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Hra 310 chapter 16
1.
Chapter Sixteen Employment Transitions
2.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–2 Chapter Outline • Career Paths and Career Planning • Retirement • Voluntary Turnover • Involuntary Turnover • Employment-at-Will • Discipline and Termination for Cause • Retrenchment and Layoff
3.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–3 Figure 16.1(a) Linear Career Paths
4.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–4 Alternate Career Paths • Expert or Professional Career Ladders – Junior engineer, Engineer, Senior Engineer • Transitory Career Paths – Many shifts across organizations, may include self employed periods and consulting • Spiral Career Paths between functions to develop additional skills
5.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–5 Figure 16.1(b) Spiral Career Paths
6.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–6 Career Planning • Self assessment of interests and skills • Exploration of job alternatives inside and outside the organization • Formulation of career goals and plans • Action and periodic review and updating
7.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–7 Figure 16.2 Aligning Needs and Offers Source: Mike Broscio and Joe McClenna, Scherer Schneider Paulik, Chicago, “Taking Charge: Charting Your Way To Career Success, HEALTH CARE EXECUTIVE, Nov/Dec. 2000, pp. 18-22. Copyright Scherer Schneider Paulick 2001.
8.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–8 Retirement • No mandatory retirement age • Retirement - full or partial? – Bridge jobs – Phased retirement • The Impact of Retirement on Organizations
9.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–9 Factors Affecting Voluntary Turnover • External Factors – Unemployment rate – Alternative jobs available • Internal Factors – Job satisfaction and organizational commitment – Fairness, growth opportunities • Embeddedness – Number of links between employee and firm, locality, family, etc.
10.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–10 Figure 16.3 A Traditional Model of Quitting
11.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–11 Figure 16.4 The Optimal Turnover Rate Source: Adapted from Michael A. Abelson and Barry D. Baysinger, “Optimal and Dysfunctional Turnover: Toward an Organizational Level Model,” Academy of Management Review, Vol. 9, 1984, p. 333. Reprinted by permission.
12.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–12 Figure 16.5 Performance Replaceability Strategy Matrix Source: D.C. Martin and K.M. Bartol, “Managing Turnover Strategically,” Reprinted with permission from the November 1985 issue of Personnel Administrator, copyright 1985, The American Society of Personnel Administration.
13.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–13 Retention Management • Find out what drives employees away (exit interviews and organizational surveys) and fix it • Benchmark and set goals for retention, hold managers accountable for results • Maximise opportunities for employees’ growth • Use rewards and recognition fairly and effectively • Be flexible and family-friendly • Plan for knowledge retention before employees leave
14.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–14 Employment-at-Will • Most employees can be terminated at any time and for any reason • Limitations on right to terminate at will: – Civil Rights Legislation – Union Contracts – Lawsuit claiming wrongful discharge
15.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–15 Bases for Wrongful Discharge Claim • Violations of Public Policy • Whistleblowing • Expressed or Implied Guarantee of Continued Employment • Good Faith and Fair Dealing • Tortious Conduct by Employer
16.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–16 Preventing Employment-at-Will Problems • Make explicit statements that employment is at-will • Write contracts specifying termination procedures • Carefully document performance or behavior problems that may lead to discharge
17.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–17 Discipline Systems • Positive Discipline Without Punishment – Warning, then suspension with pay, followed by pledge to mend ways or voluntary resignation • Progressive Discipline Systems – Escalating penalties for repeated offences – Warnings, then suspensions, then discharge – Immediate discharge for very serious offenses
18.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–18 Managing Termination for Cause • Investigate offences carefully and tactfully • Document everything • Have decision reviewed by a higher level
19.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–19 Retrenchment and Layoff • Layoffs don’t always solve an organization’s problems • They must be carefully planned to focus on productivity improvement not just cost cutting • Wide involvement in planning is desirable • Communication is important • Laid off employees need outplacement assistance • Survivors need care too
20.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–20 Legal Constraints on Layoffs • Worker Adjustment and Retraining Notification Act (WARN) – Requires 60 days notice of mass layoffs or plant closings affecting over 500 employees, or 1/3 of the workforce.
21.
Copyright © Houghton
Mifflin Company. All rights reserved. 16–21 Review • Career Paths and Career Planning • Retirement • Voluntary Turnover • Involuntary Turnover • Employment-at-Will • Discipline and Termination for Cause • Retrenchment and Layoff
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