Chapter 15: Managing Employee Separations Flashcards
Employee Relations
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
Fair Treatment
actions taken to ensure that employees rights and contributions in the workplace are being respected and valued
Social Exchange Theory
indicates that people treat others based on how they are treated
Employee Engagement
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
Types of Employee Enagagment
- personal role engagement
- multidimensional engagement
- work tasks and job engagement
Personal Role Engagement
an individual’s cognitive, emotional, and physical expression of how authentic they feel at work
Multidimensional Engagement
a distinct set of cognitive, emotional, and behavioural mechanisms associated with a person’s role performance
Work Task and Job Engagement
the positive state of mind that a person experiences toward their work tasks
Distributive Justice
fairness and justice of the outcome of a decision
Procedural Justice
fairness of the process
Interactional Justice
the manner in which managers conduct their interpersonal dealings with employees and the degree to which they treat employees with dignity and respect
Turnover
the termination of an individual’s employment with an organization
Five Primary Reasons Employees Leave a Company
- Better job opportunity
- Personal or family reasons
- Better salary
- Lack of training or development opportunities
- General desire for a career change
Voluntary Turnover
employee initiated, usually in the form of quits or retirements
7 Ways in which Employees Quit
- by the book
- loop
- grateful goodbye
- avoidance
- perfunctorily
- impulse quitting
- bridge burning
By The Book Quitting
direct conversion providing formal notice to manager
Loop Quitting
keep manager informed about intent to resign so that it is not unexpected
Grateful Goodbye
resigning via letter that expresses gratitude
Avoidance
supervisor learns about resignation through an informal channel or from others
Perfunctorily
similar to by the books but the meeting is impersonal
Impulse Quitting
employee leaves with minimal notice
Bridge Burning
unprofessional behaviour prior to or when providing resignation notice
Functional Voluntary Turnover
bad performers leave, good performers stay
Dysfunctional Voluntary Turnover
good performers leave, bad performers stay
Predictors of Voluntary Turnover
- Low organizational commitment
- Low role clarity
- Low tenure
- High role conflict
- Low overall job satisfaction
Retirees on Call
program where retirees can come back on a part-time or as-needed basis
Pre Retirement Counselling
counselling provided to employees before retirement aimed at easing the passage to retirement
Costs of Turnover
- separation costs
- vacancy costs
- replacement costs
- training costs
Separation costs
cost of exit interviews, administrative functions, separation or severance pay
Vacancy Costs
the net savings or cost incurred of increased overtime, the use of temps, and the loss of sales associated with the vacancy
Replacement Costs
costs of recruiting and hiring a replacement to fill the vacant positions
Training Costs
formal and informal cost of training new hire
Involuntary Turnover
employer initiated, usually in the form of dismissal or layoff
Dismissal For Just Cause
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
Insubordination
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
Downsizing
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
Layoff
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
Wrongful Dismissal
an employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement
Reasonable Notice Legislation
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.
Mass Layoffs Reasonable Notice
the length of reasonable notice is based on the number of employees laid off
Small Layoffs Reasonable Notice
Length of reasonable notice is based on time each individual employee has been with the organization
Constructive Dismissal
employer-initiated unilateral changes in the employment contract that the employee views as unacceptable, even though employment is not formally terminated by the employer
