dessler, cole, goodman, and sutherland in-class edition management of human resources second...

Dessler, Cole, Goodman, and SutherlandIn-Class Edition

Management of Human ResourcesSecond Canadian Edition

Chapter Eleven

Fair Treatment: The Foundation of Effective Employee Relations

© 2007 Pearson Education Canada 11-1


Strategic Importance of Effective Employee Relations

–retaining productive employees

–employee motivation

– employee commitment to the goals of the

organization

–retaining productive employees

–employee motivation

– employee commitment to the goals of the

organization


Communication Programs

Downward Communication

–information about various aspects of the

organization that is initiated by management

and then proceeds down through the hierarchy.

Downward Communication

–information about various aspects of the

organization that is initiated by management

and then proceeds down through the hierarchy.



Upward Communication

–communication that begins with employees

and proceeds up through the organization

as a way of informing/influencing management

Upward Communication

–communication that begins with employees

and proceeds up through the organization

as a way of informing/influencing management



Employee Opinion Surveys

–questionnaires to regularly ask employees

their opinions about:

• the company

• management

• work life

Employee Opinion Surveys

–questionnaires to regularly ask employees

their opinions about:

• the company

• management

• work life


Fair, Ethical, and Legal Treatment

Management rights: to run the business

Employee rights: from law, contract, hiring

conditions

Statutory rights: from law

Contractual rights: from employment or

union contract

Management rights: to run the business

Employee rights: from law, contract, hiring

conditions

Statutory rights: from law

Contractual rights: from employment or

union contract



–discipline

–seniority issues in promotion, transfer, layoffs

–job evaluation

–work arrangements

–overtime

–vacation, holidays

–incentives

–discipline

–seniority issues in promotion, transfer, layoffs

–job evaluation

–work arrangements

–overtime

–vacation, holidays

–incentives

Perceived Unfairness



Guaranteed Fair Treatment Programs

–employer programs aimed at fair treatment

of employees

–formal, highly publicized vehicles

–employees can appeal any eligible issue

Guaranteed Fair Treatment Programs

–employer programs aimed at fair treatment

of employees

–formal, highly publicized vehicles

–employees can appeal any eligible issue



–employee right to privacy vs. employer right to

know

–employers concerned with time wastage,

abuse of company property

–electronic monitoring easy, inexpensive;

legal if balanced with employee rights

–employee right to privacy vs. employer right to

know

–employers concerned with time wastage,

abuse of company property

–electronic monitoring easy, inexpensive;

legal if balanced with employee rights

Electronic Trespassing and Employee Privacy


Fair and Ethical Discipline

Rules and

regulations

Rules and

regulations

Fairness in Discipline—Three Foundations

System of

progressive

penalties

System of

progressive

penalties

An appeals

process

An appeals

process



–take a counselling approach

–exhibit positive non-verbal demeanour

–provide employee some process/outcome control

–provide a clear explanation of the problem

–ensure discussion is held in private

–ensure that discipline is non-arbitrary/consistent

–take a counselling approach

–exhibit positive non-verbal demeanour

–provide employee some process/outcome control

–provide a clear explanation of the problem

–ensure discussion is held in private

–ensure that discipline is non-arbitrary/consistent

Fairness in Disciplinary Discussions



1. Issue oral reminder

2. Issue formal written reminder

3. Provide one-day paid decision leave

4a. Purge suspension from file if no further

incidents for one year

4b. Dismissal if behaviour is repeated

1. Issue oral reminder

2. Issue formal written reminder

3. Provide one-day paid decision leave

4a. Purge suspension from file if no further

incidents for one year

4b. Dismissal if behaviour is repeated

Discipline without Punishment


Managing Dismissals

–unsatisfactory performance

–misconduct

–lack of qualifications for the job

–changed requirements of (or elimination of)

the job

–unsatisfactory performance

–misconduct

–lack of qualifications for the job

–changed requirements of (or elimination of)

the job

Grounds for Dismissal


Managing Dismissals

–direct disregard for superior’s authority

–refusal to obey orders

–deliberate defiance of company rules

–public criticism of superior

–direct disregard for superior’s authority

–refusal to obey orders

–deliberate defiance of company rules

–public criticism of superior

Insubordination (1 of 2)


Managing Dismissals

–blatant disregard for reasonable instructions

–contemptuous display of disrespect

–disregard for chain of command

–action to undermine superior

–blatant disregard for reasonable instructions

–contemptuous display of disrespect

–disregard for chain of command

–action to undermine superior

Insubordination (2 of 2)


Managing Dismissals

–in writing or implied

–employment for indefinite period unless

otherwise stated

–termination requires reasonable notice

–termination for just cause does not require notice

–in writing or implied

–employment for indefinite period unless

otherwise stated

–termination requires reasonable notice

–termination for just cause does not require notice

Employment Contract


Managing Dismissals

–employee can allege wrongful dismissal if:

• notice is not provided

• notice is not considered reasonable

–employee can allege wrongful dismissal if:

• notice is not provided

• notice is not considered reasonable

Wrongful Dismissal


Managing Dismissals

–unilateral changes in employment contract,

unacceptable to employee• demotion• forced early retirement• forced transfer• reduction in pay/benefits• changes in job duties/responsibilities

–unilateral changes in employment contract,

unacceptable to employee• demotion• forced early retirement• forced transfer• reduction in pay/benefits• changes in job duties/responsibilities

Constructive Dismissal


Managing Dismissals

–provide warnings before termination (final

warning in writing)

–prepare a checklist of company property to

be accounted for

–change security codes and locks

–for mass dismissal, prepare news release

–decide beforehand how to inform coworkers

–provide warnings before termination (final

warning in writing)

–prepare a checklist of company property to

be accounted for

–change security codes and locks

–for mass dismissal, prepare news release

–decide beforehand how to inform coworkers

Dismissal Procedures


Managing Dismissals

Termination Interviews

Step 6. Identify next step for employeeStep 6. Identify next step for employee

Step 5. Review severance packageStep 5. Review severance package

Step 4. ListenStep 4. Listen

Step 3. Describe the situationStep 3. Describe the situation

Step 2. Get to the pointStep 2. Get to the point

Step 1. Plan the interview carefullyStep 1. Plan the interview carefully


Managing Dismissals

Outplacement Counselling

–training and counselling for a terminated

employee

–includes self-appraisal and job-search skills

–training and counselling for a terminated

employee

–includes self-appraisal and job-search skills


Managing Separations: Layoffs and Retirement

Alternatives to Layoffs

–voluntary reduction in pay plan

–voluntary time off

–contingent employees

–voluntary reduction in pay plan

–voluntary time off

–contingent employees


Managing Separations: Downsizing and Mergers

– dramatical reduction of employees

– downsizing often happens during mergers

and acquisitions

– appropriate communication is critical

– manage emotional reactions

– dramatical reduction of employees

– downsizing often happens during mergers

and acquisitions

– appropriate communication is critical

– manage emotional reactions


Managing Separations: Layoffs and Retirement

Pre-retirement Counselling

Lifestyle goalsLifestyle goals

Financial planningFinancial planning

Relationship issuesRelationship issues

Health issuesHealth issues

dessler, cole, goodman, and sutherland in-class edition management of human resources second...

Documents

employee rights employee

legal treatment employee

pearson education canada

business employee rights

organization slide

law contractual rights

unfairness slide

publicized vehicles