Chapter 15   dessler 12-ce_ppt_ch15
Upcoming SlideShare
Loading in...5
×
 

Chapter 15 dessler 12-ce_ppt_ch15

on

  • 240 views

 

Statistics

Views

Total Views
240
Views on SlideShare
240
Embed Views
0

Actions

Likes
1
Downloads
22
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Chapter 15   dessler 12-ce_ppt_ch15 Chapter 15 dessler 12-ce_ppt_ch15 Presentation Transcript

  • Chapter 15: Managing Employee Separations: Foundations of Employee Engagement, Communication, and Turnover Management Managing Employee Separations | 15-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  • Learning Outcomes • DEFINE voluntary and involuntary turnover and explain the impact of each. • ANALYZE important HR considerations in ensuring fairness in dismissals, layoffs, and terminations. • DISCUSS the three foundations of a fair and just disciplinary process. Managing Employee Separations | 15-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DISCUSS the drivers and outcomes of each turnover method.
  • Learning Outcomes • EXPLAIN the six steps in the termination interview. • EXPLAIN various techniques for ensuring effective employee communication in organizations to help manage turnover. Managing Employee Separations | 15-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DEFINE wrongful dismissal and constructive dismissal.
  • Managing Turnover • decision made by employee Involuntary turnover: • decision made by employer • quit • Dismissal • retirement • layoff • resignation Managing Employee Separations | 15-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. Voluntary turnover:
  • reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Reasons for Turnover Managing Employee Separations | 15-5
  • • separation costs – separation interview, administration, separation or severance pay • vacancy costs – temporary workers, overtime, loss of sales due to vacancy • replacement costs – recruiting/hiring replacement • training costs – for replacement Managing Employee Separations | 15-6 Copyright © 2014 Pearson Canada Inc. All rights reserved. The Cost of Turnover
  • reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Direct Cost of Turnover Managing Employee Separations | 15-7
  • • unanticipated challenges of replacing employee • reasons for voluntary turnover: – suboptimal hiring practices – difficult managerial style – lack of recognition – lack of competitive compensation systems – toxic workplace environments Managing Employee Separations | 15-8 Copyright © 2014 Pearson Canada Inc. All rights reserved. Voluntary Turnover
  • • reasons for involuntary turnover: – unacceptable job performance – economic/financial pressures – new strategic direction • should be fair, after all reasonable steps taken to rehabilitate employment relationship Managing Employee Separations | 15-9 Copyright © 2014 Pearson Canada Inc. All rights reserved. Involuntary Turnover
  • Foundations: 1. rules and regulations – clear expectations of acceptable behaviour 2. progressive discipline – warning, suspension, termination 3. appeals process – allow employee to present case Managing Employee Separations | 15-10 Copyright © 2014 Pearson Canada Inc. All rights reserved. Fair and Just Disciplinary Process
  • • dismissal – involuntary termination of employment • dismissal for just cause – termination based on poor behaviour – no severance or additional notice period required • insubordination – disregard or disobedience of authority – often provides grounds for just cause Managing Employee Separations | 15-11 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dismissal for Just Cause
  • continued Managing Employee Separations | 15-12 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Guidelines for Insubordination
  • continued Managing Employee Separations | 15-13 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Guidelines for Insubordination
  • reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Guidelines for Insubordination Managing Employee Separations | 15-14
  • • temporary withdrawal of employment to workers • conditions: 1. no work available 2. situation expected to be temporary 3. management intention to recall employees • alternatives: – pay reduction, use of vacation time, contingent workers, work sharing Managing Employee Separations | 15-15 Copyright © 2014 Pearson Canada Inc. All rights reserved. Layoff
  • • distributive justice – fairness of a decision outcome • procedural justice – fairness of the process used to make a decision • interactional justice – fairness in interpersonal interactions by treating others with dignity and respect Managing Employee Separations | 15-16 Copyright © 2014 Pearson Canada Inc. All rights reserved. Fairness in Employee Separations
  • reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved The Vendetta Effect Managing Employee Separations | 15-17
  • • employment contract – formal agreement between employer and employee – employee cannot be prematurely dismissed without just cause if a term is specified • implied contract – indefinite period of time, may be terminated by either party with reasonable notice – more common Managing Employee Separations | 15-18 Copyright © 2014 Pearson Canada Inc. All rights reserved. Employee-Employer Relationship
  • • required when terminating an employee if just cause does not exist • considerations: – rule of thumb is 3-4 weeks per year service – failure to provide notice may result in wrongful dismissal – large group terminations require more notice – avoid “bad faith conduct” – wrongful acts may result in punitive damages Managing Employee Separations | 15-19 Copyright © 2014 Pearson Canada Inc. All rights reserved. Providing Reasonable Notice
  • • employer makes unilateral changes in the employment contract that are unacceptable to the employee • examples: – demotion – reduction in pay and benefits – forced resignation • employee is eligible for reasonable notice Managing Employee Separations | 15-20 Copyright © 2014 Pearson Canada Inc. All rights reserved. Constructive Dismissal
  • 1. Use termination clause and probationary period in employment contracts 2. Document all disciplinary action 3. Do not allege just cause for dismissal unless it can be proven 4. Time the termination so that it does not conflict with special occasions 5. Clearly state a settlement offer in writing 6. Schedule the termination interview in a private location at a discrete time of day 7. Include two managers in the termination meeting Managing Employee Separations | 15-21 Copyright © 2014 Pearson Canada Inc. All rights reserved. Avoiding Wrongful Dismissal Suits
  • 1. 2. 3. 4. 5. Plan the interview Get to the point Describe the situation briefly Listen Review all elements of the severance package 6. Identify the next step Managing Employee Separations | 15-22 Copyright © 2014 Pearson Canada Inc. All rights reserved. The Termination Interview
  • • emotional and intellectual involvement of employees in their work • creates vested interest in company’s success, willingness, and motivation to exceed job performance requirements • effective communication is important to employee engagement Managing Employee Separations | 15-23 Copyright © 2014 Pearson Canada Inc. All rights reserved. Employee Engagement
  • reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Drivers of Engagement Managing Employee Separations | 15-24
  • • offer rewards for employee suggestions on improvement • benefits: – monitor employees feelings/concerns – provide alternate channel of communication – minor employee issues can be addressed early Managing Employee Separations | 15-25 Copyright © 2014 Pearson Canada Inc. All rights reserved. Suggestion Programs
  • • should be conducted regularly and communicated to employees • address areas such as job satisfaction, coworker cohesion, quality focus, employee commitment • blogging is becoming more common; recommend a blogging policy to encourage but guide employees Managing Employee Separations | 15-26 Copyright © 2014 Pearson Canada Inc. All rights reserved. Employee Opinion Surveys
  • • share data on performance and operations prospects • traditionally: - newsletters - verbal presentations • more recently: – video, email, intrarnets – blogs from senior management Managing Employee Separations | 15-27 Copyright © 2014 Pearson Canada Inc. All rights reserved. Communication from Management