Search results

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

According to previous research, exit interviews do not fulfil the purpose of generating useful feedback from parting employees. According to signaling theory, they might, however, serve a different purpose: to leave one last good impression on parting employees, and the aim of this study was to test this.

A survey was administered to a sample of 164 German employees.

Consistent with arguments based on signaling theory, those who experienced an exit interview reported more residual affective commitment toward their former employer and less willingness to complain about it, and these effects were mediated by interpersonal fairness perceptions. In addition, the probability of having an exit interview was found to depend on the resignation style of employees.

This new perspective on exit interviews can renew the interest in studying how organizations manage the offboarding process.

This study advises employers to conduct “exit conversations” (as two-way interactions rather than one-way interviews) and to carefully plan the exit phase.

To the best of the authors’ knowledge, this is the first study that proposes a signaling theory perspective of exit interviews and that links exit interviews with the literature on resignation styles.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

The production of a good or service requires that the supplier performs a wide range of activities. Many companies are trying to fit outsourcing with the dimensions of their organization. Outsourcing is increasingly being used among Iranian companies in the field of the electric power industry. Human resources are among the factors that consider outsourcing as an obstacle for their growth because staffs declare that the development of outsourcing is a serious threat for unemployment of them and ultimately expulsion from work. Thus, this study surveys the dynamic effects of human resources and work experience on outsourcing decisions. This paper aims to propose a model for dynamic strategic outsourcing focusing on human resource and work experience.

Presenting a model for strategic outsourcing can help organizations to resolve their outsourcing problems. The data needed for examining the dynamic impact of human resources and work experience on outsourcing have been compiled using library and field studies. The method used in this study is an integrated approach, so the model could consider the general effects of manpower and present a systematic view. After interviewing with experts in power industry, the causal relationships of the variables were determined, and a dynamic model based on the applications of the dynamic system was developed in VENSIM software. The research model will be completed in a three-year period (2016-2019) in the power industry of Iran.

For completing projects in an organization, cooperation between internal employees and external contractors is needed; thus, results based on both external contractors and internal staff have shown that outsourcing through working of a number of contractors will be more effective than frequent use of one contractor. On the other hand, improving the quality of projects could be done by training new employees using skilled and expert employees.

Existence of one-dimensional models (only with qualitative factors or only with quantitative factors) in the context of outsourcing in the past studies has prompted to study different types of factors together as a dynamic model. This paper presents a quantitative and qualitative model in the field of strategic outsourcing with emphasis on human resources and work experience. In the past studies, there was no way to formulate the qualitative factors, and they simply used the data from the organization, and the only formulation in their works was based on quantitative factors. But in this study, both factors with dynamic modeling have been formulated.

In America the non‐union employment relationship is defined by the rigid doctrine of employment‐at‐will. It is thought to have evolved from the master‐servant relationship which was a personal relationship. With the emergence of industrialisation in the nineteenth century, the personal relationship was essentially replaced by a commercial relationship. This commercial relationship needed definition commensurate with the definition of tasks and responsibilities within the factory's structured management and assembly line type processes. By 1877, employment‐at‐will became a generally accepted position in the American courts. “This doctrine embraces a rule declaring that employment for an indefinite term may be terminated at any time for any reason or for no reason by either the employee or the employer without legal liability” (Seidman, 1993:44). “Bosses could fire workers for any reason — as long as the firing is not discriminatory or retaliatory” (Iwata, 1994).

The purpose of this paper is to study the implementation of a new open-ended contract termination in 2008 in France, called the rupture conventionnelle (RC), which is a mutually agreed contract termination. More precisely, this paper analyses first the impact of the RC on the employers’ termination decisions (termination or not?). Then it seeks to provide empirical evidence of a substitution between the RC and other contract terminations (if there is termination, what types?).

The approach is first empirical. The author uses two matched firms’ data sets: one relating to the movement of employees and other from accounting data from 2006 to 2009. Using a propensity score matching method, the author creates two similar (from observable characteristics) firms’ groups – those that used RC in 2009 and those not. The author compares the evolution of the employment decisions between the two groups between 2008 and 2009 in order to identify the specific effect of the RC in the user firms.

The results indicate that the introduction of the RC tends to increase workforce exits and does lead to much more job destruction in the user firms, i.e. job destruction would have been weaker in the user firms if the RC had not been implemented. Substitutions with dismissals for personal reasons and for economic reasons also may have appeared, albeit weakly.

The RC seems an important measure to make the labour market more flexible, especially in France where EPL is often criticize for its rigidities. But few studies analyse the consequences of this new institutional rule on firms’ behaviour and with firms’ data set. Then this paper provides first some understanding and assessment of the economic effects of the RC.

The turnover intention (TI) is a very challenging concept for an organisation, but there are seemingly not many instruments around to measure TI. The purpose of this paper was to develop and validate an instrument to measure the TI concept of Generation Y in Thailand.

Ten questions were developed as an instrument to measure TI based on previous concepts and theories and verified using exploratory factor analysis, confirmatory factor analysis and convergent validity.

Three dimensions were proposed to measure TI including aspects of intention to quit, turnover thinking and opportunities for new job with excellent reliability at 0.811, 0.837 and 0.830, respectively.

A measurement scale to assess TI of Generation Y salespeople has never been studied in Thailand. The measurement scale was proved to be valid and will enable human resource officers, divisions and companies to accurately analyse the level of employee TI. This instrument can help educators and researchers to better understand and comprehend factors of employee TI.

Though there are still political turbulences, the economic cooperation between mainland China and Taiwan is inseparable. Cooperation between enterprises on both sides has become more frequent. Studying the similarities and differences between employees in Cross-Strait enterprises can contribute to human resource management. This paper aims to study the cultural difference between employees of mainland China and in Taiwan when facing psychological contract violations.

A total of 811 valid sample questionnaires were taken from Cross-Strait private enterprise employees. This research adopted partial least squares-structural equation model statistical analysis as an empirical research evaluation.

This study finds that psychological contract violation has a significant positive impact on turnover intention and a significant negative impact on organizational citizenship behavior (OCB) in the Chinese context. There exist cultural differences between the employees of mainland China and Taiwan. When facing psychological contract violation, it is found that employees from Taiwan are more likely to have a strong turnover intention but still keep higher job performance. Employees from mainland China are found to be more likely to have higher OCB.

The originality of this research lies in establishing a stronger theoretical model to understand employee behavior. This paper verifies the validity of this model under the Chinese context. Moreover, this paper verifies the cultural difference between Cross-Strait employees.

Judging from the enormous amount of case law which has taken place on unfair dismissal claims since its initial introduction by the Industrial Relations Act 1971, this branch of the law of dismissal has proved more popular than the common law of wrongful dismissal which, though significantly less sought after, is still of importance in certain circumstances. The implications and functions of the law of wrongful dismissal have already been treated. Nothing further need be added; the reader is therefore referred to the appropriate monograph.

After practicing the case students will be able to; understand the importance of recruiting the right person in retaining employees. Understand the underlying causes of employees’ turnover. Formulate retention strategies.

The case presents the situation of high turnover in Case Research Center (CRC), Sukkur IBA University. The protagonist, Dr. Waheed Ali Umrani, Head CRC was concerned about the retention of Research Associates in the CRC. The case also highlights the reasons for the turnover of early-career female research associates in an academic setup of Sukkur IBA University. This case will involve students to critically think and come up with retention strategies and measures that recruiters, in this case, should consider before and after the selection of Research Associates.

Graduate.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.