Chapter 10 Retaining Employees And Seperating

Front 1

involuntary turnover

Back 1

organization initiates turnover

Front 2

3 principles of justice

Back 2

outcome fairness
procedural justice
interactional justice

Front 3

outcome fairness

Back 3

a judgement that the consequences of a decision to employees are just

Front 4

procedural justice

Back 4

a judgement that fair methods were used to determine the consequences an employee receieves

Front 5

interactional justice

Back 5

a judgement that the organization carried out its actions in a way that took the employees feelings into account

Front 6

hot-stove rule (def)

Back 6

principles of discipline should b like a hot stove, giving a clear warning and following up with consistent, objective, immediate consequences

Front 7

progressive discipline (def)

Back 7

formal discpline process in which the consequences become more serious if the employee repeats the offense

Front 8

alternate dispute resolution (ADR)
& 4 stages

Back 8

methods of solving a problem bringing in outsider but not courts
- open door policy
-peer review
-mediation
-arbitration

Front 9

open-door policy

Back 9

making managers available to hear complaints

Front 10

peer review

Back 10

process of taking disputes to panel composed of representatives form the organization at the same levels as the people in the dispute

Front 11

mediation

Back 11

nonbinding process, neutral party from outside organization hears case and trys to bring a settlement

Front 12

arbitration

Back 12

binding process, a professional arbitrator from outside organization (laywer or judge) resolves by making a decision

Front 13

employee assistance program (EAP)

Back 13

referral service employees can use to get professional treatment for emotional problems or substance abuse

Front 14

outplacement counseling

Back 14

tries to help dismissed employees transition from one job to another

Front 15

Job withdrawal

Back 15

set of behaviors with which employees try to avoid the work situation physically, mentally, or emotoinally

Front 16

4 inputs of job dissatisfaction

Back 16

personal disposition
tasks and roles
supervisors & co-workers
pay and benefits

Front 17

personal dispositions (2 things)

Back 17

negative affectivity - means pervasive low levels of satisfaction with all aspects of life
-core self-evaluations - bottom line opinions individuals have of themselves and may be pos or neg

Front 18

tasks and roles (3 things)

Back 18

- role ambiguity -is uncertainty about what the organization expect from the employee in terms of what to do or how to do it
- role conflict - employees recognition demands of the job are incompatible or contradictory, a person cannot meet all the demands
- role overload - when to many expectations or demands are placed on a person

Front 19

job involvement

Back 19

the degree to which people identify themselves with their jobs

Front 20

organizational commitment

Back 20

the degree to which an employee identifies with the organization and is willing to put forth the effort on its behalf

Front 21

3 aspects of job satisfaction

Back 21

- its related to a persons values
- since employees values are different the same circumstances will produce different levels of job satisfaction for each employee
- job satisfaction is based on peoples perception

Front 22

tasks and roles 3 aspects to staisfaction

Back 22

job complexity
meaningful work
clear and appropriate roles

Front 23

role analysis technique

Back 23

-role occupant and role set write down their expectations for the role

Front 24

Job Descriptive Index

Back 24

widely used measure of job satisfaction. emphasizes specific aspects of satisfaction