Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide...

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005

Slide 25.1

Ascribing Meaning to Grievance & Discipline

• Awkward words nowadays

• Technical terms to describe the breakdown of mutual confidence

• Used when the working relationship goes wrong

• Deals with dissatisfaction


Slide 25.2

Milgram Experiments

• 18 different experiments to investigate obedience to authority

• Highlighted significance of obedience & power to everyday lives

• Subjects showed astonishing compliance with authority

• Predilection to obey instructions from authority figures


Slide 25.3

Factors For Obedience to Authority

1. Family

2. Institutional setting

3. Rewards

4. Perception of authority

5. Entry into the authority system

6. Overarching ideology


Slide 25.4

HR role (1 of 2)

• Facilitate and administer grievance and disciplinary issues

• Devise and negotiate the procedural framework or organisational justice

• Involved in interviews and problem solving discussions


Slide 25.5

HR role (2 of 2)

• Maintain viability of the whole process

• Monitor and make sure grievances are not overlooked

• Oversee disciplinary machinery


Slide 25.6

Types of Discipline

• Regulation of human activity to produce a controlled performance

• Managerial discipline

• Team discipline

• Self discipline


Slide 25.7

Value of Discipline

• Negative – producing punishment or prevention

• Valuable quality for individuals


Slide 25.8 Three Forms of Discipline

Figure 25.1 Three forms of discipline


Slide 25.9

Dissatisfaction, Complaints & Grievance

• Dissatisfaction – anything that disturbs an employee, whether or nor the unrest is expressed in words

• Complaint – a spoken or written dissatisfaction brought to the attention of the supervisor

• Grievance – a complaint that has been formally presented to a management representative


Slide 25.10

Types of Complaints

• Factual and can be easily tested

• Based on partly subjective reactions

• Involving the hopes and fears of employees


Slide 25.11 The Framework of Organisational Justice

Figure 25.2 The framework of organisational justice


Slide 25.12

Organisational Culture

• Affects behaviour of people

• Develops norms that are hard to alter

• Provide a pattern of conformity

• Affects the freedom and candour which people discuss dissatisfaction


Slide 25.13

Rules

• Every workplace has rules• Rules need to be clear and readily understood• Number of rules should be sufficient to cover

all obvious and usual disciplinary matters• Helpful if rules are jointly determined• Easy access to rules


Slide 25.14

Types of Rules

1. Negligence

2. Unreliability

3. Insubordination

4. Interfering with rights of others

5. Theft

6. Safety offences


Slide 25.15

Ensuring Rules Are Kept

1. Provision of information

2. Induction

3. Placement or relocation

4. Training

5. Review

6. Penalties


Slide 25.16

Types of Penalties

• Rebuke• Caution• Warnings• Disciplinary transfer • Demotion• Suspension


Slide 25.17

Features of a Grievance Procedure

1. Fairness

2. Representation

3. Procedural steps

4. Promptness


Slide 25.18 Outline Grievance Procedure

Figure 25.3 Outline grievance procedure


Slide 25.19

Disciplinary Procedure

• Similar to grievance

• Depends on fairness, promptness, representation

• Additional features – authorisation of penalties, investigation, information and explanation


Slide 25.20 Outline Disciplinary Procedure (1 of 2)

Figure 25.4 Outline disciplinary procedure


Slide 25.21 Outline Disciplinary Procedure (2 of 2)

Figure 25.4 Outline disciplinary procedure


Slide 25.22

Are Processes Equitable?

• To command support must be equitable, just and fair

• Fairness linked to interests that all workers have in common

• Process of formalising procedures that once existed in custom and practice

• Degree of similarity to judicial process


Slide 25.23

Summary (1 of 2)

• General predilection of people to obey commands from those holding higher rank

• Exercise of discipline limited by the procedural structures for grievance & discipline

• Grievance and discipline are HR areas which other people do not want to take over

• Discipline can be understood as being managerial, team or self discipline


Slide 25.24

Summary (2 of 2)

• Dissatisfaction, complaint and grievance form a hierarchy

• Grievance and discipline processes require a framework of organisational justice

• The grievance and disciplinary process frameworks is key to being equitable


Slide 25.25

Focus on Skills V:Grievance & Disciplinary Interviews

• Least popular of all management activities

• Required when things go wrong in the working relationship

• Involves at some point a meeting between –

– a dissatisfied manager and an employee who is seen as the cause of the dissatisfaction

– or a dissatisfied employee and a manager representing the employing organisation


Slide 25.26

Present Day Views on Discipline

• Connected with the idea of punishment

• Can make a problem solving approach difficult


Slide 25.27

The Latin Derivation

• Discere – to learn

• Discipulus – a learner

In a disciplinary interview the manager is attempting to modify the working behaviour of a subordinate, not necessarily via punishment


Slide 25.28

Idea of Grievance

• Can have problems of definition and ethos

• A convenient technical classification dissatisfaction – complaint – grievance

• Dictionary definition – a real or imaginary wrong causing resentment


Slide 25.29

The Nature of Grievance & Disciplinary Interviews

• Provide information• Explain work requirements• Can deliver rebukes• Use a problem solving approach• Involve sympathy• Requires use of perception• Requires empathy


Slide 25.30

Methods

• Analytical

• Constructive


Slide 25.31

Process (1 of 4)


Slide 25.32

Process (2 of 4)


Slide 25.33Process (3 of 4)


Slide 25.34

Process (4 of 4)


Slide 25.35

Procedural Position

• Important to understand the procedural position • Ensure the impending interview is appropriate• Critical in disciplinary as penalties may already

have been set up by warnings, etc.• Who needs to attend?• What facts need to be determined?• What advice may be required?• Where will interview take place?


Slide 25.36

Information That Should be Sought

• Subject of grievance/disciplinary• Aspects of working performance – disciplinary• Factual collaboration• General information – working arrangements,

relationships, etc.


Slide 25.37

Suitable Place for the Interview

• Formality of location can impact on assessment of situation

• Informal versus formal


Slide 25.38

Grievance Interview Steps

• Understand the nature of the grievance• Explain the management position• Focus on the problem• Discuss possibilities• Decide action


Slide 25.39

The Grievance Interview in Sequential Terms


Slide 25.40

Disciplinary Interview Steps

• Explain the management position

• Understand employee’s position – focus on the problem

• If this does not produce satisfactory result – progress to more steps – persuasion, showing disapproval, invoking penalties


Slide 25.41

Disciplinary Interview - Moves to Disengagement

1. View accepted and parties seek a solution

2. Persuasion

3. Disapproval

4. Penalties


Slide 25.42

Summary

• Grievance and discipline interviews are central to the process of sorting things out

• Are one means whereby people at work achieve self discipline and autonomy

• Different steps involved depending on whether it is a grievance or a disciplinary interview

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide...

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