人力资源专业英语-离职与工作满意度.ppt

1、10-1,Assessing Performance and Developing Employees,Managing Employees PerformanceDeveloping Employees for Future SuccessSeparating and Retaining Employees,3,10-3,Managing Voluntary and Involuntary TurnoverEmployee SeparationJob WithdrawalJob Satisfaction,Separating and Retaining Employees,P,A,E,T,R

2、,H,C,1,0,10-4,Ch.10 Learning Objectives,Distinguish between involuntary and voluntary turnover,and describe their effects on an organization.Discuss how employees determine whether the organization treats them fairly.Identify legal requirements for employee discipline.Summarize ways in which organiz

3、ations can fairly discipline employees.Explain how job dissatisfaction affects employee behavior.Describe how organizations contribute to employees job satisfaction and retain key employees.,10-5,Managing Turnover,What was the primary reason youve ever quit a job?I Didnt like my boss or coworkersI w

4、asnt a fit with the company cultureBetter pay somewhere elseMore interesting or challenging work somewhere elseI was fired or laid offOther,10-6,Managing Turnover,Voluntary TurnoverTurnover initiated by employees(often when the organization would prefer to keep them),Involuntary TurnoverTurnover ini

5、tiated by an employer(often with employees who would prefer to stay),10-7,Turnover Costs,Table 10.1,10-8,Test Your Knowledge,True(A)or False(B)A manager who decides to fire an employee should quietly take action alone and then let others know afterwards.Separating employees has financial and persona

6、l risks.,10-9,Principles of Justice,10-10,Test Your Knowledge,A company whose earnings are very low has to reduce the amount given in raises to avoid laying people off.The amount of the raise for each employee is determined objectively based on their performance.An employee working for this company

7、will most likely feel _ and _.High outcome fairness;high interactional injusticeLow outcome fairness;high procedural justiceLow interactional justice,high outcome fairnessLow outcome fairness,low procedural justice,10-11,Legal Requirements,Wrongful DischargeImplied Contract if indications of job sec

8、urity are present this could be considered an implied contractHow can employers protect themselves from legal action on this basis?Public Policy-cannot be fired for fulfilling duties or legal obligations considered to be socially usefulWhat are some examples?,10-12,Test Your Knowledge,After hiring B

9、ob for a newly created marketing specialist position,his boss assures him that he will be secure in the job until he retires.A year later,that department is eliminated.Bob complains he was guaranteed employment until retirement.Is he right?No,an employer can hire or fire someone whenever they want.N

10、o,there was no written contract.Yes,he was given a verbal contract.,10-13,Employee Privacy,Figure 10.2,10-14,Test Your Knowledge,Pam Jones worked for 41 years at the same company and had positive performance ratings and personnel records.She needed a calculator for work which she purchased with her

11、own money but was not reimbursed because she lost the receipt.Later,a security guard stopped her as she was leaving work and discovered the calculator in her belongings.After a brief internal investigation,she was fired and it was announced through internal notices that she had committed a theft.The

12、 employee sued for libel,saying the company used her as an example to prevent other thefts.What are the key issues in this case?As an HR Director,how would you have handled this case?,10-15,Progressive Discipline,Formal discipline processes are a primary responsibility of the HR department.The proce

13、sses should be analogous to a hot stoveIt provides a warning(feels hot)It is consistent(burns every time)It is immediate(burns now)It is impersonal(burns all alike),10-16,Progressive Discipline Responses,Do you have to follow all of the steps for every violation or could you skip some?,Figure 10.3,1

14、0-17,Common Problems,Table 10.2,10-18,Alternative Dispute Resolution,10-19,Job Withdrawal,A set of behaviors with which employees try to avoid the work situation physically,mentally,or emotionally.,10-20,Actions Employees Take when Dissatisfied,Behavior changesChange the condition lodge complaintsWh

15、istle-blowingBring a lawsuitPhysical job withdrawal Examples?Psychological withdrawalDecrease in job involvementDecrease in organizational commitment,10-21,Job Satisfaction,A pleasant feeling resulting from the perception that ones job fulfills or allows for the fulfillment of ones important job val

16、ues,10-22,Job Satisfaction,10-23,Monitoring Job Satisfaction,Employee attitude surveysExit interviewsNon-verbal measures,Figure 10.8,Figure 10.9,10-24,Test Your Knowledge,Serena feels her job processing payroll checks is boring and uninteresting.Which intervention would be most appropriate to retain

17、 Serena?Communicating the companies valuesIncreasing her payExpanding her jobHiring someone she can chat with during the day,10-25,Video Being Overworked,Studies show that if you are overworked,you tend to make mistakes and/or engage in behaviors that may cause concerns at work.Should these individu

18、als be separated from work(fired)as they can not“cut it”in the organization?What approach should be used,if an employee is to be separated from the organization,due to the unacceptable behaviors emerging from overworked/overwhelmed situation?,10-26,Video Being Overworked,What ought to be the obligations of the organizations,if they have created the overworked situations and the employee have to be fired/separated due to unacceptable ramifications?,