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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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Managing Employee Ethics, Engagement, Retention, and Fair Treatment
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives (1)
When you finish studying this chapter, you should be able to:1. Explain what is meant by ethics.2. Discuss important factors that shape
ethical behavior at work.3. Exercise fair disciplinary practices.
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives (2)
4. Discuss at least four important factors in managing dismissals effectively.
5. Describe a comprehensive approach to retaining employees.
6. Explain why employee engagement is important and how to foster engagement.
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Ethics and Fair Treatment at Work
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Ethics and Fair Treatment at Work (1)
• Why ethics?• The meaning of ethics• Ethics and the law• What shapes ethical
behavior at work?
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
What shapes ethical behavior at work?
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Ethics and Fair Treatment at Work (2)
• Ethics, fair treatment, and justice• Fairness, bullying, and victimization–Research insight
• Why treat employees fairly?–Rights and fairness
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Employee Discipline and Privacy
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Employee Discipline and Privacy
• The three pillars–Rules–Penalties–Appeals process
• Non-punitive discipline• Electronic employee privacy– Extent– Legal issues
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Dismissals
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Employee Discipline and Privacy (1)
• Avoiding wrongful discharge suits–Procedural steps– Fairness safeguards– Severance pay
• Personal supervisory liability
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Employee Discipline and Privacy (2)
• Avoiding wrongful discharge suits–Procedural steps– Fairness safeguards– Severance pay
• Personal supervisory liability
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Employee Discipline and Privacy (3)
• The termination interview–Outplacement counseling– Exit interviews
• Layoffs and the plant closing law• Layoff’s effects• Adjusting to downsizings and mergers
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Voluntary Employee Turnover and
Retention
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Voluntary Employee Turnover and Retention (1)
• Managing voluntary turnover• Retention strategies• Retaining employees• Managing involuntary turnover• Talent management and employee
retention• Job withdrawal
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Voluntary Employee Turnover and Retention (2)
• Retaining employees– Selection–Professional growth–Provide career direction–Meaningful work and ownership–Recognition and rewards–Culture and environment–Promote work/life balance–Acknowledge achievements 8-16
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Employee Engagement
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Employee Engagement
• Why engagement is important
• Actions that foster engagement
• Monitoring employee engagement
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Copyright
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.