Nature of
Management Human
Resource
Management
TENTH EDITON
Chapter 3
Individual Performance
and Retention
PowerPoint Presentation
© 2003 Southwestern College Publishing. All rights reserved.
by Charlie Cook
Learning Objectives
Figure 3–1
© 2002 Southwestern College Publishing. All rights reserved. 3–4
Individual Motivation
Motivation
– The desire within a person causing that person to
act to reach a goal.
Maslow’s Hierarchy of Needs
– Categories of needs that ascend in order; lower
needs must be fulfilled before person will strive to
meet higher needs.
• Physiological needs
• Safety and security needs
• Belonging and love needs
• Esteem needs
• Self-actualization needs
Equity
– The perceived fairness of what the person does
compared to what the person receives.
– The perception of the fair value of rewards
(outcomes) for efforts (inputs) that individuals
make when comparing their results to others in the
organization.
Expectancy
– Individuals base decisions about their behaviors on
their expectations that one or another behaviors is
more likely to lead to needed or desired outcomes.
– Effort-to-Performance Expectations
• Belief in the ability to perform the task well
– Performance-to-Reward Linkage
• Belief that high performance will result in receiving
rewards
– Value of Rewards
• The rewards have value to the individual
Figure 3–2
© 2002 Southwestern College Publishing. All rights reserved. 3–9
Management Implications for
Motivating Performance
Job Satisfaction
– A positive emotional state resulting from evaluating
one’s job experience.
Organization Commitment
– The degree to which employees believe in and
accept organizational goals and desire to remain
with the organization.
Figure 3–3
© 2002 Southwestern College Publishing. All rights reserved. 3–13
Job Satisfaction and
Organizational Commitment
Absenteeism
– Involuntary absenteeism
• Unavoidable with understandable cause (e.g., actual
illness)
– Voluntary absenteeism
• Avoidable without justifiable cause (e.g., feigning
illness)
– Measuring absenteeism
Number of person - days lost throu gh job absence during period
100
(Average number of employees) (Number of work days)
Controlling Absenteeism
Disciplinary approach Increasingly severe disciplinary action leading
eventually to dismissal
Turnover
– The process in which employees leave the
organization and have to be replaced.
Types of Turnover
– Involuntary turnover—terminations for poor
performance or work rule violations.
– Voluntary turnover—employee leaves the
organization by choice.
Turnover Types
Functional turnover Lower-performing or disruptive employees
leave the organization.
Figure 3–6
© 2002 Southwestern College Publishing. All rights reserved. 3–22
Desired Organizational Characteristics
Figure 3–9
© 2002 Southwestern College Publishing. All rights reserved. 3–25
The Retention Management Process
Measuring Turnover
– Ways in which to measure turnover
• Job and job levels • Department, units, and location
• Reason for leaving • Length of service
• Demographic characteristics
• Education and training
• Knowledge, skills and abilities
• Performance ratings/levels
Computing the turnover rate:
Number of employee separation s during the month
100
Total number of employees at midmonth
Figure 3–10
© 2002 Southwestern College Publishing. All rights reserved. 3–27
The Retention Management Process
Costs of Turnover
– Hiring costs –Training costs
– Productivity costs –Separation costs
Employee Surveys
– Attitude survey—focuses on employees’ feelings
and beliefs about their jobs and the organization.
Exit Interviews
– An interview in which individuals are asked to
identify reasons for leaving the organization.
Retention Interventions
– Provide realistic job previews during the recruiting
process
– Improve the selection process so that there is a
better person-job fit for new hires
– Conduct effective job orientation and initial training
– Offer competitive, fair, and equitable compensation
– Provide an adequate benefits package
– Offer career development and training
– Engage in fair and nondiscriminatory employee
relations