SLIDE 1 Turnover, Layoff, and Reduction in Force
Maria Centeno Le Nguyen Brittney Frost Olivia Lam Randy Peo
SLIDE 2 Overview
Collective Affective Commitment
Effects of Community Diversity
Bonus Eligibility & Manager HR Practices
Layoffs to Voluntary Turnover
- 5. Randy Boomerang
- 6. Group take home message
SLIDE 3 The Impact of Motivation, Empowerment, and Skill-Enhancing Practices on Aggregate Voluntary Turnover: The Mediating Effect of Collective Affective Commitment
By: Maria Centeno
1
SLIDE 4
◉ How are skills related to retention in organizations?
Issue
SLIDE 5
Collective Affective Commitment: how committed employees are to the company. Enhancing Practices ◉ Motivation ◉ Empowerment ◉ Skill
Vocabulary Terms
SLIDE 6 SKILL MOTIVATION EMPOWERMENT
Collective Affective Commitment Voluntary Turnover
(+)
Positive (+) Positive (+)
SLIDE 7
- Make more firm-specific skills.
- Establishment of HRM system to improve employees’
climate.
Take Home Message
SLIDE 8
By : Le Nguyen
Crossing the Threshold: The Spillover of Community Racial Diversity and Diversity Climate to the Workplace
2
SLIDE 9
◉ How a community deals with diversity can affect one’s intentions to leave the community, resulting to turnover.
Issue
SLIDE 10
Racial Dissimilarity to Community: one’s different race or ethnicity from the community Community Diversity Climate: one’s perception of a community that accepts differences and values diversity
Vocabulary Terms
SLIDE 11
Inclusive Diversity Climate: a community that supports diversity Adverse Diversity Climate: a community that does not support diversity
Vocabulary Terms
SLIDE 12 Path estimates for each group
People of Color Whites
SLIDE 13
SLIDE 14
◉ Peer Group Mentoring Programs ○ Diversity Inclusions -> perceptions ◉ Community Involvement ◉ Community Preview
Take Home Message
SLIDE 15
By : Brittney Frost
Does Pay-for-Performance Strain the Employment Relationship? The Effect of Manager Bonus Eligibility on Non-management Employee Turnover
3
SLIDE 16
◉ As an employee, does your manager's bonus matter? ◉ Would it affect your relationship or performance?
Issue
SLIDE 17 Interaction Between Manager Bonus Eligibility and HR Practices on Employee Turnover
Manager Bonus Eligibility Voluntary Turnover
HR Practices
Employee Relationship
SLIDE 18
Vocabulary Terms
Pay-for-performance (PFP): Compensation that is linked to the measure of work quality or specific goals. Manager bonus eligibility: The proportion of managers in an organization who are eligible to receive a performance based bonus.
SLIDE 19 Interaction Between Manager Bonus Eligibility and HR Practices on Employee Turnover
Manager Bonus Eligibility Voluntary Turnover
HR Practices
Employee Relationship
SLIDE 20 Are managers at the company…
- Evaluated on how they treat employees?
- Trained to treat employees fairly?
- Evaluated on how they show appreciation to employees
who perform well?
Measurements
HR Practices (Managers)
SLIDE 21
Interaction Between Manager Bonus Eligibility and HR Practices on Employee Turnover
SLIDE 22
Results
➔ Manager bonus eligibility did affect turnover when HR practices were low ➔ Manager bonus eligibility did not affect turnover when HR practices were high ➔ HR Practices did not reverse the effect on employee turnover
SLIDE 23
Take Home Message
➔ Incorporate HR practice measures into manager's performance appraisal. Evaluate on...
◆ How well they treat employees ◆ If they show appreciation to employees who perform well ◆ If they treat employees fairly
SLIDE 24
By : Olivia Lam
Creating a More Quit-Friendly National Workforce? Individual Layoff History and Voluntary Turnover
4
SLIDE 25
Underemployment: skilled employees in a new job inferior than the previous job Psychological Spillover: previous layoff experience leads to low trust in new employer
Vocabulary Terms
SLIDE 26 Psychological Spillover
Lower Post-layoff Job Quality (Underemployment) Voluntary Turnover Layoff
SLIDE 27
◉ At least 1 layoff = 56% likely to voluntary quit ◉ Each additional layoff = 39% increase of voluntary quit
Results
SLIDE 28
◉ Develop a Mentoring Program
○ Follow up, Evaluate, Repeat Take Home Message
SLIDE 29 Gone today but here tomorrow: Extending the Unfolding Model
Boomerang Employees
By: Randy Peo
5
SLIDE 30
◉ Higher turnover rates lead to: ○ Loss of social capital ○ High cost of replacing lost workers
Issue
SLIDE 31
Vocabulary Terms
Unfolding Model of Turnover Individual’s decision making process for leaving based upon employment experiences.
SLIDE 32
Boomerang Employees who quit but are later rehired
Vocabulary Terms
Alumni Employees who quit but will not return Undecideds Undecided former employees
SLIDE 33
Unfolding Model of Turnover
SLIDE 34 Unfolding Model of Turnover
Predictors Boomerang Alumni
Negative Personal Shock Positive Work Related Shock
(Alternative Job offers)
Dissatisfaction Similar Industry Leave the workforce altogether
SLIDE 35
Unfolding Model of Turnover
SLIDE 36 Alumni Networks Coded Resource Pool Identify in Exit Interviews
Take Home Message
SLIDE 37
Take Home Messages Review
◉ Look into non-obvious, unintentional effects ◉ Take preventative measure to combat the effects
