10 區別員工價值與留住適任員工 區別自願離職與非自願離職的異同，並指出它們對組織可能造成的影響。

Presentation on theme: "10 區別員工價值與留住適任員工 區別自願離職與非自願離職的異同，並指出它們對組織可能造成的影響。"— Presentation transcript:

1 10 區別員工價值與留住適任員工 區別自願離職與非自願離職的異同，並指出它們對組織可能造成的影響。
第 章 10 區別員工價值與留住適任員工 我該了解什麼？ 區別自願離職與非自願離職的異同，並指出它們對組織可能造成的影響。 說明員工如何確認組織是否公平對待每位員工。 指出與員工紀律管理有關的法律規定。 簡述組織能公正處理員工紀律問題的做法。 說明對工作不滿意將如何影響員工行為。 描述組織如何增進員工的工作滿意度，並留住適任員工。

2 導言 研究證實，當員工流動率低時，顧客及投資人也比較不會離棄公司 。 組織若能保持低離職率以及高度的員工滿意度，通常也會有較佳的營運表現。
2 of 23 研究證實，當員工流動率低時，顧客及投資人也比較不會離棄公司 。 組織若能保持低離職率以及高度的員工滿意度，通常也會有較佳的營運表現。

3 管理自願及非自願性離職 員工離職是指員工離開目前工作組織。 當組織啟動離職程序，結果就會產生非自願性離職 。
3 of 23 員工離職是指員工離開目前工作組織。 當組織啟動離職程序，結果就會產生非自願性離職 。 當員工主動表達離職意願，即為自願性離職。 基於以下原因，解聘員工對組織並非易事： 相關決策可能導致組織必須面對某些法律問題。 容易招至人身安全爭端。 基於以下原因，留任員工也非易事： 裁員和組織瘦身潮。 勞力市場吃緊。

4 組織須為員工離職擔付的成本 4 of 23

5 區別員工 員工離職會造成勞資雙方極大的經濟及風險影響，因此，組織必須設計標準化及系統化的紀律管理與解聘流程。
5 of 23 員工離職會造成勞資雙方極大的經濟及風險影響，因此，組織必須設計標準化及系統化的紀律管理與解聘流程。 這類決策均不應由員工主管或上司個人恣意決定。 惟有符合公平、合法且容許公正第三者介入等條件，組織才能建立妥善的員工區別政策。

6 公平正義原則 6 of 23 公平正義原則包括： 處置公平 程序正義 互動公平 在簽定競業禁止條款時，公平正義原則也扮演極為重要的角色。

7 公平正義原則 7 of 23

8 法律規範 不當解雇 歧視 員工隱私 組織的紀律管理系統，必須不觸犯對法律不當解雇的規定。 不可違反默示契約與公序良俗。
8 of 23 不當解雇 組織的紀律管理系統，必須不觸犯對法律不當解雇的規定。 不可違反默示契約與公序良俗。 歧視 須符合平等就業機會的法律規範 員工隱私 立法理由 監看員工 搜索員工 決定「誰應該知道內情」

9 保護員工隱私措施 9 of 23

10 漸進式紀律管理 組織必須將規範內容與行為後果，以書面方式傳達給所有員工，如：
10 of 23 漸進式紀律管理：正式的紀律管理程序。懲罰內容會隨著員工犯錯次數而加重。 創設正式紀律管理流程是人資部門的重要職責。 組織必須將規範內容與行為後果，以書面方式傳達給所有員工，如： 公告在公司公布欄上 印在員工手冊 張貼在內部網站

11 Progressive Discipline
Effective discipline programs have two central components: documentation progressive punitive measures The organization determines responses for first, second, third offenses, and so on. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

12 員工對漸進式紀律管理的反應 11 of 23

13 組織常見紀律問題 12 of 23

14 Approaches to Disciplinary Action
Hot stove rule Progressive disciplinary action Disciplinary action without punishment

15 Hot Stove Rule Burns immediately Provides warning
Gives consistent punishment Burns impersonally

16 Progressive Disciplinary Action
Minimum penalty appropriate to offense Improper behavior? Warrant disciplinary action? Warrant more than an oral warning? Warrant more than a written warning? Warrant more than a suspension? Termination

17 The Progressive Disciplinary Approach
Improper Behavior Yes Does this violation warrant disciplinary actions? No No Disciplinary Action Yes Does this violation warrant more than an oral warning? No Oral Warning Yes Does this violation warrant more than a written warning? No Written Warning Yes Does this violation warrant more than a suspension? No Suspension Yes Termination

18 Disciplinary Action without Punishment
Employee violates rule, manager issues oral reminder Repetition brings written reminder Third violation: Worker takes one, two or three days off (with pay) to think about situation Important that all rules be explicitly stated in writing

19 訴訟外爭訟處理機制 訴訟外爭訟處理機制：引進公正第三人協助處理爭端、不直接步入法庭的爭議處理機制。
13 of 23 訴訟外爭訟處理機制：引進公正第三人協助處理爭端、不直接步入法庭的爭議處理機制。 一般來說，訴訟外爭訟處理機制會歷經以下四個階段： 開放政策 同儕審查 調解 仲裁

20 訴訟外爭訟處理機制一般處理流程 14 of 23

21 員工協助方案 員工協助方案：指組織提供員工專業精神或毒癮治療的轉介服務。 員工協助方案之共同特色： 組織常在正式出版品中介紹方案內容
15 of 23 員工協助方案：指組織提供員工專業精神或毒癮治療的轉介服務。 員工協助方案之共同特色： 組織常在正式出版品中介紹方案內容 受有相關訓練的主管 受有相關訊練的員工 定期評估計畫成本及效益

22 工作逃避 工作逃避：係指員工採用任何身體、心理或情感上的舉動，達到逃避工作情境的一組行為模式。
16 of 23 工作逃避：係指員工採用任何身體、心理或情感上的舉動，達到逃避工作情境的一組行為模式。 工作逃避是員工因種種因素，導致對工作不滿意。常見者如： 工作本質 主管與同事 薪資等級 員工個人性情

23 Managing Voluntary Turnover - Job Withdrawal
Progression of withdrawal is a theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation. Three categories include: behavior change physical job withdraw psychological job withdraw Withdrawal behaviors are related to one another, and they are all at least partially caused by job dissatisfaction. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

24 Job Dissatisfaction-Job Withdrawal Process
Causes of job dissatisfaction - Personal disposition - Tasks and roles - Supervisors and coworkers - Pay and benefits Manifestations of job withdrawal - Behavioral change - Physical job withdrawal - Psychological job Job Dissatisfaction Job Withdrawal McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

25 Behavior Change An employee's first response to dissatisfaction would be to try to change the conditions that generate the dissatisfaction. When employees are unionized, dissatisfaction leads to an increased number of grievances. Employees sometimes initiate change through whistle-blowing - making grievances public by going to the media. Employees can sue their employers when the disputed policies relate to an aspect of employment that is covered by legislation. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

26 Physical Withdrawal There are several ways a dissatisfied worker can physically withdrawal from the organization: Leave the job Internal transfer Absenteeism Tardiness McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

27 Psychological Withdrawal
If the primary dissatisfaction has to do with the job itself, the employee may display a very low level of job involvement, which is the degree to which people identify themselves with their jobs. If the dissatisfaction is with the employer as a whole, the employee may display a low level of organizational commitment, which is the degree to which an employee identifies with the organization and is willing to put forth effort on its behalf. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

28 Job Satisfaction and Job Withdrawal
Job satisfaction is a pleasurable feeling that results from the perception that one's job fulfills or allows for the fulfillment of one's important job values. Three important aspects of job satisfaction are: values, perceptions, and importance. Frame of Reference is a standard point that serves as a comparison for other points and thus provides meaning. It usually reflects average past experiences. It can also reflect perceptions or other peoples’ experiences. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

29 Sources of Job Dissatisfaction
Personal Dispositions Pay and Benefits Tasks and Roles Supervisors and Coworkers McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

30 Sources of Job Dissatisfaction
Personal Dispositions Negative affectivity - a term used to describe a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life. Tasks and Roles Job enrichment - referring to a specific way to add complexity and meaningfulness to a person's work. Job rotation - the process of systematically moving a single individual from one job to another over the course of time. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

31 Job Characteristics Theory
Skill variety – extent work requires number of different activities for successful completion Task identity – extent job includes an identifiable unit of work carried out from start to finish Task significance – impact job has on other people

32 Job Characteristics Theory (Continued)
Autonomy – individual freedom and discretion employees have in performing their jobs Feedback – amount of information employees receive about how well they have performed the job

33 Sources of Job Dissatisfaction
Tasks and Roles (continued) Role - what an organization expects from an employee. Role ambiguity - the level of uncertainty about what the organization expects from the employee in terms of what to do or how to do it. Role conflict - the recognition of incompatible or contradictory demands by the person who occupies the role. Role overload - a state in which too many expectations or demands are placed on the person. Role-analysis technique - enables a role occupant and other members of the role occupant’s role set to specify and examine their expectations for the role occupant McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

34 Sources of Job Dissatisfaction
Supervisors and Coworkers A person may be satisfied with his or her supervisor and coworkers for one of three reasons: shared values, attitudes, and philosophies, strong social support, help in attaining some valued outcome. Pay and Benefits For many people, pay is a reflection of self worth, so pay satisfaction takes on critical significance when it comes to retention. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

35 Survey Feedback Interventions
Reasons for routinely surveying employee attitudes include the following: It allows the company to monitor trends over time. It provides a means of assessing change impacts in policy. If a company uses a standardized scale, it can compare itself with others in the same industry. If a company provides feedback and a corresponding action plan to deal with problems, dissatisfaction can become a plus. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

36 工作逃避過程 17 of 23

37 工作不滿意 員工及組織的許多面向，均可能導致工作不滿意。相關因素可大別為以下四個類型： 個人性情 : 負向性情 負向自評 任務與角色 :
18 of 23 員工及組織的許多面向，均可能導致工作不滿意。相關因素可大別為以下四個類型： 個人性情 : 負向性情 負向自評 任務與角色 : 角色模糊 角色衝突 角色負擔 上司與同事 薪資與福利

38 克服工作不滿意的方法 以行動改變 ： 改變現狀 申訴 法律訴訟 行動上的工作逃避 ： 遲到 請病假 要求轉部門 離職 心理上的工作逃避 ：
19 of 23 以行動改變 ： 改變現狀 申訴 法律訴訟 行動上的工作逃避 ： 遲到 請病假 要求轉部門 離職 心理上的工作逃避 ： 工作投入 組織承諾

39 工作滿意度 工作滿意度：指由於了解個人的工作成就，或個人對工作的重要價值有進一步實現的可能，因而產生愉快感受。 工作滿意的面向包括：
20 of 23 工作滿意度：指由於了解個人的工作成就，或個人對工作的重要價值有進一步實現的可能，因而產生愉快感受。 工作滿意的面向包括： 工作滿意與個人價值有關 不同員工有不同價值觀 工作滿意是基於個人感受而來

40 增加工作滿意度 21 of 23

41 任務與角色 組織可藉由增加任務複雜度及意義性，提升員工工作滿意度。如工作擴大化或工作輪調，即屬這類工作設計方式。
22 of 23 組織可藉由增加任務複雜度及意義性，提升員工工作滿意度。如工作擴大化或工作輪調，即屬這類工作設計方式。 組織也可藉由設計清楚及適當的工作角色，增加員工工作滿意度。 工作複雜度 有意義的工作 清楚及適當的角色

42 監管工作滿意度 常見評量工作滿意度做法是調查法。 在找尋適當調查工具時，不妨從利用現成的量表開始。 工作說明指標 非文字式工作滿意度量表
23 of 23 常見評量工作滿意度做法是調查法。 在找尋適當調查工具時，不妨從利用現成的量表開始。 工作說明指標 非文字式工作滿意度量表 薪資滿意度調查問卷 離職面談：由離職員工與其主管（及人資人員），討論員工為何選擇離職。