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Separating and Retaining Employees Flashcards

(58 cards)

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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

Study These Flashcards
A

Managers are available to hear complaints

25
Peer review
Resolving a dispute by taking them to a panel. | Panel: representatives from the org at the same level as people in dispute
26
Mediation
A non-binding process, in which neutral party from outside facilitates the negotiation by helping to arrive at a settlement.
27
Arbitration
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
Employee assistance program (EAP)
Referral system that employees can use to seek professional treatment for emotional problems or substance abuse
29
Basic elements of EAP
- 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
Outplacement counselling
Service that tries to help dismissed employees manage the transition from one job to another Adress psychological issues associated with losing job
31
Employee engagement
1. Increases productivity 2. Increases customer satisfaction 3. Decreases turnover
32
Poaching
Employers steal high performers from a company
33
Progression of withdrawal
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
Causes of job dissatisfaction
Personal disposition Tasks and roles Supervisors and co-workers Pay and benefts
35
Personal disposition
People who are low in emotional stability, conscientiousness and agreeableness are more likely to be dissatisfied that others
36
Negative affectivity
Personal quality associated with satisfaction. | Reflects people that have pervasive low levels of satisfaction regarding all aspects of life
37
Core self-evaluation
Reflects bottom-line opinions that individuals have of themselves and may be positive or negative
38
Tasks and roles
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
Role ambiguity
Uncertainty about what the firm and others expect | Solution: work methods, scheduling, performance criteria should be known
40
Role conflict
Employee's recognition that demands of the job are incompatible or contradictory
41
Role overload
Too many expectations or demands are placed on a person
42
Supervisors and co-workers
Negative behaviour by managers and peers can produce dissatisfaction. Example overly close supervision
43
Pay and benefits
Pay indicates status and contributes to self-worth
44
Behaviour change
CHange behaviour to match what is causing dissatisfaction
45
Whistleblowing
Employee takes his charges to the media in hope for change
46
Physically withdraw
Arriving late Calling in sick Requesting to transfer Leaving
47
Psychological withdrawal
At work but their mind is elsewhere
48
Job-involvement
The degree to which people identify themselves with their jobs
49
Organizational commitment
The degree to which an employee identifies with the organization and is willing to put in effort
50
Job satisfaction
Pleasant feeling resulting from the perception that one's job fulfils or allows for the fulfilment of one's important job values
51
Components of job satisfaction
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
Improve job satisfaction
1. Making jobs more complex and meaningful | 2. Developing clear and appropriate job roles
53
Role analysis technique
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
Satisfaction with supervisor or co-worker
1. Share the same values, attitudes and philosophies 2. Provide social support 3. Help the person attain some valued outcome
55
Systematic and ongoing surveys
1. establish trends and prevent voluntary turnover | 2. Gives employees chance to voice their opinion
56
job descriptive index (JDI)
Emphasizes specific aspects of satisfaction
57
Pay Satisfaction Questionnaires (PSQ)
Focused on specific dimensions and provides the company with more detailed information
58
Exit interview
Gives more insight about the reasons for leaving

HRM (8 decks)

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