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Current Topics in HRM

Current Topics in HRM . Job Mobility. Importance of Topic. High turnover is costly to org Loss of talents Loss of company clients Exit interviews time & administration costs Replacement costs ($200,000). Types of Job Mobility. Internal-upward Promotions within an organization

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Current Topics in HRM

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  1. Current Topics in HRM Job Mobility

  2. Importance of Topic • High turnover is costly to org • Loss of talents • Loss of company clients • Exit interviews time & administration costs • Replacement costs ($200,000)

  3. Types of Job Mobility • Internal-upward • Promotions within an organization • Internal-lateral • Internal-downward • External-upward • Promotions in another organization, starting own businesses • External-lateral • Internal-downward

  4. Major Determinants of Job Mobility • Structural factors • Economic conditions • Better economy  more job alternatives • Societal characteristics • Regional segmentation • Employment-related public policy • Legislation

  5. Major Determinants of Job Mobility • Industry differences • Gender composition • Wage level • Industry growth • Org staff strategies • Openness of internal labor market • High openness  more job opportunities • Cohort competition • Emphasizing competition vs. seniority • Competition  losers may leave  more job mobility • Seniority  everyone waiting  less job mobility

  6. Major Determinants of Job Mobility • Individual Difference Factors • Neuroticism • Extraversion • Conscientiousness • Openness to experience • More external mobility • Agreeableness • Socially successful

  7. Major Determinants of Job Mobility • Decisional Factors • Subjective norms • Strong vs. weak norm for job change • Desirability of mobility • Removing job dissatisfaction (discussed later) • Enhancing job satisfaction (e.g., fulfilling jobs) • Readiness for change

  8. Job Satisfaction & Job Mobility • Job Satisfaction & Job Mobility are closely related • Job satisfaction often revolves around 5 components: • Job satisfaction and job dissatisfaction • Job dissatisfaction is often followed by search for job alternatives • An acceptable job alternative • Thus, job satisfaction and job alternatives are suggested to be the most important factors in traditional turnover theories

  9. Newer Perspectives on Job Mobility • The Shock Perspective • Shocks are expected or unexpected events that arouse turnover intentions • E.g., mergers, unsolicited job offers, friends’ leaving, having a baby, spouse relocation, a poor performance appraisal, pregnancy, spouse relocation • 3 different paths between shocks and turnover

  10. 3 Specific Paths • Path 1: Following a plan • There is a plan for leaving an org already • E.g., I will leave if I have a baby • E.g., I will leave if I get accepted by an oversea University master program •  Encountering shocks •  Turnover

  11. 3 Specific Paths • Path 2: Leaving without a plan • There is no plan for leaving an org •  Encountering shocks • E.g., Having a big fight with a coworker • E.g., Being passed by for promotions •  Turnover

  12. 3 Specific Paths • Path 3: Leaving for something better • Shocks •  Job dissatisfaction •  Search for job alternatives •  Found better job alternatives •  Turnover

  13. Job Embeddedness (Comprised of 6 Forces) • Fit, Links, Sacrifice collectively influence people’s willingness to leave an org • Fit with the company • Employees’ subjective perceptions of fit • Links to the company • Connections with groups/the organization • Sacrifice if leaving the company

  14. Job Embeddedness(Comprised of 6 Forces) • Fit, Links, Sacrifice collectively influence people’s willingness to leave a community • Fit with the community • Employees’ subjective perceptions of fit • Links to the community • Connections with groups in the community • Sacrifice if leaving the community

  15. Embeddedness Fit with the company Fit with the community Links to the company Links to the community Sacrifice in leaving the company Sacrifice in leaving the community

  16. Implications for HRM • Retention strategies should focus on factors that promote fit, links, and sacrifice • E.g., hiring for person-org fit, use of teamwork and mentoring, pension funds • Employees’ job mobility is likely a combination of different factors • Prepare employees for dealing with shocks • Occupational embeddedness • Fit with an occupation, links to an occupation, sacrifice to leave the occupation

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