10-1McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.

fundamentals of

Human Resource Management 4th editionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright

CHAPTER 10

Separating and Retaining Employees

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Managing Voluntary andInvoluntary Turnover

Involuntary Turnover• Turnover initiated by an

employer.• Often with employees

who would prefer to stay.

Voluntary Turnover• Turnover initiated by

employees.• Often when the

organization would prefer to keep them.

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Principles of Justice

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Legal Requirements

Wrongful Discharge• The discharge may not

violate an implied agreement.– e.g., employer had promised

job security– e.g., the action is inconsistent

with company rules• The discharge may not

violate public policy.– e.g., terminating the

employee for refusing to do something illegal or unsafe.

Discrimination• Employers must make

discipline decisions without regard to a person’s age, sex, race, or other protected status.

• Evenhanded, carefully documented discipline can avoid such claims.

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Progressive Discipline

Hot-Stove Rule• Principle of discipline

that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, and immediate consequences.

Progressive Discipline• A formal discipline

process in which the consequences become more serious if the employee repeats the offense.

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Figure 10.2: Progressive Discipline Responses

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Figure 10.3: Typical Stages of Alternative Dispute Resolution

Alternative dispute resolution (ADR) – methods of solving a problem by bringing in an impartial outsider but not using the court system.

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Employee Assistance Programs

• Employee assistance program (EAP) – a referral service that employees can use to seek professional treatment for emotional problems or substance abuse.

• Many EAPs are fully integrated into employers’ overall health benefits plans.

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Outplacement Counseling

• Outplacement counseling – a service in which professionals try to help dismissed employees manage the transition from one job to another.

• The goals for outplacement counseling are to help the former employee address the psychological issues associated with losing a job while at the same time helping the person find a new job.

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Figure 10.4: Job Withdrawal Process

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The Causes of Job Dissatisfaction

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Figure 10.5: Increasing Job Satisfaction

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Figure 10.6: Steps in the Role Analysis Technique

Role analysis technique: A process of formally identifying expectations associated with a role.

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Job Satisfaction:Supervisors and Co-workers• The two primary people in an organization who affect

job satisfaction are co-workers and supervisors.• A person may be satisfied with these people for one

of three reasons:1. The people share the same values, attitudes, and

philosophies.2. The co-workers and supervisor may provide social

support, meaning they are sympathetic and caring.3. The co-workers or supervisor may help the person attain

some valued outcome.

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Summary

• Involuntary turnover occurs when the organization requires employees to leave, often when they would prefer to stay.

• Voluntary turnover occurs when employees initiate the turnover, often when the organization would prefer to keep them.

• Both are costly because of the need to recruit, hire, and train replacements.

• Involuntary turnover can also result in lawsuits and even violence.