/or social costs (coworker friendships) involved with leaving

layoff

also known as a reduction in force, is a temporary reduction of employees

Succession management plans

are written policies that guide the succession management process.

organizational citizenship behaviors

discretionary behaviors such as helping others that benefit the organization but are not formally rewarded or required as part of the job.

Burnout

exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration

replacement planning

identifying specific back-up candidates for specific positions and does little to improve leadership readiness.

exit interviews

interviews with employees who are leaving the firm, conducted for obtaining information about the job or related matters, to give the employer insight about the company

Downsizing

is a permanent reduction of multiple employees intended to improve the efficiency or the effectiveness of the firm.

Employment at will

is an employment relationship in which the employment relationship can be legally terminated by either party at any time for just cause, no cause, or even a cause that is morally wrong as long as it is not illegal.

Succession management

is an ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.

Functional turnover

is the departure of poor performers

Organizational commitment

is the extent to which an employee identifies with the organization and its goals and wants to stay

Workforce redeployment

is the movement of employees to other parts of the company or to other jobs the company needs filled to match the workforce with the organization's talent needs.

termination

is the permanent separation of a single employee

Avoidable turnover

is turnover that the employer could have prevented by addressing the cause of the turnover. Causes of avoidable turnover include low pay, job stress, and poor work-life balance

separation agreement

legal agreement between an employer and an employee that specifies the terms of any employment termination

employee engagement

occurs when employees are committed to, involved with, and enthusiastic about their work

Involuntary turnover

occurs when the organization asks an employee to leave due to factors including poor performance, restructuring, downsizing, or a merger or acquisition.

Mobility policies

specify the rules by which people move between jobs within an organization.

survivor syndrome

the emotional effects downsizing has on surviving employees both during and after a downsizing

Optimal turnover

the turnover level that produces the highest long-term levels of productivity and business improvement

Unavoidable turnover

turnover that could not have been prevented by the employer, such as resignations due to family needs, serious illness, or death