HR Exam 2

why people quit on the spot

- Didn't like boss - Didn't see opportunities for promotion and growth - Offered better job or higher pay - Employees comparing where they are at in an organization with each other when an employee comes to you with one of these problems, it is usually too late to convince him/her to stay

William Mobley

- Direct correlation between job satisfaction and turnover - So quitting is not the only possibility resulting from a dissatisfaction in the job place - Passive Job Behavior, Absents, etc.

ways to reduce turnover

- Flex time - Open door policies

what may cause an employee to leave an organization?

- Hate the boss - Someone contacted them and lured them away (poaching) - Equity theory (comparisons)

Biddle's constructs for his dissertation

- Intent to stay - dependent variable - Job satisfaction - independent - Job search - independent - Job Embeddedness - independent, this was the primary thing he focused on

when an employee leaves you lose...

- Knowledge, skill, experience, and production - You essentially train another company's employee! When he/she leaves, he/she takes all the knowledge he/she learned at your company and then use it to benefit a different company

National Labor Relations Board (NLRB)

- Lays a guideline for employees and employers as to what is legal and what goes against the NLRA - Thus the NLRB is a check for the NLRA

ways to increase job embeddedness

- Make people mentors - Give them long-term, interesting projects - Provide resources for community involvement - Create a desirable benefits package in order to dissuade employees from leaving

consequences of turnover

- Negatively affects performance - Firms with high turnover significantly underperform their rivals - Losing qualified employees

National Labor Relations Act (NLRA)

- Protects the rights of employees to act together to address conditions at work both with or without a union - Extends to work related conversations conducted on social media i.e. Facebook, Twitter, Snapchat, etc.

retaliation...

- Reprimanding the employee - Giving lower score on evaluation than should be - Transferring employee - Physical or verbal abuse - Reporting - False rumors - Making person's work more difficult.

what type of positions/industries are affected by lookism?

- Sales - Front desk, bank tellers - Retail - Advertising - Health industry - Account representatives - External auditors - News anchors - CEOs - any customer facing position

what are issues of turnover on the employer?

- Time and resources - Lose skilled people - Team cohesion

indicators of job searching

- Updating one's resume - Searching classified ads or career websites - Scheduling or talking about interviews - Talking about available jobs elsewhere - Withdrawal behaviors

Aesthetic labor

- Workers employed for their appearance or accent, with the aim or promoting the company's image (or diversifying the image) - Assumption that "looking good" and "sounding right" are skills that cannot easily be trained into people

why people search for new jobs

- better opportunities - better pay and benefits - they feel overqualified for their current position/don't feel challenged - low job satisfaction - ease of leaving the organization

there is a high cost to employee turnover...

- the recruitment/selection process is pricey - the benefits of investment in each of the candidates/employees that you lose (they take their talents to other companies)

two types of turnover

- voluntary - involuntary

5 steps of the hiring process

1. Applications/resumes ○ Review information 2. Testing/ work samples ○ Pre-employment testing 3. Interviews 4. Background/ reference checks 5. Make a selection

five ways social media can land employers in court

1. Firing employees for social media posts 2. Using social media in the hiring process 3. Employees posting inappropriate content on company platforms 4. Befriending and following employees 5. Failing to preserve evidence

foundations of job embeddedness

1. Non-work factors 2. Other organizational focused predictors 3. New turnover theory

Critical Aspects of job embeddedness

1. The extent to which people have links to other people or activities 2. The extent to which their jobs and communities are similar to or fit with the other aspects of their life spaces 3. The ease with which links can be broken - what they would give up if they left.

March and Simon Theory

According to March and Simon (1958), a voluntary choice to leave an organization depends on two things; an individual's perception of both the desirability of movement and the ease of movement. That actual choices to leave one's organization will depend upon both wanting to leave and being able to leave. By defining the turnover criterion to include both intra- and interorganizational movement components, this basic turnover hypothesis becomes restructured to reflect job turnover as opposed to organizational turnover.

Job Descriptive Index (JDI)

Assess satisfaction within a given job

bottom line

Before disciplining or terminating an employee for posting on Facebook, Twitter, or anywhere else - an employer must ensure that doing so does not violate the NLRA.

Hygiene Factors

Hygiene factors are things that don't make people satisfied when they have them, but make them dissatisfied when they do not have them. These are typically related to how they are treated at their job. This includes things like company policy, supervision, and status.

effects of lookism

Lookism is a concept used to describe a setting where there exists discriminatory treatment toward physically unattractive people; mainly in the workplace but also in social settings. While not classified in the same way as racial, cultural, or sexual discrimination, "lookism" is widespread and affects how people are perceived as well as affecting their opportunities in terms of relationships, job opportunities, etc.

Herzberg's two factor theory

Motivators and Hygiene factors

Motivators

Motivators are things that make people satisfied with their job and are things directly related to the work they perform. This is stuff like their responsibility level, growth potential, and performance.

Leavers

People who have left before a company has done the evaluation for job retention

Stayers

People who have stayed with the company during the evaluation. Must remain on the same job.

lookism

Prejudice or discrimination based on physical appearance and especially physical appearance believed to fall short of societal notions of beauty

issues of discrimination

Someone could be paid up to $350,000 more throughout the course of his/her career based on looks

Todor Theory

Todor (Note 1) concluded that (a) the antecedents of turnover and internal job transfer are strikingly similar, and (b) intraorganzational movement appears to be as effective a withdrawal mechanism as leaving the organization for individuals who are dissatisfied with their jobs

turnover contagion

When an employee's co-worker engages in job searching and other behaviors antecedent to leaving a job, those affected are also more likely to leave their job Withdrawal behaviors of group members can influence an individual's likelihood or engaging in same behaviors Thesis- when co-workers job search, so will an employee

refluxive hiring

a knee jerk reaction, the company immediately hires someone to replace an employee who left without examining whether the job is really necessary a company should pause and see whether the job is really necessary. For example, could you turn that full time job into a part time job?

protected concerted activity

a legal term used in labor policy to define employee protection against employer retaliation in the United States. It is a legal principle under the subject of the freedom of association. It defines the activities workers may partake in without fear of employer retaliation.

Other organizational focused predictors

a. Ex. Working with certain groups or on certain projects

New Turnover Theory

a. are relatively satisfied with their jobs, b. don't search for other jobs before leaving, c. leave because of some sort of precipitating event (which Lee and colleagues call a shock) rather than because of a negative attitude

Non-work factors

a. off the job factors are important for attachment b. Spillover model - conflict work and family

protected classes

age, race, gender, and disability are already protected classes. What else could be coming? weight, sexual orientation, gender identity/transgender concerns, criminal background

Job Satisfaction Index (JSI)

assess overall job satisfaction

sacrifice

captures the perceived cost of material or psychological benefits that may be forfeited by leaving a job.

links

characterized as formal or informal connections between a person and institutions or other people.

fit

employee's perceived compatibility or comfort with an organization and with his or her environment

voluntary

initiated by the employee (ex. retirement, quitting)

involuntary

initiated by the employer (ex. firing or layoff)

Two most frequently tested attitude constructs

job satisfaction, organizational commitment

psychological explanation for employee turnover

low job satisfaction and organizational commitment

employee turnover

occurs when employees leave their jobs and must be replaced, the ratio of the # of employees a company must replace over a given period of time over the average total number of employees they have this number is typically based on FTE (full time equivalent), but it depends on who you are reporting it to

advantages of social media use

open communication, empowerment, targets wide audience, marketing, productivity

six dimensions of job embeddedness

organization links, organization fit, organization sacrifice, community links, community fit, community sacrifice

withdrawal out of volition

resignation

negatives of social media use

security, productivity, negative outlet, legal consequences

push factors

something internal to the organization pushes an employee away from the organization ex. hating your boss will cause dissatisfaction

pull factors

something is pulling an employee away from the organization ex. Poaching, a better offer, better benefits, more responsibility, relocation, etc.

push/pull factors on retention

sometimes, the reason for leaving can be a combo of both push and pull factors, other times, it has nothing to do with push/pull factors (ex. a spouse gets relocated)

embeddedness

the collection of forces that influence employee retention, its like a web, it is comprised of individual strands, the more strands there are, the more embedded an employee is

Best Practices for use of social media in the hiring process

timing, consistency, limiting use

purpose of retention

to prevent the loss of competent employees from the company which could have an adverse effect on productivity and service delivery