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Turnover, Employment, Wrongful Discharge and Discipline

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Identify causes of turnover in an organization. What is voluntary turnover, and how do you manage it? What is employment at will? If a state has employment at will why can wrongful discharge still occur? Describe a typical discipline system, and explain how you would use the system to change behavior of someone who has an "attitude problem".

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Interesting questions! Let's take a loser look. I also attached an extra resource, mentioned below.

1. Identify causes of turnover in an organization.

First, if workers are not interested in their jobs, they will either stay away or leave. However, there are other reasons besides being unhappy in a job why people leave one company for another. (http://www.toolkit.com/small_business_guide/sbg.aspx?nid=P05_7135).

Second, if the skills that they possess are in demand, they may be lured away by higher pay, better benefits, or better job growth potential. While managers can't control what's happening with other companies, how much they pay, or which benefits they offer, the manager can take steps to improve morale at her or his business and make those employees who are with the company happy and productive. Assessment is essential, therefore, to determine employees who leave because they are unhappy and those who leave for other reasons. (http://www.toolkit.com/small_business_guide/sbg.aspx?nid=P05_7135).

Third, some of the other more common reasons for high turnover in businesses include:

· A bad match between the employee's skills and the job. Employees who are placed in jobs that are too difficult for them or whose skills are underutilized may become discouraged and quit. Inadequate information about skill requirements that are needed to fill a job may result in the hiring of either under-skilled or overqualified workers. The requirements of a specific job should be carefully studied for the required skills, and workers should be tested for the requisite qualifications. Use job analyses and job descriptions to minimize the chances of this happening.

· Substandard equipment, tools, or facilities. If working conditions are substandard or the workplace lacks important facilities such as proper lighting, furniture, restrooms and other health and safety provisions, employees will not be willing to put up with the inconvenience for long.

· Lack of opportunity for advancement or growth. If the job is basically a dead-end proposition, this should be explained before hiring so as not to mislead the employee. The job should be described precisely, without raising false hopes for growth and advancement in the position.

· Feelings of not being appreciated. Since employees generally want to do a good job, it follows that they also want to be appreciated and recognized for their work. Even the most seasoned employee needs to be told what he or she is doing right once in a while. Make sure your employees know that they are appreciated.

· Inadequate or lackluster supervision and training. Employees need guidance and direction. New employees may need extra help in learning an unfamiliar job. Similarly, the absence of a training program may cause workers to fall behind in their level of performance and feel that their abilities are lacking.

· Unequal or substandard wage structures. Inequity in pay structures or low pay are great causes of dissatisfaction and can drive some employees to quit. Again, a new worker may wonder why the person next to him is receiving a higher wage for what is perceived to be the same work. You should have a wage and job evaluation system in place not only so that you are sure to comply with equal pay for equal work requirements, but also to avoid this problem (http://www.toolkit.com/small_business_guide/sbg.aspx?nid=P05_7135).

Therefore, if managers suspect that they have a either a turnover or a morale problem, the manager should look at her or his employees and ask her/himself if any of the above apply. However, turnover in any company can be a double-edged sword. Turnover that is too high increases recruiting costs, causes low morale, and impacts productivity through unfulfilled learning curves and slower product release rates. Low turnover, on the other hand, is often a good sign that your organization is doing things right?except when it's too low. Very low turnover can also be a symptom of some underlying employment problems. So how do you judge whether your turnover is too high, too low or in an ideal balance? One simple method is to ...

Solution Summary

This solution identifies causes of turnover in an organization. It explains voluntary turnover and how it can be managed. It also explains employment at will and discusses if a state has employment at will, can wrongful discharge still occur. It then describes a typical discipline system, and how to use the system to change behavior of someone who has an "attitude problem".

See Also This Related BrainMass Solution

HR Policies for Discipline, Suspension & Termination at FedEx

See attached file for full text.

How does this apply to FED EX?

Discipline, Suspension & Termination (Handbooks, Wrongful Discharge, Procedural issues)

Realize that some companies do not openly discuss their HRM practices. Perhaps the organization you chose for your SLP project is one of them. So, sometimes you will need to make inferences and borrow ideas from other private-sector companies to build your discussion. For example, you have looked but can't find information on your chosen organization's approach to the SLP assignment topic. But, you have read about other businesses' approaches to it. You could discuss those practices as they might work in your SLP organization. This is an acceptable approach for this assignment. Remember that the SLP organization that you have chosen is your "framework" for your SLP project.

(Many of the companies, however, on the list do have their HRM practices widely known and written about. Always look first to see what you can find.)

This link has some pertinent information about other companies that might be useful to you as you work on your SLP assignments http://govinfo.library.unt.edu/npr/library/Best-Practices.htm. Whether or not you utilize some of the information from this website is up to you.

Another idea--search ProQuest for the HRM topics you are looking for and see what appears. HRMagazine and HR Focus, for example, are magazines written for HRM professionals (both found in ProQuest (TUI Library). Many of their articles discuss specific employer programs.(On second and third page)

Again, we are not looking for factual information specific to your chosen SLP employer. We are looking at current, HRM-specific information that might be applicable to the employer you have chosen.

For this assignment, you need to compare and contrast policies and practices in your SLP organization with what the laws say specific to disciplinary action (including discharge), and/or employee rights that might involve disciplinary action (including discharge).

--Examine the laws from your background readings and other research. Discuss how they apply to your SLP organization.

--What HRM policies/practices/procedures are in place in your SLP organization to ensure compliance with the laws related to disciplinary action (including discharge) and protected employee rights? Provide a detailed discussion.

--Include an introductory paragraph and a concluding paragraph that make an overall assessment of the relationship between the laws and the practices in your selected private-sector organization.

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