UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

institutionalized the practice of welcoming their ex-employees to rejoin them later. This
would save them induction costs and ensure person-organization fit.
Some organizations have simplified the procedure to re-appoint their exemployees,
by requiring just a single sitting with the reporting authority to be able to join
back the parent organization. Such organizations have also made the procedure for exit
less cumbersome one by enabling their claims getting processed through a single window
clearance mechanism. The administration of separation caused by resignation is very
simple as it is unlikely to result in any dispute except the notice period or timely
settlement of dues on either side.
The average tenure expectancy of employees within an organization has been
steadily in the decline. From a life-long career path spanning over three decades, the
average tenure has come down to five years and is shrinking further. Employees might
want to leave the organization for reasons of better pay, working conditions, opportunities
to learn and grow, or may cite ill health or domestic responsibilities to quit their positions.
In any case, they would be required to serve a notice period by which they would be able
to handover their duties and responsibilities to another incumbent. Causes for resignations
are investigated during the exit interview wherein, the outgoing employee is requested to
share his feedback about his working experiences in the organization.
The net result of organizational changes would be that jobs becoming more
amorphous and more difficult to define. Changes are also taking place at individual jobs.
A large number of poor performers at one job or organization are sometimes found to
become solid successes at another, in which case the organization has to deliberate on its
inherent deficiencies that caused a failure in tapping the right performance levels from
them. Similarly, if successive incumbents in a post fail to perform or retain their jobs, then
the attention should be focused on the system in which the work is done or on the job
content itself, rather than the individuals. Such jobs are called as “Widow-maker Jobs” in
Management Jargons of the west.
According to the management thinker and writer Peter Drucker, the workable
solution for the problem would be to eliminate the job itself by redesigning the positions
and responsibilities in a more practical and pragmatic manner. Some organizations resort
to a method of easing out employees slowly and progressively. Referred to as Golden
Parachuting, this method involves providing the employees adequate time of tenure and/or
financial security to prepare themselves for facing life outside their employment. This kind
of arrangement could be contractual and are often available for highly skilled human
resources.