This document discusses employee separation and retention in human resource management. It distinguishes between involuntary turnover, which is initiated by the organization, and voluntary turnover, which is initiated by employees. It emphasizes the importance of managing both types of turnover strategically in order to gain a competitive advantage. Specifically, it recommends measuring, monitoring, and surveying job satisfaction factors like pay, roles, supervision, and work conditions. Addressing issues found in surveys can help minimize voluntary turnover by increasing retention of valued employees. Procedures for disciplinary actions and dismissals should also consider principles of justice to minimize retaliatory reactions and maintain a productive workforce.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
establishing strategic pay plans
equity and its impact on pay rates
job evaluation methods
how to create a market-competitive pay plan
pricing managerial and professional jobs
contemporary topics in compensation
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Introduction to appraisal interview
Concept and need for conducting an appraisal interview
Appraisal interview from managers and employee perspective
Conducting an appraisal discussion
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
THE PRESENTATION FOCUSES ON THE IMPORTANCE, PROS, CONS AND IMPACT OF THE EMPLOYEES RETENTION AND SEPARATION. ALSO HIGHLIGHT SME STRATEGIES FOR APPROVING THE RIGHT WAY TO DO IT.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
establishing strategic pay plans
equity and its impact on pay rates
job evaluation methods
how to create a market-competitive pay plan
pricing managerial and professional jobs
contemporary topics in compensation
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Introduction to appraisal interview
Concept and need for conducting an appraisal interview
Appraisal interview from managers and employee perspective
Conducting an appraisal discussion
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
THE PRESENTATION FOCUSES ON THE IMPORTANCE, PROS, CONS AND IMPACT OF THE EMPLOYEES RETENTION AND SEPARATION. ALSO HIGHLIGHT SME STRATEGIES FOR APPROVING THE RIGHT WAY TO DO IT.
Purpose of promotion, basis of promotion, Meaning of transfer, reasons for transfer, types of transfer, right sizing of work force. Need for right sizing.
In this presentation, we will discuss the characteristics of systematic promotion policy, principles, types and meaning of Transfer, promotion and demotion.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
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Final ExamPlease answer question 10 and 11 and 3 others of your .docxRAJU852744
Final Exam
Please answer question 10 and 11 and 3 others of your choice in details, APA styles and external sources required.
1.
Why
is it important for the organization to view all components of staffing (recruitment, selection, employment) from the perspective of the job applicant?
2.
Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Please explain in detail
3.
One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.
4.
As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so?
5.
What are the differences advantages of succession planning for all levels of management, instead of just top
management?
6.
What problems might an organization encounter in doing an AAP that it might not encounter in regular staffing planning?
7.
What are the limitations of disparate impact statistics as indicators of potential staffing discrimination?
8.
Why is each of the four situational factors necessary to establishing a claim of disparate impact?
9.
What are the differences between staffing in the private and public sectors? Why would private employers probably resist adopting many of the characteristics of public staffing systems?
10.
Assume
the company you work for practices strict adherence to the law in its relationships with employees and job applicants. The company calls it “staffing by the book.” But beyond that, it feels that “anything goes” in terms of tolerated staffing practices. What is your assessment of this approach?
11.
Assume that you’re the staffing manager in a company that informally, but strongly, discourages you and managers from hiring people with disabilities. The company’s rationale is that people with disabilities are unlike to be high performers or long term employees, and are costly to train, insure, and integrate into the work unit. What is your ethical assessment of the company’s stance; do you have an ethical obligation to try to change the stance, and if so, how might you go about that?
...
Why Look at Individual Behavior?
Describe the focus and the goals of organizational behavior.
Explain why the concept of an organization as an iceberg is important to understanding organizational behavior.
Define the five important employee behaviors that managers want to explain, predict, and influence.
Attitudes
Describe the three components of an attitude.
Discuss three job-related attitudes.
Describe the impact of job satisfaction has on employee behavior.
Final Exam Please answer question 10 and 11 and 3 others of your.docxmydrynan
Final Exam
Please answer question 10 and 11 and 3 others of your choice in details, APA styles and external sources required.
1. Why is it important for the organization to view all components of staffing (recruitment, selection, employment) from the perspective of the job applicant?
2. Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Please explain in detail
3. One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.
4. As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so?
5. What are the differences advantages of succession planning for all levels of management, instead of just top management?
6. What problems might an organization encounter in doing an AAP that it might not encounter in regular staffing planning?
7. What are the limitations of disparate impact statistics as indicators of potential staffing discrimination?
8. Why is each of the four situational factors necessary to establishing a claim of disparate impact?
9. What are the differences between staffing in the private and public sectors? Why would private employers probably resist adopting many of the characteristics of public staffing systems?
10. Assume the company you work for practices strict adherence to the law in its relationships with employees and job applicants. The company calls it “staffing by the book.” But beyond that, it feels that “anything goes” in terms of tolerated staffing practices. What is your assessment of this approach?
11. Assume that you’re the staffing manager in a company that informally, but strongly, discourages you and managers from hiring people with disabilities. The company’s rationale is that people with disabilities are unlike to be high performers or long term employees, and are costly to train, insure, and integrate into the work unit. What is your ethical assessment of the company’s stance; do you have an ethical obligation to try to change the stance, and if so, how might you go about that?
...
Week Four Learning Outcomes OMM618 Human Resources Management (MF.docxalanfhall8953
Week Four Learning Outcomes OMM618: Human Resources Management (MFG1322B)
This week students will:
1. Examine employee compensation factors, including direct financial payments and indirect payments.
2. Summarize the key attributes of a healthy ethical culture within an organization.
Readings
Read the following chapters in: A Framework for Human Resource Management:
1. Chapter 7: Compensating Employees
2. Chapter 8: Ethics and Fair Treatment in Human Resource Management
Discussions
To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:
1. Acme Manufacturing
Answer the questions to the case, "Salary Inequities at Acme Manufacturing," at the end of Chapter 7. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings.
2. Ethics and Organizational Culture
Answer the questions to the case, "Enron, Ethics, and Organizational Culture," at the end of Chapter 8. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings.
Assignments
To complete this assignment, go to this week's Assignment link in the left navigation:
Incentive Plans
Research and discuss at least two different types of incentive plans discussed in the text. Highlight the possible advantages and disadvantages of each. Find at least two articles through ProQuest that discusses incentive payment plans. Summarize your findings in a 3-5 page paper. Be sure to properly cite your resources using APA style.
Week 2 in Review
An examination of Trilogy provided insight into the complexities of various approaches to recruitment -- and the importance of incorporating recruitment into organizational strategies. From an HR perspective, the strategy involves many intra-related and inter-related aspects, such as job description, job analysis, recruitment methodologies, legal requirements, and a planned and cultivated organizational culture. It is all about Hiring Right! It is all about aligning organizational goals with individual goals to arrive at a place where work effort matches work productivity. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.
Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm
It is important to note that organizational culture should be devel.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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16. Pay and Benefits Tasks and Roles Sources of Job Dissatisfaction Personal Dispositions Unsafe Working Conditions Supervisors and Coworkers 10-
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Editor's Notes
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Chapter 10 focuses on employee separation and retention. It discusses what can be done to retain high-performing employees who warrant further development as well as managing the separation process for low-performing employees who have not responded well to developmental opportunities and examines involuntary and voluntary turnover.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Learning objectives include: Distinguish between involuntary and voluntaryturnover and discuss how each can be leveragedfor competitive advantage. List and apply major elements that contribute to the perception of justice to discipline and dismissal. Specify the relationship between job satisfaction and job withdrawal and identify sources of job satisfaction. Design and use a survey feedback intervention program to promote retention of key personnel.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Retaining top performers is not always easy, however. Similarly, the increased willingness of people to sue their employer, combined with an unprecedented level of violence in the workplace, has made discharging employees legally complicated and personally dangerous. To compete, organizations must ensure : G ood performers are motivated to stay. C hronically low performers are allowed, encouraged or if necessary, forced to leave. 2 T ypes of Turnover : Involuntary turnover —initiated by the organization (often among those who would prefer to stay). Voluntary turnover —initiated by employee (often those the company would prefer to keep).
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Despite a company’s best efforts in the area of personnel selection, training, and design, some employees will occasionally fail to meet performance requirements or will violate company policies while on the job. In addition to the financial risks associated with a dismissal, there are issues related to personal safety. Violence in the workplace has become a major organizational problem in recent years.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- A standardized, systematic approach to discipline and discharge is necessary. Outcome fairness refers to the judgment that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify. Procedural justice is a concept of justice focusing on the methods used to determine the outcomes received (Table 10.1). Interactional justice is a concept of justice referring to the interpersonal nature of how the outcomes were implemented (Table 10.2).
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Except in the most extreme cases, employees should generally not be terminated for a first offense. Rather, termination should come about at the end of a systematic discipline program. Effective discipline programs have two central components: documentation (which includes specific publication of work rules and job descriptions that should be in place prior to administering discipline) and progressive punitive measures. Punitive measures should be taken in steps of increasing magnitude, and only after having been clearly documented. At some point, later offenses may lead to a temporary suspension. Effective discipline programs have two central components—documentation and progressive punitive.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Interactional justice refers to the interpersonal nature of how the outcomes were implemented. When the decision is explained well and implemented in a fashion that is socially sensitive, considerate, and empathetic, this helps defuse some of the resentment that might come about from a decision to discharge an employee. 4 Determinants of Interactional Justice (1) Explanation. Emphasize aspects of procedural fairness that justify the decision. (2) Social sensitivity. Treat the person with dignity and respect. (3) Consideration. Listen to the person’s concerns. (4) Empathy . Identify with the person’s feelings. Explanation. Emphasize aspects of procedural fairness that justify the decision.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Alternative dispute resolution (ADR ) is a method of resolving disputes that does not rely on the legal system. In general, this form of resolution proceeds through four stages: open door policy, peer review, mediation, and arbitration. Stage 1: Open-door policy The two people in conflict (e.g., supervisor and subordinate) attempt to arrive at a settlement together. If none can be reached, they proceed to Stage 2: Peer review A panel composed of representatives from the organization that are at the same level of those people in the dispute hears the case and attempts to help the parties arrive at a settlement. If none can be reached, they proceed to Stage 3: Mediation A neutral third party from outside the organization hears the case and, via a nonbinding process, tries to help the disputants arrive at a settlement. If none can be reached, the parties proceed to Stage 4: Arbitration A professional arbitrator from outside the organization hears the case and resolves it unilaterally by rendering a specific decision or award. Most arbitrators are experienced employment attorneys or retired judges.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Employee assistance programs are basically referral services that supervisors and employees can use to seek professional treatment for various problems. Many EAPs are now fully integrated into companies’ overall health benefit plans, serving as gatekeepers for healthcare utilization. Both supervisors and employees may be trained in using the referral system. Evaluation of their success is important because they are just evolving.Given EAPs’ wide range of options and evolving nature, we need to constantly analyze their effectiveness.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Outplacement counseling is counseling to help displaced employees manage the transition from one job to another. Services such as job search support, résumé critiques, job interviewing training, and networking opportunities may be provided in-house or through an outside source.Aimed at helping people realize other opportunities exist.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- An employee's first response to dissatisfaction would be to try to change the conditions that generate the dissatisfaction. This could lead to supervisor‑subordinate confrontation, perhaps even conflict, as dissatisfied workers try to bring about changes in policy or upper‑level personnel.At the organizational level, turnover results in lowered work unit performance, which, in turn, harms the firm’s financial performance. withdrawal behaviors are clearly related to one another, and they are all at least partially caused by job dissatisfaction
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Process of Job Withdrawal is a theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation (see Figure 10.3). If the source of dissatisfaction relates to organization wide policies, organizational turnover is likely.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- An employee's first response to dissatisfaction would be to try to change the conditions that generate dissatisfaction. Although at first this type of conflict can feel threatening to the manager, on closer inspection, this is really an opportunity for the manager to learn about and perhaps solve an important problem. Behavior change could lead to supervisor‑subordinate confrontation, perhaps even conflict, as dissatisfied workers try to bring about changes in policy or upper‑level personnel. Sometimes going to the media or government, through whistle-blowing, is enough to initiate the change than an employee wishes to see.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- A dissatisfied worker may be able to solve his or her problem by leaving the job. This could take the form of an internal transfer. If the source of dissatisfaction relates to organization wide policies, organizational turnover is likely. In a recent survey, on average, companies spend 15 percent of their payroll costs to make up for absent workers.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Job satisfaction is a pleasurable feeling that results from the perception that one's job fulfills or allows for the fulfillment of one's important job values. Three important aspects of job satisfaction are values, perceptions, andimportance. This definition reflects three important aspects of job satisfaction. First, job satisfaction is a function of values, defined as “what a person consciously or unconsciously desires to obtain.” Second, this definition emphasizes that different employees have different views of which values are important, and this is critical in determining the nature and degree of their job satisfaction. One person may value high pay above all else; another may value the opportunity to travel; another may value staying within a specific geographic region. An important aspect of job satisfaction is perception. An individual’s perceptions may not be a completely accurate reflection of reality, and different people may view the same situation differently. Different employees have different views of which values are important, and this is critical in determining the nature and degree of their job satisfaction. In particular, people’s perceptions are often strongly influenced by their frame of reference. A frame of reference is a standard point that serves as a comparison for other points and thus provides meaning.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Many aspects of people and organizations can cause dissatisfaction among employees. Sources of job satisfaction include unsafe working conditions, personal disposition, task complexity, co‑workers and supervisors and pay satisfaction.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Each employee has a right to safe working conditions under the Occupational Safety and Health Act of 1970 (OSHA ). Financial bonuses to attaining specific safety related goal over timepay for themselves. Upper level management needs to continually emphasize and stress compliance with worker safety regulations and carefully monitor statistics related to workplace accidents. Many employers link financial bonuses to attaining specific safety-related goals, and this helps keep employees focused on doing the job the right way every day and payfor themselves over time. Firms that emphasize safety send workers a clear signal that they care about them. This is an important aspect of organizational culture which strengthens the employee–employer relationship and promotes both attraction of new employees and retention of current employees.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Since dissatisfaction is an emotion that ultimately reside within the person, it is not surprising that many who have studied these outcomes have focused on individual differences. Negative affectivity is a term used to describe a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life. Individuals who are high in negative affectivity report higher levels of aversive mood states, including anger, contempt, disgust, guilt, fear, and nervousness across all contexts (work and nonwork). People who are high in negative affectivity tend to focus extensively on the negative aspects of themselves and others. They also tend to persist in their negative attitudes even in the face of organizational interventions, such a increased pay levels, that generally increase the levels of satisfaction of other people. Some individuals tend to bring low satisfaction with them to work and may be relatively dissatisfied regardless of what steps the organization or the manager takes. The linkage between these kinds of traits and job satisfaction suggests the importance of personnel selection as a way of raising overall levels of employee satisfaction. The nature of the task itself is the key predictor of job dissatisfaction The primary aspects of taskthat affect job satisfaction include the complexity of the task, the degree of physical strain and exertion on the job, the ancient of flexibility in where and when the work is done, and the value the employeeputs on the task. There is a strong positive relationship between task complexity and job satisfaction. That is, the boredom generated by simple, repetitive jobs that do not mentally challenge the worker leads to frustration and dissatisfaction. One of the major interventions aimed at reducing job dissatisfaction by increasing job complexity is job enrichment. Another task-based intervention is job rotation. This is a process of systematically moving a single individual from one job to another over the course of time. Although employees may not feel capable of putting up with the dissatisfying aspects of a particular job indefinitely, they often feel they can do so temporarily. Job rotation can do more than simply spread out the dissatisfying aspects of a particular job. It can increase work complexity for employees and provide valuable cross-training in jobs so that employees eventually understand many different jobs. This makes for a more flexible workforce and increases workers’ appreciation of the other tasks that have to be accomplished for the organization to complete its mission. The most important aspect of work in terms of generating satisfaction is the degree to which it is meaningfully related to core values of the worker. Prosocial motivation is often used explicitly to capture the degree to which people are motivated to help other people. When people believe that their work has an important impact on other people, they are much more willing to work longer hours.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- The two primary sets of people in an organization who affect job satisfaction are co‑workers and supervisors. A person may be satisfied with his or her supervisor and coworkers for one of two reasons: The person may have many of the same values, attitudes, and philosophies that the co‑workers and supervisors have. The person may be satisfied with his or her supervisor and co‑workers because they provide social support,the degree to which the person is surrounded by other people who are sympathetic and caring. Satisfaction with pay and benefits is another important dimension of overall pay satisfaction. Social support is a strong predictor of job satisfaction and lower employee turnover. Pay is also seen as an indicator of status within the organization as well as in society at large. For many individuals, the standing of their pay relative to those within their organization, or the standing of their pay relative to others doing similar work for other employers, becomes even more important than the level of pay itself. In order to make costs better reflect revenues, organizations are increasingly adopting variable pay schemes that reward employees for specific accomplishments related to either individual or organizational performance.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Most attempts to measure job satisfaction rely on workers' self-reports such aspay, the work itself, supervision, co‑workers, and promotions). Also engaging in an ongoing program of employee satisfaction provides a means of empirically assessing the impact of changes in policy. Surveys: emphasize overall satisfaction. assess the impact of policy changes. allow the company to compare itself with others in the same industry. allow the company to check for differences between units and benchmark “best practices . ” If people fail to see any timely actions taken on matters identified as problems in the survey, satisfaction is likely to be even lower than it would be in the absence of a survey. Any strategic retention policy also has to consider surveying people who are about to become ex-employees. Exit interviews with departing workers can be a valuable tool for uncovering systematic concerns that are driving retention problems. If properly conducted, an exit interview can reveal the reasons why people are leaving, and perhaps even set the stage for their later return.
Multimedia Lecture Support Package to Accompany Basic Marketing Lecture Script 6- Involuntary turnover reflects a separation initiated by the organization, often when the individual would prefer to stay a member of the organization. Voluntary turnover reflects a separation initiated by the individual, often when the organization would prefer that the person stay a member. Organizations can gain competitive advantage by strategically managing the separation process so that involuntary turnover is implemented in a fashion that does not invite retaliation, and voluntary turnover among high performers is kept to a minimum. Retaliatory reactions to organizational discipline and dismissal decisions can be minimized by implementing these decisions in a manner that promotes feelings of procedural and interactive justice. Voluntary turnover can be minimized by measuring and monitoring employee levels of satisfaction with critical facets of job and organization, and then addressing any problems identified by such surveys.