MGMT 373 Exam 2: Chapter 11: separating and retaining employees

main reason for the organization to create its own scale

it wants to measure satisfaction with aspects of work that are specific to the organization (such as satisfaction with a particular health plan).

functional turnover

loss of poor-performing employees who voluntarily choose to leave a company

role underload:

too little is expected of someone, and that person feels that he or she is not contributing to the group

Open-door policy

* An organization's policy of making managers avail- able to hear complaints. * employee may appeal to managers at higher levels. * This policy works only to the degree that employees trust management and managers who hear complaints listen and are able to act.

The two primary sets of people in an organization who affect job satisfaction

* co-workers and supervisors. * When employees are satisfied with their jobs and want to stay with the organization, they tend to make ethical decisions to a greater degree than employees who are not satisfied. The satisfied employees also tend to be more cooperative and more inclined to help out their coworkers. satisfied with these people for one of 3 reasons: 1. *The people share the same values, attitudes, and philosophies.* - Most individuals find this very important, and many organizations try to foster a culture of shared values. Even when this does not occur across the whole organization, values shared between workers and their supervisor can increase satisfaction *2. The co-workers and supervisor may provide social support, meaning they are sympathetic and caring.* - Social support greatly increases job satisfaction, whether the support comes from supervisors or co-workers. Turnover is also lower among employees who experience support from other members of the organization. *3. The co-workers or supervisor may help the person attain some valued outcome.* -For example, they can help a new employee figure out what goals to pursue

•Tasks and Roles

* employees are bored with repetitive tasks * significance are the complexity of the task, the degree of physical strain and exertion required, and the value the employee places on the task. * more dissatisfied with jobs requiring a great deal of physical strain and exertion *dissatisfied if their work is not related to something they value Role ambiguity Role conflict Role overload

employee turnover

*employees leaving the organization* Organizations must try to ensure that good performers want to stay with the organization and that employees whose performance is chronically low are encouraged— or forced—to leave.

Proper recording of progressive discipline

- For issuing an unofficial warning about a less-serious offense, have a witness present. - a written record would be helpful in case the employee repeats the offense in the future. - The organization should provide a document for managers to file, recording the nature and date of the offense, the specific improvement expected, and the consequences of the offense. - indicate how the offense affects the performance of the individual employee, others in the group, or the organization as a whole. - These documents are important for demonstrating to a problem employee why he or she has been suspended or terminated. -defend a lawsuit. ***Following the hot-stove rule, the supervisor should complete and discuss the documentation immediately after becoming aware of the offense. - A copy of the records should be placed in the employee's personnel file. -before discussing and filing records of misbehavior, it is important for the supervisor to investigate the incident. - employee should be made aware of what he or she is said to have done wrong and should have an opportunity to present his or her version of events.-- ---Anyone who witnessed the alleged misdeed also should have an opportunity to present his or her version -statements should be recorded in writing, signed, and dated -employers can support the discipline system's fairness by using a performance management system that gathers objective performance data.

"Resolving Conflict in the Workplace" 5 Keys of Dealing with Workplace Conflict

1. Define Acceptable Behavior: definition for what constitutes acceptable behavior 2. Hit Conflict Head-on: secret to conflict resolution is in fact conflict prevention where possible. By actually seeking out areas of potential conflict and proactively intervening in a just and decisive fashion you will likely prevent certain conflicts 3. Understanding the WIIFM (What's In It For Me) Factor: understand other's motivations prior to weighing in. The way to avoid conflict is to help those around you achieve their objectives. 4. The Importance Factor - Pick your battles and avoid conflict, unless conflict is necessary 5. View Conflict as Opportunity: potential for a tremendous teaching/learning opportunity. Where there is disagreement there is an inherent potential for growth and development.

Announcing Disciplinary Actions

1. Plan what to say, and stick to the plan 2. Move quickly to the main message. 3. • Stay on the main point. Do not minimize the problem, which could imply that your decision is unfair. 4. Speak firmly, making eye con- tact, but be compassionate. 5. Listen to the employee with respect but without implying that a decision is up for negotiation. 6. Keep the meeting short—no more than about 15 minutes. The employee should leave with information on how to contact HR department

role analysis technique

1. The * role occupant * (the person who fills a role) and each member of the person's * role set *(people who directly interact with this employee) each write down their expectations for the role. 2. They meet to discuss their expectations and 3. develop a preliminary list of the role's duties and behaviors, trying to resolve any conflicts among expectations. 4. role occupant lists what he or she expects of others in the set, and the 5. group meets again to reach a consensus on these expectations. 6. group modifies its preliminary list and reaches a consensus on the occupant's role. This process may uncover instances of overload and underload, and the group tries to trade off requirements to develop more balanced roles. process of formally identifying expectations associated with a role."

3 things to note in order to understand Job Satisfaction

1. What employee "values" from the job. 2. Based on employee perceptions. 3. Employees have different ideas of what is important. ¨People will be satisfied with their jobs as long as they perceive that their jobs meet their values. Organizations want to prevent withdrawal behaviors. To prevent job withdrawal, organizations need to promote job satisfaction.

Why is a survey a good way to monitor job satisfaction?

1. compare results from different departments to identify groups with successful practices 2. provide data that organizations can use to compare themselves to others in the same industry. 3. information will be valuable for creating and reviewing human resource policies that enable organizations to attract and retain employees in a competitive job market. 4. conducting surveys gives employees a chance to be heard, so the practice itself can contribute to employee satisfaction. 5. ongoing surveys give the organization a way to measure whether policies adopted to improve job satisfaction and employee retention are working.

Clear and Appropriate Roles

1. define roles, clearly spelling out work methods, schedules, and performance measures. 2. be realistic about the number of hours required to complete job requirements. 3. When jobs require overtime hours, the employer must be prepared to comply with laws requiring overtime pay, as well as to help employees manage the conflict between work and family roles. 4. family-friendly policies. These policies may include provisions for child care, elder care, flexible work schedules, job sharing, telecommuting, and extended parental leave *They increase satisfaction and organizational commitment*

Meaningful Work

1. degree to which it is meaningfully related to workers' core values.

Job Complexity

1. employees themselves sometimes take measures to make their work more interesting. ex.)music players with headsets (good for minimal customer contact and simple jobs)

HR role in Progressive disciplin

1. in meetings to announce disciplinary action, there should be 2 HR personnel present 2. employee's supervisor presents the information, and a representative from the HR department acts as a witness. 3. The supervisor should state the reason for the meeting, the nature of the problem behavior, and the consequences. 4. When an employee is suspended or terminated, the organization should designate a person to escort the employee from the building to protect the organization's people and property

Organizations can improve job satisfaction by making jobs more complex and meaningful: Job design 3 methods

1. job enrichment 2. job rotation 3. clear and appropriate job roles

What may be a managers response to the employee's behavioral change

1. the complaints, confrontations, and grievances may feel threatening. 2. opportunity for the manager to learn and solve a potentially important problem 3. Should the manager respond in a corrective manner this can lead to higher employee satisfaction, lower turnover, and org performance improvement

Why can discharging an employee be difficult

1. the decision has legal aspects that can affect the organization - "If no contract" - employment-at-will doctrine - Employees who have been terminated sometimes sue their employers for wrongful discharge - In a typical lawsuit for wrongful discharge, the former employee tries to establish that the discharge violated either an implied agreement or public policy - employers usually win when they appeal 2. Issues of Personal Safety - employees who react to a termination with violence - "nothing else to lose" aspect of an employee's dismissal makes the situation dangerous

Basic Elements of an EAP program

1. the programs are usually identified in official documents published by the employer, such as employee handbooks. 2. Supervisors (and union representatives when workers belong to a union) are trained to use the referral service for employees whom they suspect of having health-related problems. 3. The organization also trains employees to use the system to refer themselves when necessary. The organization regularly evaluates the costs and benefits of the program, usually once a year. 4. One source of variation in EAPs involves the options for delivering services. telepsychiatry -patient uses video conferencing equipment to participate in online meetings with a therapist

Legal Requirements

1. wrongful discharge 2. discrimination 3. employee privacy 4. adequate notice of layoffs.

Guidelines to Respond to Misconduct

1.Be clear about performance standards. 2.Be consistent. 3.Don't ignore the problem behavior. 4.Investigate complaints ASAP. 5.Record statements in writing, with signatures & dates. Reprimand 6.Focus on behaviors not personalities 7.Documentation should be clear and complete. 8.Be honest.

Progressive Discipline

A formal discipline process in which the consequences become more serious if the employee repeats the offense. -spoken and then written warnings, temporary suspension, and finally, termination. 1. Unofficial spoken warning 2. official written warning 3. 2nd written warning plus the threat of temporary suspension 4. Temporary suspension plus written notice that this is the last chance to improve 5. termination Along with rules and a progression of consequences for violating the rules, a progressive discipline system should have requirements for documenting the rules, offenses, and responses.

exit interview

A meeting of a departing employee with the employee's supervisor and/or a human resource specialist to discuss the employee's reasons for leaving. A well-conducted exit interview can uncover reasons why employees leave and perhaps set the stage for some of them to return. **HR professionals can help make exit interviews more successful by arranging for the employee to talk to someone from the HR department (rather than the departing employee's supervisor, in neutral location **Questions should start out open-ended and general, giving the employee a chance to name the source of the dissatisfaction or the attraction to leave A recruiter armed with information about what caused a specific person to leave may be able to negotiate a return when the situation changes. And when several exiting employees give similar reasons for leaving, management should consider whether this indicates a need for change. In the war for talent, the best way to manage retention is to engage in a battle for every valued employee, even when it looks as if the battle has been lost.

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. three components: 1. related to a person's values, defined as "what a person consciously or unconsciously desires to obtain." 2. Different employees have different views of which values are important, so the same circumstances can produce different levels of job satisfaction. 3. based on perception, not always on an objective and complete measurement of the situation. Each person compares the job situation to his or her values, and people are likely to differ in what they perceive.

Role overload

A state in which too many expectations or demands are placed on a person. After an organization downsizes, it may expect so much of the remaining employees that they experience role overload.

ADR

Alternative Dispute Resolution Methods of solving a problem by bringing in an impartial outsider but not using the court system. Sometimes problems are easier to solve when an impartial person helps to create the solution. ADR methods of solving a problem by bringing in an impartial outsider but not using the court system. Generally, a system for alternative dispute resolution proceeds through the four stages shown in Figure 10.3. They are briefly summarized on the next two slides. *Process: * 1. Open-Door 2. Peer 3. Mediation 4. Arbitration

Role conflict

An employee's recognition that demands of the job are incompatible or contradictory. a person cannot meet all the demands. Team members feel role conflict when they realize that their team leader and functional manager have conflicting expectations of them conflict between work roles and family roles Foreign assignments can be highly disruptive to family members, and is the top reason that people quit overseas assignments.

Why do companies host a sport team game, outside of work?

Because a supportive environment reduces dissatisfaction, many organizations foster team building both on and off the job (such as with softball or bowling leagues). The idea is that playing together as a team will strengthen ties among group members and develop relationships in which individuals feel supported by one another.

Role problems

Because role problems rank just behind job problems in creating job dissatisfaction, some interventions aim directly at role elements. One of these is the role analysis technique, a process of formally identifying expectations associated with a role.

Arbitration

Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision. *The employee and employer both have to accept this person's decision. *it tends to be much faster, simpler, and more private than a lawsuit.

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.

C. verbal contracts such as this have held up in courts in some states. Employers have to be careful how they frame the positions to employees. They don't want to overemphasize the fact employment is at will but they also don't want to make any guarantees they can't fulfill.

Co-worker relationships can contribute to job satisfaction

Co-worker relationships can contribute to job satisfaction, and organizations therefore try to provide opportunities to build positive relationships.

Employee engagement

Employee engagement is the degree to which employees are fully involved in their work and the strength of their commitment to their job and company. -Employees who are engaged provide a competitive advantage to their firm: higher productivity, better customer service, and lower turnover. less than one-third of employees consider themselves as engaged. Still, some companies have managed to sustain and improve engagement levels during the recession by 1. systematically gathering feedback from employees, 2. analyzing their responses, and 3. implementing changes. In these companies, engagement measures are considered as important as customer service or financial data.

how can an employees private life effect job satisfaction

Employers should recognize that dissatisfaction with other facets of life can spill over into the workplace. A worker who is having problems with a family member may attribute some of the negative feelings to the job or organization

Pay and Benefits

HR professionals can support their organizations in this area by repeatedly monitoring pay levels in their industry and for the professions or trades they employ HR professionals can increase job satisfaction by communicating to employees the value of their benefits. Two other aspects of pay satisfaction influence job satisfaction. 1. satisfaction with pay structure —the way the organization assigns different pay levels to different levels and job categories 2. pay raises --- People generally expect that their pay will increase over time. They will be satisfied if their expectations are met or dissatisfied if raises fall short of expectations. --HR professionals can contribute to these sources of job satisfaction by helping to communicate the reasoning behind the organization's pay structure and pay raises.

How should HR handle: economic conditions force an organization to limit pay raises

If employees understand the circumstances (and recognize that the same conditions are likely to be affecting other employers), they may feel less dissatisfied.

Rising or declining job satisfaction of coworkers impact on employees

In a study of more than 5,000 employees in 150 businesses, employees with declining job satisfaction were more likely to stay on the job if co-workers' satisfaction was rising. For employees experienced rising satisfaction, the employees were more likely to quit if their co-workers were growing less satisfied. In effect, when employees were out of step with their co-workers, their likelihood of quitting was influenced by the co-workers' job satisfaction

A widely used measure of job satisfaction: and others mentioned in text

Job Descriptive Index (JDI). *emphasizes specific aspects of satisfaction—pay, the work itself, supervision, co- workers, and promotion Other scales measure general satisfaction, using broad questions such as "All in all, how satisfied are you with your job?" Some scales avoid language altogether, relying on pictures. The faces scale is an example of this type of measure. Other scales exist for measuring more specific aspects of satisfaction. For example, the Pay Satisfaction Questionnaire (PSQ) measures satisfaction with specific aspects of pay, such as pay levels, structure, and raises.

Mediation

Nonbinding process in which a neutral party from outside the organization hears the case and tries to help the people in conflict arrive at a settlement. *The process is not binding, meaning the mediator cannot force a solution.

what creates conflict in the workplace? , according to the groupme article on workplace conflict

Opposing positions, competitive tensions, power struggles, ego, pride, jealousy, performance discrepancies, compensation issues, just someone having a bad day, etc. While the answer to the previous question would appear to lead to the conclusion that just about anything and everything creates conflict, the reality is that the root of most conflict is either born out of poor communication or the inability to control one's emotions two major causes of conflict: 1. Communication 2. Emotions

Hot-Stove Rule

Principle of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, *immediate* consequences.

Peer review

Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute. 1. panel hears the case and tries to help the parties arrive at a settlement. 2. the organization may assign managers to positions on the panel and have employees elect nonmanagement panel members.

Whistle-blowing

Some employees may engage in whistle-blowing, taking their charges to the media in the hope that if the public learns about the situation, the organization will be forced to change. From the organization's point of view, whistle-blowing is harmful because of the negative publicity.

The rules should cover disciplinary problems such as the following behaviors encountered in many organizations:

Tardiness Absenteeism Unsafe work practices Poor quantity or quality of work Sexual harassment of co-workers Coming to work impaired by alcohol or drugs Theft of company property Cyberslacking (conducting personal business online during work hours)

Organizational Commitment

The degree to which an employee identifies with the organization and is willing to put forth effort on its behalf. high organizational commitment will stretch themselves to help the organization through difficult times. low organizational commitment are likely to leave at the first opportunity for a better job. - They have a strong intention to leave, so like employees with low job involvement, they are hard to motivate.

Job involvement

The degree to which people identify themselves with their jobs. *high level of job involvement consider their work an important part of their life. Doing well at work contributes to their sense of who they are (their self- concept). *low = Psychological withdrawal

Utilizing Star Talent

The right people in the right position

Role

The set of behaviors that people expect of a person in a particular job. Sometimes things get complicated or confusing. Co-workers, supervisors, and customers have expectations for how the employee should behave, often going far beyond a formal job description and having a large impact on the employee's work satisfaction. Several role-related sources of dissatisfaction are the following: Role ambiguity Role conflict Role overload

Principals of justice

Three principles about the system's fairness based on the system's outcomes and procedures and the way managers treat employees when carrying out those procedures include: 1. outcome fairness, 2. procedural justice 3. interactional justice.

approaches will always allow one to be successful in building rapport if the underlying desire is strong enough, according to the groupme article on workplace conflict

Turning the other cheek, compromise, forgiveness, compassion, empathy, finding common ground, being an active listener, service above self, and numerous other approaches will always allow one to be successful in building rapport if the underlying desire is strong enough. However, when all else fails and positional gaps cannot be closed, resolve the issue not by playing favorites, but by doing the right thing.

Involuntary Turnover

Turnover initiated by an employer (often with employees who would prefer to stay).

Voluntary Turnover

Turnover initiated by employees (often when the organization would prefer to keep them).

Role ambiguity

Uncertainty about what the organization expects from the employee in terms of what to do or how to do it. 1. Employees suffer when they are unclear about work methods, scheduling, and performance criteria, perhaps because others hold different ideas about these. 2. want to know how to evaluate their performance

Why is it important to resolve conflict in the workplace, according to the groupme article on workplace conflict

Unresolved conflict often results in: 1. loss of productivity, 2. the stifling of creativity, 3. creation of barriers to cooperation and collaboration. 4. good talent walk out the door in search of a healthier and safer work environment. 5. good conflict resolution ability equals good employee retention. 6.conflict will likely fester only to grow into resentment, create withdrawal or cause factional infighting within an organization

Employees who are engaged in their work and committed to the company they work for provide

a clear competitive advantage to that firm, including higher productivity, better customer service, and lower turnover *less than one-third of employees con- sider themselves as engaged. some companies have managed to sustain and improve engagement levels during the recession by ***systematically gathering feed- back from employees, analyzing their responses, and implementing changes. In these companies, engagement measures are considered as important as customer service or financial data.

•Serena feels her job processing payroll checks is boring and uninteresting. Which intervention would be most appropriate to retain Serena?

a)Expanding her job

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 based on their performance. An employee working for this company will most likely feel ____________ and _________________.

b.Low outcome fairness; high procedural justice It is possible to be unhappy with the outcome but not feel that it is unfair. For example, a company whose earnings are very low and has to reduce raises to avoid laying people off, the employee may not be happy with the low raise but will not perceive it as unfair because they realize the same is happening to everyone else and there is a good reason - poor performance of the company.

Core self-evaluations

bottom-line opinions individuals have of themselves and may be positive or negative. *positive core self-evaluation*: have high self- esteem, believe in their ability to accomplish their goals, and are emotionally stable. experience job satisfaction. they tend to seek out and obtain jobs with desirable characteristics, and when they are in a situation they dislike, they are more likely to seek change *negative core self-evaluations*: tend to blame other people for their problems, including their dissatisfying jobs. They are less likely to work toward change; they either do nothing or act aggressively toward the people they blame

4 categories of job (dis)satisfaction

four categories: 1. personal dispositions, 2. tasks and roles, 3. supervisors and co-workers, 4. pay and benefits.

Adequate notice of LAYOFF

may be subject to the Workers' Adjustment Retraining and Notification Act. This federal law requires that organizations with more than 100 employees give 60 days' notice before any closing or layoff that will affect at least 50 full-time employees. If employers covered by this law do not give notice to the employees (and their union, if applicable), they may have to provide back pay and fringe benefits and pay penalties as well. Several states and cities have similar laws, and the federal law contains a number of exemptions. Therefore, it is important to seek legal advice before implementing a plant closing.

Negative affectivity

means pervasive low levels of satisfaction with all aspects of life, compared with other people's feelings. People with negative affectivity experience feelings such as anger, contempt, disgust, guilt, fear, and nervousness more than other people do, at work and away. They tend to focus on the negative aspects tend to always be dissatisfied

termination

only to a discharge related to a discipline problem, but some organizations call any involuntary turnover a termination.

Employees form conclusions about the system's fairness based on

outcomes and procedures and the way managers treat employees when carrying out those procedures

what does employee engagement surveys measure on average

pride and satisfaction with employer; opportunity to perform challenging work; recognition and positive feed-back from contributions; personal support from supervisor; and understanding of the link between one's job and the company's overall mission

Retaining employees helps

retain customers and increase sales. *•Organizations with low turnover and satisfied employees tend to perform better. *

Why is it difficult to retain top talent

workers feel responsibility for their own careers rather than loyalty to a particular employer - makes voluntary turnover more likely - competing organizations are constantly looking at each other's top performers. "poaching talent"

¨Making bad times even worse... slide quotes * managers tend to be defensive when letting employees go, but why?

¨Winston Churchill, "When you have to kill a man, it costs you nothing to be polite." ¨The psychological strain placed on managers tasked to perform layoffs, led them to act even more distant, even blaming those laid off. ¨Despite the low cost and high benefit of showing compassion on those being let go, this is not what usually happens in practice

Employee assistance program (EAP)

¨a referral service that employees can use to seek professional treatment for emotional problems or substance abuse. •Many EAPs are fully integrated into employers' overall health benefits plans. *many of the problems that lead an organization to want to terminate an employee involve drug or alcohol abuse *began in the 1950s with a focus on treating alcoholism, and in the 1980s they expanded into drug treatment. Today, many are now fully integrated into employers' overall health benefits plans, where they refer employees to covered mental health services.

Outplacement Counseling

¨a service in which professionals try to help dismissed employees manage the transition from one job to another. -mgmt notices poor performance and suggests a transitional method of helping the employee to find another job. = protect the dignity of the employee who leaves and promote a sense of fairness. ¨ Some companies have a person or outsource this function •Goals for outplacement counseling are to help former employees address psychological issues associated with losing a job while helping them find a new job. An employee who has been discharged is likely to feel angry and confused about what to do next. : If the person feels that there is nothing to lose and nowhere else to turn, the potential for violence or a lawsuit is greater than most organizations are willing to tolerate.

Job Withdrawal

¨a set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally (Psychological). •Job withdrawal results when circumstances such as the nature of the job, supervisors and coworkers, pay levels, or the employee's own disposition cause the employee to become dissatisfied with the job. *employee to become dissatisfied with the job and then begin to withdraw

Read the following passage to the class: 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 an 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 the case? •As the HR Director, how would you resolve this case?

• Could be indicator of poor, distrustful culture. •indicate a sense of due process for the employee and sensitivity around publicizing this event internally.

One C-suite succession mistake

•$15-20 million in recruitment, compensation, and severance costs •$20-40 million in excess annual costs •1% hit to share price

•Interactional Justice

•A judgment regarding the treatment of employees interpersonally level 1. Explanation of decision 2. Respectful treatment (ways that managers interact with their employees, listen to the employee, dignity and respect) 3. Consideration Empathy (the employee's feelings considered) **especially important when managing an employee with a high level of hostility and is at greater risk of responding with violence

•Procedural Justice

•A judgment that fair methods were used to determine the consequences an employee receives. 1. Consistent procedures 2. Avoidance of bias 3. Accurate information 4. Way to correct mistakes (system includes safeguards, such as channels for appealing a decision or correcting errors.) 5. Representation of all interests ( The procedures should take into account the concerns of all the groups affected) 6. ethical standards (privacy and honesty)

•Outcome Fairness

•A judgment that the consequences given to employees are just. * one employee's consequences should be consistent with other employees' consequences. * consistent * everyone should know what to expect *clearly communicate policies regarding the consequences of inappropriate behavior *outcome should be proportionate to the behavior

Physical job withdrawal:

•Arriving late •Calling in sick •Requesting a transfer •Leaving the organization *finding a new job is difficult * orgs need to know their turnover and the nature of the turnover *young workers are eager to find jobs that better match their abilities and interest

Actions Employees Take When Dissatisfied

•Behavior changes -Seek to change task -Lodge complaints •Physical job withdrawal -Tardiness -Absenteeism -Job performance decline •Psychological withdrawal -Decrease in job involvement -Decrease in organizational commitment

Behavior change

•Change the condition - use the internal system for making complaints or the grievance process is there isn't one or if the employee's actions are ignored they may resort to... •Whistle-blowing - going outside the organization to authorities or regulatory agencies describing the actions of their employer •Lawsuits - filing suit against an employer for unfair treatment or discrimination - costly - bad image for company. bad pr

Psychological Withdrawal:

•Decrease in job involvement - the degree to which people identify themselves with their jobs. •Decrease in organizational commitment - the degree to which an employee identifies with the organization and is willing to put forth effort on its behalf. *They are physically at work, but their minds are elsewhere. *Psychological withdrawal can take several forms. If an employee is primarily dissatisfied with the job itself, the employee may display a very *low level of job involvement* *person's organizational commitment may be low

Building Star Positions

•Developing "A Players" is putting the horse before the cart...Do you believe this? •Stars are only as valuable as firms make use of them.

Wrongful Discharge

•Discharge may not violate an implied agreement. a. employer had promised job security b. action inconsistent with company rules •Discharge may not violate public policy. a. terminating employee for refusing to do something illegal or unsafe. HR professionals can help organizations avoid (and defend against) charges of wrongful discharge by: 1. establishing and communicating policies for handling misbehavior. 2. define unacceptable behaviors and identify how the organization will respond to them. 3. Managers should follow these procedures consistently and document precisely the reasons for disciplinary action. 4. train managers to avoid making promises that imply job security 5. avoid any statements that could be interpreted as employment contracts.

Monitoring Job Satisfaction

•Employers can better retain employees if they are aware of satisfaction levels, so they can make changes if employees are dissatisfied. •Usual way to measure job satisfaction is to survey. -In addition, ongoing surveys give the organization a way to measure whether policies adopted to improve job satisfaction and employee retention are working. •A systematic, ongoing program of employee surveys should be part of the organization's HR strategy to monitor trends and prevent voluntary turnover.

Discrimination

•Employers must make discipline decisions without regard to a person's age, sex, race, or other protected status. •Evenhanded, carefully documented discipline can avoid such claims. *formal discipline policy is that it helps the organization comply with equal employment opportunity requirements. "evenhanded"

¨Employees' Privacy:

•Employers need to ensure that the information they gather and use for discipline is relevant. •Employee searches (emails, lockers etc.) must have cause, should be public and consistent. •Employers must be prudent in deciding who will see the information. *Searches and surveillance should be for a legitimate business purpose, and employees should know about and consent to them. * when behavior outside the work- place can affect productivity, workplace safety, and employee morale. * random searches of areas such as desks, lockers, toolboxes, and communications such as e-mails are permissible, so long as the employer can justify that there is probable cause for the search and work rules allow *less likelihood of a lawsuit by publicizing the search policy, applying it consistently, asking for the employee's consent before the search begins, and conducting the search discreetly. clarify that no one has been accused *share the information only with people who have a business need to see it ex.) 1. safety and security make it legitimate to require drug testing of all employees holding jobs such as police officer, firefighter, and airline 2. social media is another area where employers have considered employees' personal activities to be relevant

How Are A Positions Found?

•Job evaluation * Skills, Complexity, working conditions •Supply and demand •How much is the labor market paying individuals The higher the pay, the more important the job 1.How close it is aligned to Strategy 2.Variance in performance •Are there certain individuals that vastly outperform others in this position 3. Start with the end in mind o Not necessarily your highest-paid o Not necessarily the job with most skills required 4. The most accomplished performers all have one thing in common: PRACTICE

•Retention and Turnover

•Managing Voluntary and Involuntary Turnover •Employee Separation •Job Withdrawal •Job Satisfaction

•Personal Dispositions

•Negative affectivity •Core self-evaluations some kinds of people are more disposed to be dissatisfied with their jobs. In general, job turnover (and presumably dissatisfaction leading up to it) is higher among employees who are low in emotional stability, conscientiousness, and agreeableness. *negative affectivity and negative self-evaluations. **Interviewers should look for people's prior dispositions &commitment to the purpose of their work overrides fear of failure, so they are determined to act, even in the face of uncertainty. They also express their interest in their work by sharing knowledge and developing less experienced employees.

•Supervisors & Coworkers

•Negative behavior by managers •Conflicts between employees Employees want their Managers to see them as individuals and help create the conditions in which they can succeed conflicts between employees left unaddressed by management may cause job dissatisfaction severe enough to lead to withdrawal or departure. turnover is higher when employees do not feel that their values and beliefs don't fit with the group. Uncivil behavior by co-workers generates unhappiness that manifests in a variety of ways, such as decreased commitment, effort, and performance

•Organizations must develop a standardized, systematic approach to discipline and discharge. Involuntary Employee Separation

•Organizations must develop a standardized, systematic approach to discipline and discharge. •Firing should not be left solely to the discretion of individual managers or supervisors. •*Policies should be based on principles of justice and law.* •Policies should allow for various ways to intervene. - Because of the critical financial and personal risks associated with employee dismissal, it is easy to see why organizations must develop a standardized, systematic approach to discipline and discharge.

•Pay and Benefits

•Pay is an indicator of status. •Pay & benefits contribute to self-worth - Employers seeking to lure away another organization's employees often do so by offering higher pay. Benefits, such as insurance and vacation time, are also important, but employees often have difficulty measuring their worth. Therefore, although benefits influence job satisfaction, employees may not always consider them as much as pay itself.

Employee Separation: Six Links

•Principles of Justice •Legal Requirements •Progressive Discipline •Alternative Dispute Resolution •Employee Assistance Programs •Outplacement Counseling

Why should we care: CEO Succession Failure

•Research shows the increasing prevalence of forced turnover among CEOs •Roughly 35% (800 of 1800) of CEO turnover events are forced •Anecdotal estimates suggest up to 30% of C-suite succession decisions end up mistakes. •The cost of these mistakes is immense...$1.8 Billion in market value for CEOs according to Price Waterhouse Cooper

Rules of behavior should cover disciplinary problems such as:

•Tardiness •Absenteeism •Unsafe work practices •Poor quantity or quality of work •Sexual harassment •Coming to work impaired by alcohol or drugs •Theft of company property •Cyberslacking Creating a formal discipline process is a primary responsibility of the human resource department. For each infraction, the HR professional would identify a series of responses, such as those in doc. In addition, the organization must communicate these rules and consequences in writing to *every employee.*

Building the C-Suite Talent Pipeline

•Uncover practices for managing top talent •Three categories of development 1. Identification 2. Development 3. Retention •Asked about importance of each practice as part of the talent strategy