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HRM
Labor Turnover
HRM
A measure of separations from an
employing organization
Separations consist of resignations,
retirements, discharges, reductions-in-
force, deaths, interagency transfers
Expressed as turnover rate
Calculated during a fiscal year or calendar
year
HRM
Inability to achieve business goals
Loss of “image” to attract other individuals
High costs of turnover and replacement
—hiring new workers while laying off others
• Voluntary turnover
consists of employees exercising their free choice to leave
• Involuntary turnover
consists of separations where an employee unwilling
leaves.
• Functional turnover
when low performing employees leave
• Dysfunctional turnover
when high performing employees leave
HRM
For example, let’s say we lose four employees out of 200.
Job and job levels
Department, units, and location
Reason for leaving
Length of service
Demographic characteristics
Education and training
Knowledge, skills, and abilities
Ways to Measure Turnover
Retenti
on
Retention of Human
Resources
Myths about Retention
1. Money is the main reason people leave.
2. Hiring has little to do with retention.
3. If you train people, you are only
training them for another employer.
4. Do not be concerned about retention during
organizational change.
5. If solid performers want to leave,
the company cannot hold them.
•
ABSENTEEISM
HRM
• He has a genuine personal crisis.
• He’s unhappy or bored at work
• He’s genuinely sick or injured.
• To avoid unsafe or unhealthy workplace
conditions
• He’s disabled
• He has drug or alcohol dependency problems
• He faces unavoidable transport problems.
Personal factor
 Personal Attitude
The Employees with strong workplace ethics will respect their work and appreciate the
contribution they make to their companies. Such employees will not engage themselves in
taking unscheduled off. On the other hand, employees with very low or no work ethics are
indiscipline and have lot of integrity and behavioral issues. Since, they feel no obligation
towards the company, absenteeism comes easily to them.
 Age
The younger employees are often restless. They want to spend time with their friends and
have fun, rather than being tied down with work responsibility. This lack of ownership often
leads them to take unauthorized time off. With age, people gain experience and maturity,
which makes them focused and responsible. Their approach is rather professional and they
prefer to stick to their chairs to get the work done. If ever they are found absent, then it could
be due to sickness.
 Seniority
Employees, who have been with the company for a long time are well-adjusted with the
working culture and the job, therefore, they find no reason to be absent without
permission. On the other hand, new hires are more prone to taking ad hoc breaks to
unwind themselves
 Gender
Women generally do a balancing act by shuffling their time between home and work.
Family, being their foremost priority, they don't think twice before taking a step towards
absenteeism.
i. Stress: The pressure at work sometimes takes a toll on the employees. This results in
increased levels of stress. The employees then resort to excuses that can help them stay away
from work.
ii. Work Routine: Doing the same job over a period of time can get monotonous. The
employees find the job functions boring. They rather choose time off to do something
interesting than come to work.
iii. Job Satisfaction: If employees do not find their job challenging, dissatisfaction creeps
in. That leads to more absenteeism in the workplace.
M
D
E
S
• I
HRM
HRM
Work
Stoppage
Work
Stoppage
 The collective stoppage of work by employees in a
business or an industry to protest working
conditions.
 concerted cessation of work by a group of
employees usually more spontaneous and less
serious than a strike
HRM
HRM
“
”-
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“
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Discipline
Positive
Discipline
Negative
Discipline
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Positive Discipline
Positive discipline, also known as preventive or self discipline, involves actions taken to
encourage employees to follow rules and standards so that infractions do not occur.
The objective is to encourage the employees to maintain self-discipline. In this way
employees maintain their own discipline rather than have management imposed it.
Employees maintain self discipline when :
►Standard of behavior are stated positively instead of negatively, and when the
reasons behind such standards are told so that it will make sense to them.
►Standards of behavior match with the required behavior for job performance.
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Negative Discipline
It is also known as enforced, corrective or autocratic discipline, involves the
use of external force or the threat of its use to restrain employees from
engaging in behaviours which are contrary to rules and standards. Such
behaviours are known as indiscipline which can be corrected by
disciplinary actions.
The objective of negative discipline is:
►To reform the offender so that he changes his behavior.
►To defer others from similar actions.
►To maintain consistent, effective group of behavior.
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Causes of Indiscipline
Environmental
Factor
Individual
Factor
Organizational
Factor
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Environmental Factor
Various environmental factors affects the organizational
processes including people-oriented processes, it has to
be affected by the general pattern of discipline being
observed in the society. Individual organizations act only
as modifying factor and, therefore, some variance can be
observed in the problems of indiscipline in an
organization vis-à-vis society.
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Organizational Factor
The effectiveness of modifying factor of any org. depends on the degree to which
an organization ca insulate itself from the external problem of indiscipline. The
org. which are vulnerable to external factors such as public sector org. and govt.
depts. Face the problem of indiscipline more. Some important practices which
results in indiscipline are:
► Organizational climate loaded with politicking behavior.
► Ineffective leadership and supervision.
► Undesirable behaviors of superiors.
► Discriminatory practices based on considerations such as caste, religion, place
of origin and so on.
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Individual Factor
All individuals in an org. do not behave in the same way even if they are put at par
in the org. This happens because of individual differences caused by such factors
as education,intelligence,motivation pattern,personality,attitudes,values etc.
Some individual features which leads to indiscipline behavior are:
►Individuals having non-conformist values.
►Individuals differs in terms of work ethics.
►Individuals differs in terms of locus of control.
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Disciplinary Action
If the act of indiscipline takes place, the org. should have effective
machinery for taking disciplinary action. It includes administration
of punishment for indisciplined behaviour. To make the action
effective, certain guidelines should be followed :
• There should be clearly specified behaviours which fall under the
category indiscipline and require disciplinary action.
• The action should be taken immediately after the commitment of
indiscipline.
• The action taken should meet the criteria of natural justice.
• The disciplinary action should be taken in private.
• Before taking action, the employee should be allowed to put his
explanation.
• After the action is taken, the employee should be treated in
normal manner which will encourage him.
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Procedure for Disciplinary Action
• The employee charged with misconduct should be given an
opportunity to present witness of his choice.
• The employee should be given an opportunity to cross examine
the management to establish true facts.
• No material should be used against the employee without giving
him an opportunity to explain.
• The enquiry against the employee should be fair and conducted by
impartial person/s.
• The punishment awarded should not be out of proportion to the
misconduct committed.
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Punishment
• The type of punishment or penalty depends on the nature of misconduct.
The figure below shows the type of punishment that may be awarded.
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Types of punishment
Minor
Oral reprimand
Written reprimand
Loss of privileges
Fines
Punitive Suspension
transfer
Major
Withholding of increments
Demotion
Suspension
Discharge
Code of Discipline
Code of discipline contains various do’s and don’ts for governing
the behavior of those for whom the code is framed.
The main objective of codes are:
►To promote constructive criticism at all levels of management
and employees
►To avoid stoppage of work and litigation
►To secure the settlement of disputes and grievances.
►To facilitate a free growth of trade unions.
►To maintain discipline in the industry.
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Conclusion
Discipline plays a vital role in proper and efficient
functioning of any organization. Both positive and
negative discipline are necessary but negative discipline
should be used when there is need. Any organization
will be productive if there is proper management of
discipline.
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HRM

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HRM

  • 4. A measure of separations from an employing organization Separations consist of resignations, retirements, discharges, reductions-in- force, deaths, interagency transfers Expressed as turnover rate Calculated during a fiscal year or calendar year
  • 6. Inability to achieve business goals Loss of “image” to attract other individuals High costs of turnover and replacement —hiring new workers while laying off others
  • 7. • Voluntary turnover consists of employees exercising their free choice to leave • Involuntary turnover consists of separations where an employee unwilling leaves. • Functional turnover when low performing employees leave • Dysfunctional turnover when high performing employees leave
  • 9. For example, let’s say we lose four employees out of 200.
  • 10. Job and job levels Department, units, and location Reason for leaving Length of service Demographic characteristics Education and training Knowledge, skills, and abilities Ways to Measure Turnover
  • 12. Retention of Human Resources Myths about Retention 1. Money is the main reason people leave. 2. Hiring has little to do with retention. 3. If you train people, you are only training them for another employer. 4. Do not be concerned about retention during organizational change. 5. If solid performers want to leave, the company cannot hold them.
  • 13.
  • 16. • He has a genuine personal crisis. • He’s unhappy or bored at work • He’s genuinely sick or injured. • To avoid unsafe or unhealthy workplace conditions • He’s disabled • He has drug or alcohol dependency problems • He faces unavoidable transport problems.
  • 17. Personal factor  Personal Attitude The Employees with strong workplace ethics will respect their work and appreciate the contribution they make to their companies. Such employees will not engage themselves in taking unscheduled off. On the other hand, employees with very low or no work ethics are indiscipline and have lot of integrity and behavioral issues. Since, they feel no obligation towards the company, absenteeism comes easily to them.  Age The younger employees are often restless. They want to spend time with their friends and have fun, rather than being tied down with work responsibility. This lack of ownership often leads them to take unauthorized time off. With age, people gain experience and maturity, which makes them focused and responsible. Their approach is rather professional and they prefer to stick to their chairs to get the work done. If ever they are found absent, then it could be due to sickness.
  • 18.  Seniority Employees, who have been with the company for a long time are well-adjusted with the working culture and the job, therefore, they find no reason to be absent without permission. On the other hand, new hires are more prone to taking ad hoc breaks to unwind themselves  Gender Women generally do a balancing act by shuffling their time between home and work. Family, being their foremost priority, they don't think twice before taking a step towards absenteeism.
  • 19. i. Stress: The pressure at work sometimes takes a toll on the employees. This results in increased levels of stress. The employees then resort to excuses that can help them stay away from work. ii. Work Routine: Doing the same job over a period of time can get monotonous. The employees find the job functions boring. They rather choose time off to do something interesting than come to work. iii. Job Satisfaction: If employees do not find their job challenging, dissatisfaction creeps in. That leads to more absenteeism in the workplace.
  • 21. • I
  • 25. Work Stoppage  The collective stoppage of work by employees in a business or an industry to protest working conditions.  concerted cessation of work by a group of employees usually more spontaneous and less serious than a strike
  • 32. Positive Discipline Positive discipline, also known as preventive or self discipline, involves actions taken to encourage employees to follow rules and standards so that infractions do not occur. The objective is to encourage the employees to maintain self-discipline. In this way employees maintain their own discipline rather than have management imposed it. Employees maintain self discipline when : ►Standard of behavior are stated positively instead of negatively, and when the reasons behind such standards are told so that it will make sense to them. ►Standards of behavior match with the required behavior for job performance. 6/8/201 5 32
  • 33. Negative Discipline It is also known as enforced, corrective or autocratic discipline, involves the use of external force or the threat of its use to restrain employees from engaging in behaviours which are contrary to rules and standards. Such behaviours are known as indiscipline which can be corrected by disciplinary actions. The objective of negative discipline is: ►To reform the offender so that he changes his behavior. ►To defer others from similar actions. ►To maintain consistent, effective group of behavior. 6/8/201 5 33
  • 35. Environmental Factor Various environmental factors affects the organizational processes including people-oriented processes, it has to be affected by the general pattern of discipline being observed in the society. Individual organizations act only as modifying factor and, therefore, some variance can be observed in the problems of indiscipline in an organization vis-à-vis society. 6/8/201 5 35
  • 36. Organizational Factor The effectiveness of modifying factor of any org. depends on the degree to which an organization ca insulate itself from the external problem of indiscipline. The org. which are vulnerable to external factors such as public sector org. and govt. depts. Face the problem of indiscipline more. Some important practices which results in indiscipline are: ► Organizational climate loaded with politicking behavior. ► Ineffective leadership and supervision. ► Undesirable behaviors of superiors. ► Discriminatory practices based on considerations such as caste, religion, place of origin and so on. 6/8/201 5 36
  • 37. Individual Factor All individuals in an org. do not behave in the same way even if they are put at par in the org. This happens because of individual differences caused by such factors as education,intelligence,motivation pattern,personality,attitudes,values etc. Some individual features which leads to indiscipline behavior are: ►Individuals having non-conformist values. ►Individuals differs in terms of work ethics. ►Individuals differs in terms of locus of control. 6/8/201 5 37
  • 38. Disciplinary Action If the act of indiscipline takes place, the org. should have effective machinery for taking disciplinary action. It includes administration of punishment for indisciplined behaviour. To make the action effective, certain guidelines should be followed : • There should be clearly specified behaviours which fall under the category indiscipline and require disciplinary action. • The action should be taken immediately after the commitment of indiscipline. • The action taken should meet the criteria of natural justice. • The disciplinary action should be taken in private. • Before taking action, the employee should be allowed to put his explanation. • After the action is taken, the employee should be treated in normal manner which will encourage him. 6/8/201 5 38
  • 39. Procedure for Disciplinary Action • The employee charged with misconduct should be given an opportunity to present witness of his choice. • The employee should be given an opportunity to cross examine the management to establish true facts. • No material should be used against the employee without giving him an opportunity to explain. • The enquiry against the employee should be fair and conducted by impartial person/s. • The punishment awarded should not be out of proportion to the misconduct committed. 6/8/201 5 39
  • 40. Punishment • The type of punishment or penalty depends on the nature of misconduct. The figure below shows the type of punishment that may be awarded. 6/8/201 5 40 Types of punishment Minor Oral reprimand Written reprimand Loss of privileges Fines Punitive Suspension transfer Major Withholding of increments Demotion Suspension Discharge
  • 41. Code of Discipline Code of discipline contains various do’s and don’ts for governing the behavior of those for whom the code is framed. The main objective of codes are: ►To promote constructive criticism at all levels of management and employees ►To avoid stoppage of work and litigation ►To secure the settlement of disputes and grievances. ►To facilitate a free growth of trade unions. ►To maintain discipline in the industry. 6/8/201 5 41
  • 42. Conclusion Discipline plays a vital role in proper and efficient functioning of any organization. Both positive and negative discipline are necessary but negative discipline should be used when there is need. Any organization will be productive if there is proper management of discipline. 6/8/201 5 42