人力资源专业英语-离职与工作满意度.ppt

人力资源专业英语-离职与工作满意度.ppt

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10-1,AssessingPerformanceandDevelopingEmployees,ManagingEmployeesPerformanceDevelopingEmployeesforFutureSuccessSeparatingandRetainingEmployees,3,10-3,ManagingVoluntaryandInvoluntaryTurnoverEmployeeSeparationJobWithdrawalJobSatisfaction,SeparatingandRetainingEmployees,P,A,E,T,R,H,C,1,0,10-4,Ch.10LearningObjectives,Distinguishbetweeninvoluntaryandvoluntaryturnover,anddescribetheireffectsonanorganization.Discusshowemployeesdeterminewhethertheorganizationtreatsthemfairly.Identifylegalrequirementsforemployeediscipline.Summarizewaysinwhichorganizationscanfairlydisciplineemployees.Explainhowjobdissatisfactionaffectsemployeebehavior.Describehoworganizationscontributetoemployeesjobsatisfactionandretainkeyemployees.,10-5,ManagingTurnover,Whatwastheprimaryreasonyouveeverquitajob?

IDidntlikemybossorcoworkersIwasntafitwiththecompanycultureBetterpaysomewhereelseMoreinterestingorchallengingworksomewhereelseIwasfiredorlaidoffOther,10-6,ManagingTurnover,VoluntaryTurnoverTurnoverinitiatedbyemployees（oftenwhentheorganizationwouldprefertokeepthem）,InvoluntaryTurnoverTurnoverinitiatedbyanemployer（oftenwithemployeeswhowouldprefertostay）,10-7,TurnoverCosts,Table10.1,10-8,TestYourKnowledge,True（A）orFalse（B）Amanagerwhodecidestofireanemployeeshouldquietlytakeactionaloneandthenletothersknowafterwards.Separatingemployeeshasfinancialandpersonalrisks.,10-9,PrinciplesofJustice,10-10,TestYourKnowledge,Acompanywhoseearningsareverylowhastoreducetheamountgiveninraisestoavoidlayingpeopleoff.Theamountoftheraiseforeachemployeeisdeterminedobjectivelybasedontheirperformance.Anemployeeworkingforthiscompanywillmostlikelyfeel_and_.Highoutcomefairness;highinteractionalinjusticeLowoutcomefairness;highproceduraljusticeLowinteractionaljustice,highoutcomefairnessLowoutcomefairness,lowproceduraljustice,10-11,LegalRequirements,WrongfulDischargeImpliedContractifindicationsofjobsecurityarepresentthiscouldbeconsideredanimpliedcontractHowcanemployersprotectthemselvesfromlegalactiononthisbasis?

PublicPolicy-cannotbefiredforfulfillingdutiesorlegalobligationsconsideredtobesociallyusefulWhataresomeexamples?

10-12,TestYourKnowledge,AfterhiringBobforanewlycreatedmarketingspecialistposition,hisbossassureshimthathewillbesecureinthejobuntilheretires.Ayearlater,thatdepartmentiseliminated.Bobcomplainshewasguaranteedemploymentuntilretirement.Isheright?

No,anemployercanhireorfiresomeonewhenevertheywant.No,therewasnowrittencontract.Yes,hewasgivenaverbalcontract.,10-13,EmployeePrivacy,Figure10.2,10-14,TestYourKnowledge,PamJonesworkedfor41yearsatthesamecompanyandhadpositiveperformanceratingsandpersonnelrecords.Sheneededacalculatorforworkwhichshepurchasedwithherownmoneybutwasnotreimbursedbecauseshelostthereceipt.Later,asecurityguardstoppedherasshewasleavingworkanddiscoveredthecalculatorinherbelongings.Afterabriefinternalinvestigation,shewasfiredanditwasannouncedthroughinternalnoticesthatshehadcommittedatheft.Theemployeesuedforlibel,sayingthecompanyusedherasanexampletopreventotherthefts.Whatarethekeyissuesinthiscase?

AsanHRDirector,howwouldyouhavehandledthiscase?

10-15,ProgressiveDiscipline,FormaldisciplineprocessesareaprimaryresponsibilityoftheHRdepartment.TheprocessesshouldbeanalogoustoahotstoveItprovidesawarning（feelshot）Itisconsistent（burnseverytime）Itisimmediate（burnsnow）Itisimpersonal（burnsallalike）,10-16,ProgressiveDisciplineResponses,Doyouhavetofollowallofthestepsforeveryviolationorcouldyouskipsome?

Figure10.3,10-17,CommonProblems,Table10.2,10-18,AlternativeDisputeResolution,10-19,JobWithdrawal,Asetofbehaviorswithwhichemployeestrytoavoidtheworksituationphysically,mentally,oremotionally.,10-20,ActionsEmployeesTakewhenDissatisfied,BehaviorchangesChangetheconditionlodgecomplaintsWhistle-blowingBringalawsuitPhysicaljobwithdrawalExamples?

PsychologicalwithdrawalDecreaseinjobinvolvementDecreaseinorganizationalcommitment,10-21,JobSatisfaction,Apleasantfeelingresultingfromtheperceptionthatonesjobfulfillsorallowsforthefulfillmentofonesimportantjobvalues,10-22,JobSatisfaction,10-23,MonitoringJobSatisfaction,EmployeeattitudesurveysExitinterviewsNon-verbalmeasures,Figure10.8,Figure10.9,10-24,TestYourKnowledge,Serenafeelsherjobprocessingpayrollchecksisboringanduninteresting.WhichinterventionwouldbemostappropriatetoretainSerena?

CommunicatingthecompaniesvaluesIncreasingherpayExpandingherjobHiringsomeoneshecanchatwithduringtheday,10-25,VideoBeingOverworked,Studiesshowthatifyouareoverworked,youtendtomakemistakesand/orengageinbehaviorsthatmaycauseconcernsatwork.Shouldtheseindividualsbeseparatedfromwork（fired）astheycannot“cutit”intheorganization?

Whatapproachshouldbeused,ifanemployeeistobeseparatedfromtheorganization,duetotheunacceptablebehaviorsemergingfromoverworked/overwhelmedsituation?

10-26,VideoBeingOverworked,Whatoughttobetheobligationsoftheorganizations,iftheyhavecreatedtheoverworkedsituationsandtheemployeehavetobefired/separatedduetounacceptableramifications?