fundamentals of

Human Resource Management 4th edition

by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright

CHAPTER 10
Separating and Retaining
Employees

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. 10-1
 Managing Voluntary and
Involuntary Turnover
Involuntary Turnover Voluntary Turnover
• Turnover initiated by an • Turnover initiated by
employer. employees.
• Often with employees • Often when the
who would prefer to stay. organization would prefer
to keep them.

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Principles of Justice

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 Legal Requirements
Wrongful Discharge
• The discharge may not
violate an implied
agreement.
– e.g., employer had promised
job security
– e.g., the action is inconsistent
with company rules
• The discharge may not
violate public policy.
– e.g., terminating the
employee for refusing to do
something illegal or unsafe.
Discrimination
• Employers must make
discipline decisions without
regard to a person’s age,
sex, race, or other protected
status.
• Evenhanded, carefully
documented discipline can
avoid such claims.
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 Progressive Discipline

Hot-Stove Rule Progressive Discipline

• Principle of discipline • A formal discipline
that says discipline process in which the
should be like a hot consequences become
stove, giving clear more serious if the
warning and following employee repeats the
up with consistent, offense.
objective, and
immediate
consequences.

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Figure 10.2: Progressive Discipline
Responses

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Figure 10.3: Typical
Stages of Alternative
Dispute Resolution
Alternative dispute
resolution (ADR) –
methods of solving a
problem by bringing in
an impartial outsider
but not using the
court system.

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 Employee Assistance Programs

• Employee assistance program (EAP) – a

referral service that employees can use to
seek professional treatment for emotional
problems or substance abuse.
• Many EAPs are fully integrated into employers’
overall health benefits plans.

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 Outplacement Counseling

• Outplacement counseling – a service in which

professionals try to help dismissed employees
manage the transition from one job to
another.
• The goals for outplacement counseling are to
help the former employee address the
psychological issues associated with losing a
job while at the same time helping the person
find a new job.
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Figure 10.4: Job Withdrawal Process

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The Causes of Job Dissatisfaction

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Figure 10.5: Increasing Job Satisfaction

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Figure 10.6:
Steps in the Role
Analysis Technique
Role analysis
technique: A process
of formally identifying
expectations
associated with a role.

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Job Satisfaction:
Supervisors and Co-workers
• The two primary people in an organization who affect
job satisfaction are co-workers and supervisors.
• A person may be satisfied with these people for one
of three reasons:
1. The people share the same values, attitudes, and
philosophies.
2. The co-workers and supervisor may provide social
support, meaning they are sympathetic and caring.
3. The co-workers or supervisor may help the person attain
some valued outcome.

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 Summary
• Involuntary turnover occurs when the organization
requires employees to leave, often when they would
prefer to stay.
• Voluntary turnover occurs when employees initiate
the turnover, often when the organization would
prefer to keep them.
• Both are costly because of the need to recruit, hire,
and train replacements.
• Involuntary turnover can also result in lawsuits and
even violence.
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