ch 09 r
TRANSCRIPT
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Chapter 09
Retention
Management
By: Heneman Judge
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Types of turnover :
Voluntary (Employee initiated)
i- Avoidable turnover
ii- Unavoidable turnover
Involuntary ( Organization initiated)
i- Discharge
ii- Downsizing
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Avoidable
(Could prevent)
Try to Prevent :
High-Value Employees
High Performance
Strong KSAOs
Valued Intellectual
Capacity
High Promotion
Potential
High Training
investment
High Experience
Difficult to find
replacement
Do not Prevent :
Low-Value Employees
Low Performance
Weak KSAOs
Little Intellectual
Capacity
Low Promotion
Potential
Low Training
investment
Low Experience
Easy to find
replacement
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Unavoidable
(Could not prevent)
No Attempt to prevent,
Regardless of Value
Retirement
Dual Career
New Career
Health
Child care or
pregnancy
Elder care
Return to School
Leave country
Take a break
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Involuntary (Organization initiated) Discharge
Discipline
PoorPerformance
Downsizing
Permanent Layoff
Temporary Layoff
Site or plant closing,
relocation
Redundancy due to a
merger or acquisition
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Causes (Drivers) of Voluntary Turnover :
Desirability of Leaving
Low Job Satisfaction
Shocks to employee
Personal (non job)
reasons
Ease of Leaving Favorable labor
market conditions General, transferable
KSAOs
Low cost of leaving
Alternatives Internal: new job
possibilities
External: job offers
Intention
to Quit
Intention
to Quit+
+
+
+
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Reasons of Leaving:
Employees Satisfaction Surveys
Exit Interviews
Postexit Surveys
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Retention Initiatives: Voluntary Turnover
Guidelines for Increasing Job Satisfaction
and Retention:
Match reward to employee preferences
Make rewards unique
Rewards must be meaningful Link rewards to retention behavior
Deliver rewards that are promised
Reward permanency is important
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Retention Initiatives: Voluntary Turnover:
Guidelines for Increasing Job Satisfaction and
Retention:
Report turnover costs to top management on a
monthly, quarterly, and annual basis.
Fairness and justice Communicate continuously
The Manager matters
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Ease of Leaving:
Organization-specific Training
Increased Cost of Leaving
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Retention Initiatives: Discharge
Performance Management
Training and Development
Alternatives to Downsizing
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Five Mistakes to Avoid While You Still
have a Job:
Ignoring Self Improvement
Not Availing Opportunities
Not Saving Money Not Developing Contacts
Not Planning Ahead
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Best Wishes for ll