chapter 3 strategic hr managementand planning
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Copyright © 2005 Thomson Business & Professional Publishing.All rights reserved.
ROBERT L. MATHIS
JOHN H. JACKSON
PowerPoint Presentation by Charlie CookThe University of West Alabama
Organization/IndividualOrganization/IndividualRelations and RetentionRelations and Retention
Chapter 3Chapter 3
SECTION 1SECTION 1Nature ofNature of
Human ResourceHuman ResourceManagement Management
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3–2
Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives
• After you have read this chapter, you should be able to:
Identify the changing nature of the psychological contract.
Describe different kinds of absenteeism and turnover.
Explain two ways to measure absenteeism and turnover.
Discuss how motivation is linked to individual performance.
List the five major drivers of retention and activities related to them.
Outline the steps in managing retention.
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3–3
Individual/Organizational RelationshipsIndividual/Organizational RelationshipsIndividual/Organizational RelationshipsIndividual/Organizational Relationships
• The Psychological ContractThe unwritten expectations employees and employers
have about the nature of their work relationships. Affected by age of employee and changes in economic conditions.
Focuses on expectations about “fairness” that may not be defined clearly by employees.
• Psychological OwnershipWhen individuals feel that they have some control and
perceived rights in the organization, they are more likely to be committed to the organization.
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3–4
Components of the Psychological ContractComponents of the Psychological ContractComponents of the Psychological ContractComponents of the Psychological Contract
• Employers provide:Competitive
compensation and benefits
Career development opportunities
Flexibility to balance work and home life
• Employees contribute:Continuous skill
improvementReasonable time with
the organizationExtra effort when
needed
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3–5
Job Satisfaction, Loyalty, and CommitmentJob Satisfaction, Loyalty, and CommitmentJob Satisfaction, Loyalty, and CommitmentJob Satisfaction, Loyalty, and Commitment
• Job SatisfactionA positive emotional state resulting from evaluating
one’s job experience.
• Organization Commitment (Loyalty)The degree to which employees believe in and accept
organizational goals and desire to remain with the organization.
Continuance commitment: the likelihood that an individual will stay with rather than withdraw from the organization.
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3–6
Factors Affecting Factors Affecting Job Satisfaction Job Satisfaction
and and Organizational Organizational CommitmentCommitment
Factors Affecting Factors Affecting Job Satisfaction Job Satisfaction
and and Organizational Organizational CommitmentCommitment
Figure 3–1
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3–7
Job Satisfaction, Loyalty, and Commitment Job Satisfaction, Loyalty, and Commitment (cont’d)(cont’d)
Job Satisfaction, Loyalty, and Commitment Job Satisfaction, Loyalty, and Commitment (cont’d)(cont’d)
• AbsenteeismAny failure to report for work as scheduled or to stay at
work when scheduled.Involuntary absenteeism
Unavoidable with understandable cause (e.g., actual illness)
Voluntary absenteeismAvoidable without justifiable cause (e.g., feigning illness)
• Measuring absenteeism:
100days) work of(Number employees) ofnumber (Average
period during absence jobgh lost throu days-person ofNumber ××
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3–8
Reasons for Reasons for Unscheduled Unscheduled
AbsencesAbsences
Reasons for Reasons for Unscheduled Unscheduled
AbsencesAbsences
Figure 3–2Source: Based on data from “CCH Absenteeism Survey,” CCH Human Resources Management, November 4, 2003. ©2003, CCH INCORPORATED. All Rights Reserved. Reprinted with permission.
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3–9
Employer Absenteeism Control ActionsEmployer Absenteeism Control ActionsEmployer Absenteeism Control ActionsEmployer Absenteeism Control Actions
Figure 3–3
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3–10
Employer Absenteeism Control Actions (cont’d)Employer Absenteeism Control Actions (cont’d)Employer Absenteeism Control Actions (cont’d)Employer Absenteeism Control Actions (cont’d)
• Disciplinary approach
Increasingly severe disciplinary action leading eventually to dismissal
• Positive reinforcement
Rewarding attendance with prizes and bonuses
• Combination approach
Use of both discipline and rewards to motivate employee attendance.
• “No fault” absenteeism
Reasons for absence do not matter. Absenteeism in excess on normal limits can trigger disciplinary action and lead to eventually to dismissal
• Paid time-off programs
Time-off is not categorized by type. Absences in excess of employer-paid time-off are unpaid.
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3–11
Employee TurnoverEmployee TurnoverEmployee TurnoverEmployee Turnover
• Turnover
The process in which employees leave the organization and have to be replaced.
• Impact of Turnover
Inability to achieve business goals
Loss of “image” to attract other individuals
High costs of turnover and replacement
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3–12
Types of TurnoverTypes of TurnoverTypes of TurnoverTypes of Turnover
• Involuntary turnover—terminations for poor performance or work rule violations.
• Voluntary turnover—employees leave by choice.
• Functional turnover—lower-performing or disruptive employees leave the organization.
• Dysfunctional turnover—key individuals and high performers leave at critical times.
• Uncontrollable turnover—employees leave for reasons outside the control of the organization.
• Controllable turnover—occurs due to factors that could be influenced by the employer.
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3–13
HR Metrics: Measuring AbsenteeismHR Metrics: Measuring AbsenteeismHR Metrics: Measuring AbsenteeismHR Metrics: Measuring Absenteeism
• Measuring AbsenteeismU.S. Department of Labor formula:
100days) work of(Number employees) ofnumber (Average
period during absence jobgh lost throu days-person ofNumber ××
• Other Measures of Absenteeism:Incidence rate—the number of absences per 100
employees each dayInactivity rate—the percentage of time lost to
absenteeismSeverity rate—The average time lost per absent
employee during a specified period of time
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3–14
HR Metrics: Measuring Absenteeism HR Metrics: Measuring Absenteeism (cont’d)(cont’d)
HR Metrics: Measuring Absenteeism HR Metrics: Measuring Absenteeism (cont’d)(cont’d)
• Calculations of the costs of absenteeism should usually include:Lost wagesBenefitsOvertime for replacementsFees for temporary employees, if incurredSupervisor’s timeSubstandard productionOverstaffing necessary to cover absences
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3–15
HR Metrics: Measuring Turnover (cont’d)HR Metrics: Measuring Turnover (cont’d)HR Metrics: Measuring Turnover (cont’d)HR Metrics: Measuring Turnover (cont’d)
• Ways to Measure Turnover:Job and job levelsDepartment, units, and locationReason for leavingLength of serviceDemographic characteristicsEducation and trainingKnowledge, skills and abilitiesPerformance ratings/levels.
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3–16
HR Metrics: Measuring Turnover (cont’d)HR Metrics: Measuring Turnover (cont’d)HR Metrics: Measuring Turnover (cont’d)HR Metrics: Measuring Turnover (cont’d)
• Computing the Turnover Rate:
100 midmonthat employees ofnumber Total
month theduring sseparation employee ofNumber ×
• Costs of TurnoverSeparation costsReplacement costsTraining costsHidden costs
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3–17
Simplified Turnover Costing ModelSimplified Turnover Costing ModelSimplified Turnover Costing ModelSimplified Turnover Costing Model
Figure 3–4
$20,000
40%$28,000
20
3
$ 3,500
$70,000
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3–18
Individual Employee PerformanceIndividual Employee PerformanceIndividual Employee PerformanceIndividual Employee Performance
• Individual Performance FactorsIndividual ability to do the workEffort level expendedOrganizational support
Performance (P) = Ability (A) x Effort (E) x Support (S)
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3–19
Components of Individual PerformanceComponents of Individual PerformanceComponents of Individual PerformanceComponents of Individual Performance
Figure 3–5
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3–20
Individual MotivationIndividual MotivationIndividual MotivationIndividual Motivation
• MotivationThe desire within a person causing that person to act
to reach a goal.
• Management Implications for Motivating Individual PerformanceBroad-based strategies and tactics to address
individual employee concerns about: Inconsistency in organizational rewards Organizational support for employee efforts Accurate measurement of employee performance Desirability of organizational rewards by employees
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3–21
Retention of Human ResourcesRetention of Human ResourcesRetention of Human ResourcesRetention of Human Resources
• Why People Stay or Leave—Links, Fit, and SacrificeCulture and Values
Positive, distinctive company that is well-managed, and offers exciting challenges.
Attractive Job Freedom and autonomy, exciting challenges, and career
advancement and growth
Compensation and lifestyle Differentiated pay package, high total compensation,
geographic location, and respect for lifestyle
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3–22
Drivers of Drivers of RetentionRetentionDrivers of Drivers of RetentionRetention
Figure 3–6
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3–23
Some Characteristics of People and JobsSome Characteristics of People and JobsSome Characteristics of People and JobsSome Characteristics of People and Jobs
Figure 3–7
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3–24
Keys to Keys to Managing Managing RetentionRetention
Keys to Keys to Managing Managing RetentionRetention
Figure 3–8
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3–25
Managing RetentionManaging RetentionManaging RetentionManaging Retention
• Retention Measurement and AssessmentEmployee Surveys
Attitude survey—focuses on employees’ feelings and beliefs about their jobs and the organization.
Exit Interviews An interview in which individuals are asked to identify
reasons for leaving the organization.
• Retention Evaluation and Follow-UpRegular review of turnover dataTracking of intervention results and adjustment of
intervention efforts
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3–26
Suggestions for Improving RetentionSuggestions for Improving RetentionSuggestions for Improving RetentionSuggestions for Improving Retention
• Retention InterventionsProvide realistic job previews during the recruiting
process Improve the selection process so that there is a better
person-job fit for new hiresConduct effective job orientation and initial trainingOffer competitive, fair, and equitable compensationProvide an adequate benefits packageOffer career development and trainingEngage in fair and nondiscriminatory employee
relations
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