© 2008 by Prentice Hall
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Termination
Most severe penalty; should bemost carefully considered
•Termination of nonmanagerial/nonprofessional employees
•Termination of executives
•Termination of middle- andlower-level managers andprofessionals
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Termination ofNonmanagerial/NonprofessionalEmployees
•If firm unionized,termination procedurewell defined in laboragreement
•Non-Union workers cangenerally be terminatedmore easily
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Termination of Executives
•Economic
•Reorganization/downsize
•Philosophical differences
•Decline in productivity
•No formal appealsprocedure
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Termination of Middle- and Lower-Level Managers and Professionals
•In past, most vulnerableand neglected group withregard to termination
•Not members of union norprotected by laboragreement
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Demotion as Alternative toTermination
•Demotions used asalternative to discharge
•Demotion is process ofmoving worker to lowerlevel of duties andresponsibilities, usuallyinvolving reduction inpay
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Transfers
•Lateral movement ofworker withinorganization
•Should not imply thatperson is being eitherpromoted or demoted
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Transfers Serve Several Purposes
•Necessary to reorganize
•Make positions available in primarypromotion channels
•Satisfy employees’ personal desires
•Deal with personality clashes
•Becoming necessary to have wide varietyof experiences before achieving promotion
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Promotion
•Movement to higher levelin company
•One of the mostemotionally chargedwords in human resourcemanagement
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Resignation
•Exit interview
•Advance noticeof resignation
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Analyzing Voluntary Resignations
•Exit interview - Means of revealingreal reasons employees leave jobswhich is conducted before employeedeparts company
•Postexit questionnaire - Sent toformer employees several weeksafter leave organization todetermine real reason the employeeleft.
© 2008 by Prentice Hall
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Attitude Surveys: Means ofRetaining Quality Employees
Seek employee input to determine feelingabout such topics as:
•Work environment
•Opportunities for advancement
•Firm’s compensation system
•Their supervisor
•Training and development opportunities
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Advance Notice of Resignation
•Would like 2 weeks
•Communicate policy to allemployees
•May pay employee fornotice time and askhim/her to leaveimmediately
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Retirement
Many long-termemployees leaveorganizationthroughretirement
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A Global Perspective: GettingInformation to Support DisciplinaryAction
•Multinational companies face significantchallenges when they try to encouragewhistle-blowing across a wide variety ofcultures
•Number of cultural factors that discourageinternational employees from reportingmisconduct
© 2008 by Prentice Hall
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