Retention, Withdrawl, Turnover

job withdrawl

set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally

results when circumstances (natur of job, supervisors/cowrokers, pay levels, employee disposition) cause employee to become dissatisfied with the job

job satisfaction

plasant mfeeling resulting from the perception that one’s job fulfills or allows for the fulfillment of ones important job values

conceptualized as an overall score of the job and weighted sum of job facet sophistication

job satisfaction surveys

job in general scale

job satisfaction survey

role ambiguity

uncertainty about what the org and others expect from the employee

role conflict

employees recognition that the demands of the job are incompatible and one person cannot meet all the demands

role overload

too many expectations placed on one employee

how can coworkers influence attitudes

giving task-related help, sharing info, and providing affective support

more satisfied when theres a congenial social environment created by others

pay and satisfaction

pay - job satisfaction have low correlation

pay fairness and job satisfaction have high correlation

equity theory

employees care about their pay relative to what others are earning and that these feelings are based on what employees perceive

reasons to conduct job satisfaction surveys

monitor trends in satisfaction over time, identify impact of change on worker attitudes, compare with other companies, take actions to increase retention

satisfaction survey negatives

need to share both good and bad results, raise employee expectations, need to act on results and present plan of action, managers with low scores may become defensive and take retalitory actions against employees

physical withdrawl

individuals create buffers in an effort to relieve some of the negative outcomes they are experiencing

tardiness, absenteeism, alc/drug impariment, transfer request, theft of company property, sabbatical, turning over

psychological withdrawl

decrease in job invovlement (identify themselves with job), decrease in org committment (identigy w org and effort), intend to quit

retention

org ability to keep its current employees from voluntarily separating (retain better if aware of job satisfaction levels)

increase retention efforts

leadership practices, career/growth opps and training time, reducing work-life conflict, non-monetary benefits

positive correlation with job satisfaction

emotional stability and extraversion

negative direct effect yet positive indirect effect (via complexity) with job satisfaction

intelligence

winning the talent war

ability to achieve competitve advantage through people depends on the composition of the workforce

functional turnover

orgs shedding poor employees

dysfunctional turnover

by shedding poor employees, may fail to retain star employees

retention efforts

money, leadership practices, career/growth opportunities and training time, reducing work-life conflict, non-monetary benefits

turnover

employees leave the organization

involuntary turnover

org requires employees to leave, often when the employee would prefer to stay

orgs decision to terminate the employment relationship (RIF, de-staffing, right-sizing, personnel surplus reduction, workforce imbalance correction, career change opportunity)

potential costs of involutary turnover

lawsuits, decreased morale, possible violence/theft, negative PR, severance pay, recruit/train/select new employees

legal implications of involuntary turnover

wrongful discharge and at-will employment, discrimination

wrongful discharge cannot

violate an implied agreement or violate public policy

progressive discipline

programs where the severity of the punishment increases over time

orgs must develop a standardized systematic approach to discipline and discharge (thorough records, not left only to supervisor discretion, policies adhere to justice and law)

alternative dispute resolution (ADR)

methods of solving a problem by bringing in an impratial outsider but not using the court system (open-door policy, peer review, mediation/arbitration)

employee assistance program (EAP)

referral service that employees can use to seek professional treatment for emotional problems or substance abuse

outplacement counseling

service where professionals try to help dismissed employees manage the transition from one job to another

voluntary turnover

employees initate the turnover, often when the org would prefer to keep them

employee decision to leave an org

potential costs of voluntary turnover

recruiting/select/train replacements, loss of productivity, loss of talent, reduced satisfaction of stayers, disruption of team-work flow

affective turnover theory

various combos of serial linked employee attitudes, cognitions, and behaviors that would eventually conclude in voluntary turnover

unfolding model of turnover

describes different pyschological paths that people take when quitting organizations

shock and script

shock

jarring event that intiates that thinking about leaving; not always unexpected

script

pre-planned plan of action

path 1: one foot out the door

shock makes a person carry out a plan they had all along

path 2: walking off in a huff

shock produces such a dramatic image violation that the person just leaves

path 3: really got me thinking

shock produces image violations that lead to deeper consideration of alternatives

path 4: i just dont like it here

low satisfaction prompts turnover processes that are slow and deliberate like traditional affective turnover models

job embeddedness

focuses on accumulated, non-affective, and relatively stable forces that keep employees from leaving their jobs; consists of 3 dimensions

links

formal or informal ties between a person and instiutions, issues, or other people

fit

compatability and comfort with an org or community

sacrifice

cost of tangible or intangible benefits that would be forfeited by leaving the org