Ch3_INTERNAL EMPLOYEE- RELATIONS
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Transcript of Ch3_INTERNAL EMPLOYEE- RELATIONS
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INTERNAL
EMPLOYEERELATIONS
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Chapter Objectives Describe internal employee relations.
Explain discipline and disciplinary action.
Explain how grievance handling istypically conducted under a collectivebargaining agreement.
Explain how grievance handling istypically conducted in union-free firms.
Define alternative dispute resolution.
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Chapter Objectives (Continued) Describe how termination conditions
may differ with regard to non-
managerial/non-professionalemployees, executives, managers, andprofessionals.
Explain the concept of employment at
will.
Describe demotion as an alternative totermination.
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Chapter Objectives (Continued) Explain downsizing and layoffs.
Describe transfers, promotions,
resignations, and retirements as factorsinvolved in internal employee relations.
Explain the importance of evaluatingthe human resource managementfunctions.
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Internal Employees Relations Defined
Promotion
Transfer
Demotion
Resignation
Discharge
Layoff
Retirement
Discipline
Disciplinary Action
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Disciplineand Disciplinary Action Discipline - State of
employee self-control and
orderly conduct Disciplinary action -
Invokes a penalty against
an employee who fails tomeet establishedstandards
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The Disciplinary Action Process Organizational goals
Establish rules
Communicate rules to employees
Observe performance
Compare performance with rules
Take appropriate disciplinary action
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Approachesto Disciplinary Action Hot stove rule
Progressivedisciplinaryaction
Disciplinaryaction withoutpunishment
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H
ot Stove Rule Burns
immediately
Provides warning
Gives consistentpunishment
Burnsimpersonally
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Progressive Disciplinary Action
Minimum penalty appropriate to offense
Improper behavior? Warrant disciplinary action?
Warrant more than an oral warning?
Warrant more than a written warning?
Warrant more than a suspension?
Termination
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Disciplinary Action without
Punishment Employee violates rule, manager issues
oralreminder
Repetition brings written reminder
Third violation: Worker takes one, twoor three days off (with pay) to thinkabout situation
Important that all rules be explicitlystated in writing
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Problemsinthe Administrationof
DisciplinaryAction Lack of training
Fear
The only one
Guilt
Loss of friendship
Time loss Loss of temper
Rationalization
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GrievanceHandlingundera
Collective Bargaining Agreement Causes of grievances
Grievance procedure
Arbitration
Factors used to evaluate managementfairness
Proof that disciplinary action wasneeded
Weaknesses of arbitration
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CausesofGrievances
Violations of terms and conditions ofagreement
Violation of law
Violation of intent of parties as stipulatedduring contract negotiations
Violation of company rules
Change in working conditions or pastcompany practices
Violation of health/safety standards
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Grievance Procedure
Employee, orally and informally,presents grievance to immediatesupervisor in presence of union
steward
Meeting between plant or humanresource manager and higher unionofficials, such as grievancecommittee, business agent ormanager
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G
rievance Procedure (Continued) Meeting between firms top labor
representative (such of vice
president of industrial relations)and high-level union officials
Go to arbitration
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Arbitration
Final step in grievanceprocedures
Most agreements restrictarbitrators decision toapplication andinterpretation of
agreement and makedecision
Used to settle grievances
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Factors Arbitrator Usesto Evaluate
ManagementFairness Nature of offense
Due process and procedural correctness
Double jeopardy
Grievants past record
Length of service with company
Warnings Lax enforcement of rules
Discriminatory treatment
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Proofthat DisciplinaryActionWasNeeded
-F
ormatofaWrittenWarning State facts of offense
Identify violated rule
State what resulted or could haveresulted from offense
Identify previous similar violations byindividual
State future consequences if violationoccurs again
Signature and date
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WeaknessesofArbitration
Length of time
between first step ofgrievance procedureand final settlement
Cost of arbitration
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GrievanceHandlingin
Union-free Organizations
Means of resolving
complaints vary Well-designed
grievance procedureensures worker has
ample opportunity tomake complaintswithout fear of reprisal
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Alternative Dispute Resolution Procedure where employee and
company agree problems will be
addressed by agreed-upon meansahead of time
Means
Types of complaints
Typically a stepped procedure
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Means
Arbitration
Mediation
Mini-trials
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TypesofComplaints Being fired
without cause
Sexualharassment
Discrimination
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Stepped Procedure Facilitated interaction between
complaining employee and
supervisor
Review with senior manager orreview board
Mediation attempted followed byarbitration at end
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Termination Termination of non-
managerial/non-professionalemployees
Termination of executives
Termination of middle- and
lower-level managers andprofessionals
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TerminationofExecutives Economic
Reorganization/
downsize
Philosophicaldifferences
Decline inproductivity
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EmploymentatWill Unwritten contract created when
employee agrees to work for
employer
No agreement as to how longparties expect the employment
to last
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Demotionas Alternativeto
Termination Demotions used as
alternative to
discharge Demotion is process
of moving worker tolower level of duties
and responsibilities,usually involving areduction in pay
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Downsizingand Layoffs
Downsizing also known as restructuringand rightsizing
Reverse of company growing; suggestone-time change in organization andnumber of people employed
Layoffs differ in magnitude of number
of workers no longer employed Layoff/recall procedures
Outplacement
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Layoff/Recall Procedures Carefully constructedprocedures should bedeveloped
When unionized, proceduresare stated clearly in labor-management agreement
Agreement may havebumping procedure
Recall procedures also statedin agreement
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Outplacement (Continued) Career guidance
Help understanding successful
interviewing techniques
Development of personal actionplans and continuing support
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Transfers Lateral movement
of worker withinan organization
Transfers serveseveral purposes
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Transfers Serve Several Purposes
Necessary to reorganize
Make positions available in primary
promotion channels Satisfy employees personal desires
Deal with personality clashes
Becoming necessary to have widevariety of experiences beforeachieving promotion
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Promotion Movement to higher
level in company
Future promotions willnot be as availableas in past
Seek other ways to
reward employees
Dual-track system
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Resignation Exit interview
Advancenotice of
resignation
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Exit Interview Establish rapport
State purpose of interview
Explore employees attitudes regarding
old job
Explore workers reasons for leaving
Compare old and new jobs
Record changes recommended byemployee
Conclude interview
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AdvanceNoticeofResignation Would like two weeks
Communicate policyto all employees
May pay employee fornotice time and ask
him/her to leaveimmediately
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Retirement
Earlyretirement
Retirement
planning
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EvaluatingtheHuman Resource
ManagementFunction Important for human
resources to receive samedegree of cost evaluation asfor operations
HR self-audit
Checklists
Quantitative measures