Employee Separation

Table of Contents

Introduction 2

1.0 Involuntary Turnover 2

1.1 Initiated by employee 3

1.2 Initiated by the organization 4

2.0 Voluntary Turnover 4

2.1 Sources of dissatisfaction 5

REFERENCE 7

APPENDIX 8

Introduction

Satisfied employees with the right attitude is a requirement for successful organizations. A firm’s success also depends on its ability and willingness to dismiss employees who are engaging in counter-productive behaviour. If, employees who involves in unproductive, disruptive or dangerous behaviour are not separated from their co-workers, it leads to difficulties for the organisation to retain productive and valuable employees besides effecting overall performance. Many managers fail to honestly evaluate their subordinates resulting retention of poor-performance employees. A successful organisation should identify employees with continues poor-performance and encourage their separation to maintain competitiveness.

Organisation must take necessary effort to allow, encourage and in certain cases force to leave, those employees who are seriously under-performing or do not response well to developmental opportunities. This also includes employees with good-performance but bad attitude or unacceptable behaviour. However, it’s not easy to fire an employee. Employees could even sue their employer in the case of dissatisfactory separation. Nevertheless, violence could occur in work place following an employee separation. Employee separation could be legally complicated and dangerous. It could be further analysed in two perspective; involuntary turn over and voluntary turn over.

1.0 Involuntary Turnover

Involuntary turnover always viewed negatively by employees where employees are “let go” by their organization although they usually wouldn’t wish to leave. This process is an emotional and difficult task; to be handled with the utmost care and attention. When this type of separation is not handled correctly, it causes many issues...