CHAPTER 15 - MANAGING EMPLOYEE SEPARATIONS: TURNOVER, COMMUNICATION, AND EMPLOYEE ENGAGEMENT Flashcards
Employee relations
establishing and maintaining positive employee-employer relationships
4 types of employee relations programs
1) employee fair treatment programs
2) improving communications
3) employee recognition/relations programs
4) fair and predictable disciplinary procedures
Employee engagement
positive, fulfilling, work-related state of mind characterized by vigour, dedication, absorption
5 drivers of attraction, retention, engagement (ARE)
1) base pay/salary
2) job security
3) opportunities for advancement
4) challenging work
5) opportunities to learn new skills
Turnover
individual’s termination of employment with an organization
Voluntary turnover
employee-initiated turnover
- quitting
- retirement
Involuntary turnover
employer initiated
- dismissal
- layoffs
- 7 ways that employees quit
1) by the book - direct convo with formal notice and reason
2) loop - employee keeps employer updated about job search so it’s not unexpected
3) grateful goodbye - letter that expresses gratitude
4) avoidance - employer is not notified directly
5) perfunctorily - direct but impersonal convo, no formal letter
6) impulse quit - leaves/abandons with minimal notice
7) bridge burning - unprofessional behaviour prior to/when providing notice
5 variables correlated with voluntary turnover
1) low org commitment
2) low role clarity
3) low tenure
4) high role conflict
5) low overall job satisfaction
Quitting
Voluntary, employee-initiated resignation
Retirees on call programs
program where retirees can come back on a part-time/casual basis
Preretirement counselling
counselling provided to employees before retirement on benefits, second career etc.
4 main turnover costs
1) separation costs
2) vacancy costs
3) replacement costs
4) training costs
3 pillars of fair discipline
1) rules and regulations
2) progressive penalties
3) appeals process
Dismissal
Involuntary termination of an employee’s employment
Dismissal for just cause
- dismissal based on an employee’s poor behaviours
- do not have to give severance, reasonable notice, additional payment
Insubordination
Wilful disregard of orders
3 conditions of layoffs
1) no work available
2) no-work situation is temporary
3) management intends to recall the employees
- 5 alternatives to layoffs
1) voluntary reduction in pay
2) vacation during slow periods
3) voluntary time off
4) contingent employees (temps)
5) work sharing program
Wrongful dismissal
- when there is no just cause: termination without reasonable notice
Reasonable notice legislation: small vs large layoffs
Small: depends on individual’s length of time with the company
Large: depends on number of employees laid off
Constructive dismissal
- think systemic
- when the employer makes changes in the contract that the employee views as unacceptable so they leave
- 6 steps of termination interview
1) plan the interview
2) get to the point
3) describe the situation briefly 4) listen
5) review all elements of the severance package
6) identify the next step
Punitive damages
Damages that employers may be required to pay for harsh/vindictive treatmetn of an employee
Bad faith damages
Damages paid because employers were not candid/reasonable/honest etc about the dismissal
