HUMREMAN Chapter 6: Human Resource Decision Making in Organization

• Acquisitions


  one business buys another, often smaller, business.
• Mergers


  two businesses of similar size and scale of operations combine into one new company
• 1. Build employee engagement2. Get recognition and rewards right3. Recruit the right employees4. Create an exceptional onboarding experience5. Provide avenues for professionaldevelopment6. Build a culture employees want to be a part of7. Offer winning incentives8. Manage to retain9. Prevent burnout by focusing on employee wellness10. Maintain open and ongoing communication

  Top 10 Employee Retention Strategies
• Stock options


  Rights given to employees to purchase a certain number of shares of stock at a given price
• Realistic job previews


  Pre-employment previews that provide accurate and realistic information to the job applicant
• Job enrichment


  Making work meaningful and giving more autonomy and opportunity to use skills
• -Job enrichment-Realistic Job Previews-Stock options

  Retention Strategies
• Job descriptive index (JDI)


  Assesses satisfaction with specific job aspects
• -Attitude surveys-Usage of instruments that include questions about desired versus experienced levels of satisfaction

  Measuring and Monitoring Satisfaction
• Organizational citizenship behavior


  include those behaviors that are beneficial to the organization but are not formally required as part of an employee's job.
• Organizational commitment


  The degree towhich an employee identifies with anorganization and is willing to exert effort on behalf of the organization.
• ● It leads to increased voluntary turnover.● It is also predictive of other types of withdrawal behavior.● Dissatisfied employees are also more likely to join unions.● A more subtle form of withdrawal that does notinvolve being away from the job is a reduction of commitment to the organization.● Dissatisfied employees are less likely to engage in behaviors on the job known broadly as organizational citizenship behaviors.

  Effects of Job Dissatisfaction
• TURNOVER CONTAGION


  One resignation can make it more probable for others to quit by 7%-25%. This phenomenon is known as ____________________
• EMPLOYEE RETENTION


  It refers to the ways of reducing the voluntary turnover of desired employees
• EMPLOYMENT AT WILL


  It means employer can terminate any employee, at any time, for any reason, or for no reason at all
• TERMINABLE PROBLEMS

  • Major theft• Sleeping on the job• Selling narcotics
• OTHER BEHAVIOR PROBLEMS

  • Gambling• Vandalism• Use of drugs and alcohol • Sexual harassment
• ETHICS AND HONESTY

  • Taking credits for the work of others• Falsifying records• Soliciting or accepting bribes and kickbacks
• ATTENDANCE


  • Repeated unexcused problems • Tardiness• Leaving work early
• PERFORMANCE


  • Failure to complete work on time• Errors in work products• Work products that do not meet the standard
• -Performance-Attendance-Ethics and Honesty-Other Behavior Problems-Terminable Problems

  Typical Disciplinary Problems
• PROGRESSIVE DISCIPLINE


  Designed to try to improve performance through the use of punishment and discipline
• Involuntary turnover


  Terminating employees whose services are no longer desired
• INTERACTIONAL JUSTICE


  Refers to the quality of the interpersonal treatment people receive when a decision is implemented.
• Representativeness


  The perception that the opinions of the various groups affected by the decision have been considered in the decision.
• Ethicality


  The perception that the decision rules conform to personal or prevailing standards of ethics and morality.
• Possibility of correction


  The perception that some mechanism exists to correct flawed or inaccurate decisions.
• Free from bias


  The perception that the person applying the rules had no vested interest in the outcome of the decision. Information accuracy: The perception that the information used to make the decision was accurate and complete
• Consistency


  The perception that the rules were applied the same way to everyone involved.
• Voice


  The perception that the person had some control over the outcome or some voice in the decision.
• -Voice-Consistency-Free from bias-Possibility of Correction-Ethicality-Representativeness

  Critical Dimensions of Procedural Justice
• PROCEDURAL JUSTICE


  Refers to perceptions that the process used to determine the outcomes was fair.
• DISTRIBUTIVE JUSTICE


  Refers to perceptions that the outcomes a person faces are fair when compared to the outcomes faced by others.
• -Distributive Justice-Procedural Justice-Interactional Justice


  Types of Justice
• PERMANENT LAYOFF


  It is the termination of employment initiated by the employer through no fault of the employees. It is also known as retrenchment.
• TEMPORARY


  Maximum of six months. The law set six (6) months as the period where the operation of a business or undertaking may be suspended, thereby also suspending the employment of the employees concerned.
• Temporary and Permanent


  Two Kinds of Layoff
• Layoff


  refers to "the severance of employment, through no fault of and without prejudice to the employee, resorted to by management during the periods of business recession, industrial depression, or seasonal fluctuations, or during lulls caused by lack of orders, shortage of materials, conversion of the plant to a new production program or the introduction of new methods or more efficient machinery, or of automation.
• ● Cutting back on the contingent workforce and retaining only permanent members● Early retirement and natural attrition● Plans must be voluntary

  DEALING WITH DECLINING NEEDS FOR EMPLOYEES
• Part-time Workers


  refers to individuals who are regularly expected to work less than 40 hours a week. They typically do not receive benefits and afford the organization a great deal of flexibility in staffing.