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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