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HRM > Separating and Retaining Employees > Flashcards

Separating and Retaining Employees Flashcards

1
Q

Employee turnover

A

Employees are leaving the organization

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2
Q

Involuntary turnover

A

Company initiates the turnover

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3
Q

Termination

A

Discharge related to a discipline problem, but some call involuntary turnover a termination

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4
Q

Voluntary turnover

A

Employees initiate the turnover

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5
Q

Involuntary turnover cost

A

Recruiting, selecting, training replacement
Lost productivity
Lawsuits
Workplace violence

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6
Q

Voluntary turnover costs

A

Recruiting, selecting, training replacement
Lost productivity
Loss of talented employees
Unfavourable publicity

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7
Q

Employee-at-will doctrine

A

In the absence of a specific contract, either an employer or an employee could terminate the employment relationship at any time

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8
Q

Wrongful discharge

A

Discharge must not violate an implied agreement.

Must not violate public policy

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9
Q

Principles of justice

A

Outcome fairness
Procedural justice
Interactional justice

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10
Q

Outcome fairness

A

People’s judgement whether the outcome they received is fair relative to the outcome of other people with whom they identify
Involves the ends of a discipline process

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11
Q

The ends of a disciplined process

A
  1. outcomes are consistent with employees’ cases
  2. everyone should be aware of what the consequences are
  3. outcomes should be proportionate to behaviour
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12
Q

Procedural justice

A

People’s judgement that fair methods were used to determine the consequences.
Pays attention to means to the ends
Involves the six determinants of procedural justice

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13
Q

Determinants of procedural justice

A
  1. Consistency
  2. Bias suppression
  3. Information accuracy
  4. Correctability system should include safeguards
  5. Representativeness of all groups affected
  6. Consistency with ethical standards
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14
Q

Interactional justice

A

A judgment that organisation carried out its actions in a way that took the employee’s feelings into account
Means to the ends
Important for hostile employees
Worker shpuld leave with dignity and self-respect

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15
Q

Discrimination

A

Formal discipline policy also helps with equal employment opportunity requirement

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16
Q

Employees’ privacy

A

Measures:

  1. ensuring that info is relevant
  2. publicizing info gathering policies and consequences
  3. requesting consent before gathering the info
  4. treating employees consistently
  5. conducting searches discreetly
  6. sharing info only with those who need it
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17
Q

Notification of layoffs

A

Plan broad-scale lay offs is subject to the Worker’s Adjustment
Retraining and Notification Act requires a company with more than 100 employees to give a 60 days notice before closing or layoff affecting at least 50 employees

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18
Q

Hot-stove rule

A

Discipline should be like a hot stove giving clear warning and following up with consitent, objective and immediate consequences

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19
Q

Progressive discipline

A
  • The employee should not be fired for the first offence
  • Consequences become more serious if employee repeats offence
  • Teaches employees what is expected
  • prevent and correct misbehaviour
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20
Q

Progressive discipline system

A
  1. Unofficial spoken warning
  2. Official written warning
  3. Second written warning
  4. Temporary suspension and written notice that this is the last chance to improve
  5. Termination
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21
Q

Cyberslacking

A

Conducting personal business online at work

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22
Q

Alternative dispute resolution (ADR)

A

resolving disputes in a timely, constructive, cost-effective manner

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23
Q

ADR stages

A
  1. Open-door policy
  2. Peer review
  3. Mediation
  4. Arbitration
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24
Q

Open-door policy

A

Managers are available to hear complaints

25
Q

Peer review

A

Resolving a dispute by taking them to a panel.

Panel: representatives from the org at the same level as people in dispute

26
Q

Mediation

A

A non-binding process, in which neutral party from outside facilitates the negotiation by helping to arrive at a settlement.

27
Q

Arbitration

A

A binding process, in which a professional arbitrator from outside hears the case and resolves it by making a decision
Experience employment layer or retired judge

28
Q

Employee assistance program (EAP)

A

Referral system that employees can use to seek professional treatment for emotional problems or substance abuse

29
Q

Basic elements of EAP

A
  • programs are identified in official docs published by the employer
  • Supervisors and union representatives are trained to use the referral service for employees whom they suspect of having problems
  • Employees are trained to use the system
  • The costs and benefits are evaluated on a daily basis.
30
Q

Outplacement counselling

A

Service that tries to help dismissed employees manage the transition from one job to another
Adress psychological issues associated with losing job

31
Q

Employee engagement

A
  1. Increases productivity
  2. Increases customer satisfaction
  3. Decreases turnover
32
Q

Poaching

A

Employers steal high performers from a company

33
Q

Progression of withdrawal

A

A theory that states that dissatisfied individuals enact a set of behaviours with which they try to avoid work situations physically, mentally or emotionally

34
Q

Causes of job dissatisfaction

A

Personal disposition
Tasks and roles
Supervisors and co-workers
Pay and benefts

35
Q

Personal disposition

A

People who are low in emotional stability, conscientiousness and agreeableness are more likely to be dissatisfied that others

36
Q

Negative affectivity

A

Personal quality associated with satisfaction.

Reflects people that have pervasive low levels of satisfaction regarding all aspects of life

37
Q

Core self-evaluation

A

Reflects bottom-line opinions that individuals have of themselves and may be positive or negative

38
Q

Tasks and roles

A

Task aspects of dissatisfaction are the degree of physical strain and exertion required, the complexity of the task, and the value the employee places on the job.

39
Q

Role ambiguity

A

Uncertainty about what the firm and others expect

Solution: work methods, scheduling, performance criteria should be known

40
Q

Role conflict

A

Employee’s recognition that demands of the job are incompatible or contradictory

41
Q

Role overload

A

Too many expectations or demands are placed on a person

42
Q

Supervisors and co-workers

A

Negative behaviour by managers and peers can produce dissatisfaction. Example overly close supervision

43
Q

Pay and benefits

A

Pay indicates status and contributes to self-worth

44
Q

Behaviour change

A

CHange behaviour to match what is causing dissatisfaction

45
Q

Whistleblowing

A

Employee takes his charges to the media in hope for change

46
Q

Physically withdraw

A

Arriving late
Calling in sick
Requesting to transfer
Leaving

47
Q

Psychological withdrawal

A

At work but their mind is elsewhere

48
Q

Job-involvement

A

The degree to which people identify themselves with their jobs

49
Q

Organizational commitment

A

The degree to which an employee identifies with the organization and is willing to put in effort

50
Q

Job satisfaction

A

Pleasant feeling resulting from the perception that one’s job fulfils or allows for the fulfilment of one’s important job values

51
Q

Components of job satisfaction

A
  1. Related to a person’s values
  2. Different employees have different views of which values are important
  3. Ideas of what is important
52
Q

Improve job satisfaction

A
  1. Making jobs more complex and meaningful

2. Developing clear and appropriate job roles

53
Q

Role analysis technique

A

The process of formally identifying expectations associated with a role.
Members write down expectations
Discuss their expectations
Role occupant list what expects from others
Group meets again to reach a consensus on other roles
Group modifies the preliminary list and reaches consensus about the role

54
Q

Satisfaction with supervisor or co-worker

A
  1. Share the same values, attitudes and philosophies
  2. Provide social support
  3. Help the person attain some valued outcome
55
Q

Systematic and ongoing surveys

A
  1. establish trends and prevent voluntary turnover

2. Gives employees chance to voice their opinion

56
Q

job descriptive index (JDI)

A

Emphasizes specific aspects of satisfaction

57
Q

Pay Satisfaction Questionnaires (PSQ)

A

Focused on specific dimensions and provides the company with more detailed information

58
Q

Exit interview

A

Gives more insight about the reasons for leaving

HRM (8 decks)

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