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HROB 2290 > Chapter 15: Managing Employee Separations > Flashcards

Chapter 15: Managing Employee Separations Flashcards

1
Q

Employee Relations

A

the managerial activity that involves establishing and maintaining positive employee-employer relationships that contribute to satisfactory productivity, motivation, moral, and discipline, and maintaining a positive, productive, and cohesive work environment

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2
Q

Fair Treatment

A

actions taken to ensure that employees rights and contributions in the workplace are being respected and valued

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3
Q

Social Exchange Theory

A

indicates that people treat others based on how they are treated

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4
Q

Employee Engagement

A

a positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption grounded in the emotional and intellectual connection that an employee has for their job

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5
Q

Types of Employee Enagagment

A
  • personal role engagement
  • multidimensional engagement
  • work tasks and job engagement
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6
Q

Personal Role Engagement

A

an individual’s cognitive, emotional, and physical expression of how authentic they feel at work

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7
Q

Multidimensional Engagement

A

a distinct set of cognitive, emotional, and behavioural mechanisms associated with a person’s role performance

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8
Q

Work Task and Job Engagement

A

the positive state of mind that a person experiences toward their work tasks

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9
Q

Distributive Justice

A

fairness and justice of the outcome of a decision

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10
Q

Procedural Justice

A

fairness of the process

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11
Q

Interactional Justice

A

the manner in which managers conduct their interpersonal dealings with employees and the degree to which they treat employees with dignity and respect

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12
Q

Turnover

A

the termination of an individual’s employment with an organization

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13
Q

Five Primary Reasons Employees Leave a Company

A
  1. Better job opportunity
  2. Personal or family reasons
  3. Better salary
  4. Lack of training or development opportunities
  5. General desire for a career change
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14
Q

Voluntary Turnover

A

employee initiated, usually in the form of quits or retirements

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15
Q

7 Ways in which Employees Quit

A
  • by the book
  • loop
  • grateful goodbye
  • avoidance
  • perfunctorily
  • impulse quitting
  • bridge burning
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16
Q

By The Book Quitting

A

direct conversion providing formal notice to manager

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17
Q

Loop Quitting

A

keep manager informed about intent to resign so that it is not unexpected

18
Q

Grateful Goodbye

A

resigning via letter that expresses gratitude

19
Q

Avoidance

A

supervisor learns about resignation through an informal channel or from others

20
Q

Perfunctorily

A

similar to by the books but the meeting is impersonal

21
Q

Impulse Quitting

A

employee leaves with minimal notice

22
Q

Bridge Burning

A

unprofessional behaviour prior to or when providing resignation notice

23
Q

Functional Voluntary Turnover

A

bad performers leave, good performers stay

24
Q

Dysfunctional Voluntary Turnover

A

good performers leave, bad performers stay

25
Q

Predictors of Voluntary Turnover

A
  • Low organizational commitment
  • Low role clarity
  • Low tenure
  • High role conflict
  • Low overall job satisfaction
26
Q

Retirees on Call

A

program where retirees can come back on a part-time or as-needed basis

27
Q

Pre Retirement Counselling

A

counselling provided to employees before retirement aimed at easing the passage to retirement

28
Q

Costs of Turnover

A
  • separation costs
  • vacancy costs
  • replacement costs
  • training costs
29
Q

Separation costs

A

cost of exit interviews, administrative functions, separation or severance pay

30
Q

Vacancy Costs

A

the net savings or cost incurred of increased overtime, the use of temps, and the loss of sales associated with the vacancy

31
Q

Replacement Costs

A

costs of recruiting and hiring a replacement to fill the vacant positions

32
Q

Training Costs

A

formal and informal cost of training new hire

33
Q

Involuntary Turnover

A

employer initiated, usually in the form of dismissal or layoff

34
Q

Dismissal For Just Cause

A

an employer-initiated termination based on an employee’s poor behaviours. No severance, reasonable notice period, or additional payment beyond what the employee has already earned and is owed

35
Q

Insubordination

A

willful disregard or disobedience of a manager’s authority or legitimate orders, regarded as a form of misconduct that provides grounds for just cause dismissal

36
Q

Downsizing

A

intentional decision made by executives within the organization that involves a reduction of the workforce to improve efficiency or effectiveness of the organization by affecting the work process

37
Q

Layoff

A

workers are sent home for a period of time in a situation where three conditions are present
1. There is no work available for the employees
2. Management expects the no work situation to be temporary
3. Management intends to recall the employees when work is again available

38
Q

Wrongful Dismissal

A

an employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement

39
Q

Reasonable Notice Legislation

A

Laws that require an employer to notify an employee in the event that they decide to terminate employees through layoffs. Minimum notice varies based on the size of the layoffs.

40
Q

Mass Layoffs Reasonable Notice

A

the length of reasonable notice is based on the number of employees laid off

41
Q

Small Layoffs Reasonable Notice

A

Length of reasonable notice is based on time each individual employee has been with the organization

42
Q

Constructive Dismissal

A

employer-initiated unilateral changes in the employment contract that the employee views as unacceptable, even though employment is not formally terminated by the employer

HROB 2290 (15 decks)

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