HUMAN RESOURCE MANAGEMENT

Managing Involuntary Turnover

Aspects of an effective discipline and discharge policy include:

Principles of justice Progressive discipline Alternative dispute resolution Employee assistance programs Outplacement counseling

Principles of Justice
Outcome fairness P Procedural d l justice j ti Interactional justice

Six Determinants of Procedural Justice

(1) Consistency The procedures are applied consistently across time and other persons. p (2) Bias Suppression The procedures are applied by a person has no vested interest in the outcome or no prior prejudices regarding the individual. individual (3) Information Accuracy The procedure is based upon information that is perceived to be true. p (4) Correctabilty The procedure has built built-in safeguards that allow one to appeal mistakes or bad decisions. (5) Representativeness The procedure is informed by the concerns of all groups or stakeholders (co(co-workers, customers, owners) affected by the decisions, including the individual being dismissed. (6) Ethically The procedure is consistent with prevailing moral standards as they pertain to issues like invasion of privacy or deception.

Four Determinants of Interactional J ti Justice

(1) Explanation Emphasize aspects of Explanation. procedural fairness that justify the decisions. Social Sensitivity. Treat the person with dignity g y and respect. p Consideration. Listen to the persons concerns. Empathy.Identify Empathy.Identify with the persons feelings. g

(2) (3) (4)

Progressive Discipline
Unofficial verbal warning Official written warning Second official warning, with threat of t temporary suspension i Temporary suspension Termination

Stages in Alternative Dispute Resolution

Arbitration

Mediation Peer Review

Open door policy

Stages in Alternative Dispute Resolution

Stage 1: Open door Policy
The two people in conflict (e (e. .g. supervisor and subordinate attempt to arrive a settlement together together. . If none can be reached, they proceed to

Stage 2: Peer review

A p panel composed p of representatives p from the organization g that are at the same level of those people in the dispute hears the case and attempts to help the parties arrival a settlement 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 settlement. . If none can be b reached, h d the th parties ti proceed d to t

Stage 4: Arbitration
A professional arbitrator from outside the organization hears the case, and resolve it unilaterally by rendering a specific decision or award award. . Most arbitrators are experienced employment attorneys or retired judges judges. .

Employee Assistance Programs

A referral service for professional treatment of specific kinds of problems Basic elements include: Covered programs identified Supervisors trained for referrals Employees trained to use system Costs and benefits evaluated

Model of Job Dissatisfaction - Job Withdrawal Process Process

Causes of Job Dissatisfaction - personal disposition - supervisors and co-workers - task and roles - pay and benefits Job Dissatisfaction Job Withdrawal

Manifestation of Job Withdrawal - behavior change - physical withdrawal - psychological withdrawal ithd l - health problems

Sources of Job Dissatisfaction

Personal Disposition

Negative affectivity

Sources of Job Dissatisfaction

Organizational Tasks
Aspects that affect job satisfaction
Degree of Physical Strain

Task Complexity

Value of Task

Sources of Job Satisfaction

Organizational Roles
Aspects that affect job satisfaction

Role Ambiguity

Role Conflict

Role Overload

Sources of Job Satisfaction

Supervisors and CoCo-Workers reasons for satisfaction

share similar values provide support help to achieve goals

Sources of Job Dissatisfaction

Pay and Benefits Absolute amount of income Benefits package Pay ay st structure uctu e Raises