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15 Cards in this Set
- Front
- Back
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Employee Relations |
- managerial activity to maintain positive employee/employer relationships - productivity, motivation, morale, discipline - upward and downward communication |
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Minimizing Unfairness |
- hire competent and well balanced employees - fair pay - fair performance appraisals - policies requiring fair treatment |
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Minimizing Unfairness |
- here well-balanced and competent employees - ensure equitable pay - fair performance appraisal systems - set policies requiring fair treatment |
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Communication |
- Upward communications from employees needs improvement - this helps with manager turnover |
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Employee Engagement |
- drives performance - very low amount (21-30%) of Canadians feel engaged |
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Organizational Justice |
- distributive justice: fairness in outcome of decisions - procedural justice: fairness of the processes - intersectional justice: how managers conduct dealings with emps (treating them with dignity and respect) |
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Building commitment |
Affective commitment: emotional link to org/values of org become ones identity. Work is meaningful and boosts psychological health. Increases job performance. Normative: stay because it is expected. Continuance: stay because of limited external opportunities. Can contribute to alienation, frustration and anxiety. Impedes job performance. - trust in senior leadership - using skills on job - job security - competitiveness of rewards - quality of products and services - absence of work related stress - honesty and integrity of business conduct |
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Employee turnover and costs |
Org challenges: time, $, resources invested in recruiting/training and maintaining emps Turnover: higher education reduced likelyhood or lay-off but increases probability of quitting. Retail and hospitality has high turnover. |
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Voluntary/Involuntary Reasons for Turnover |
Voluntary: new challenges 30%. Ineffective leadership 25%. Desire for work-life balance 21%. Weren’t valued 21%. Better compensation or benefits 18%. Seeking better personal values 17%. Better fit for skills 16%. Involuntary: downsizing or restructuring 54%. Company financially unstable 13%. Job relocated 12%.
Construction industry/consumer services have highest level of turnover. Public service has the least. |
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Cost of Turnover |
- separation costs and severance - vacancy, replacement, training costs - soft costs: morale, bad word of mouth, stress, worse customer service |
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Voluntary Turnover |
Functional/dysfunctional: we want to keep good performers and have bad performers leave. According to emps: insufficient pay or unfair pay practices - emp quits are most often caused by low job satisfaction |
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Involuntary turnover |
- poor job performance - economic or financial pressures - new strategic direction - employer initiated turnover: should be fair and just: 1. Rules and regs 2. Progressive discipline 3. An appeals process - all reasonable steps should be taken first to save the employment relationship. |
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Insubordination |
- disregard previous disobedience of authority - often provides grounds for just cause (no clear definition because it’s contextual) But it’s difficult to prove - going against what boss says in front of others or publicly criticizes them. Disregard for chain of command. Defiance or rules/regs. Disrespect and insolent comments. Effort to undermine or remove boss. Can’t be based on economic factors. |
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Discipline |
Preventative: prior to infraction to encourage rules (safety) / HR Developed programs corrective: follows infractions in order to discourage them. Disciplinary action or penalty. Meant to reform offender, deter others, maintain consistent standards. Usually not managed effectively. Onus on employer to prove: document was given, problem indicated in writing, clear warnings, discipline was fair and consistent |
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Minimize wrongful dismissal lawsuits |
Preparation: clear termination causes, documented disciplinary actions, formal termination letter stating offers, communicate discipline policy in rewriting and apply it consistently. Response: review claim, investigate improper conduct, consider mediation Termination interview: scheduled meeting belt in private with two members present. Allow emp to collect belongings. Describe situation, do not attack the person, prepare for reactions, review severance package, explain where to go next. |
