CHAPTER 15 16.docx

19 views17 pages
Published on 22 Apr 2013
School
University of Waterloo
Department
Human Resources Management
Course
HRM200
CHAPTER FIFTEEN
Strategic Importance of Effective Employee Relations
for competitive advantage, employees must be motivated and
engaged in pursuing organizational goals
establish programs to foster commitment
ensure employees are treated ethically, fairly, and legally
Building Two-Way Communication
suggestion programs
employee opinion surveys
top-down communication programs i.e. bulletin boards,
newsletters
fair treatment programs
Fair Treatment Programs
employer programs aimed at fair treatment of employees
formal, highly publicized vehicles
employees can appeal any eligible issue
distributive justice: fairness of a decision outcome
procedural justice: fairness of the process used to make a
decision
interactional justice: fairness in interpersonal interactions by
treating others with dignity and respect
neutral 3rd part ombudsperson; i.e. T.D. Canada Trust‟s
“open door”
Electronic Trespassing and Employee Privacy
employee right to privacy vs. employer right to know
employers concerned with abuse of company property for
possible illegal use
electronic monitoring easy, inexpensive; legal if balanced
with employee rights under privacy legislation (Personal
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Information Protection and Electronic Documents Act -
PIPEDA)
PIPEDA = Personal Information Protection and
Electronic Document Act; i.e. name, weight, age, income,
race, blood type, marital status, education
Electronic Monitoring Policy
company email/Internet for business use only
no improper/illegal use of computer system
deleted messages may still be in the system
violation of policy will result in discipline
written acknowledgement of policy by employees
Employee Discipline
Fairness in Discipline Three Foundations
Rules and regulations
System of progressive penalties
An appeals process
Fairness in Disciplinary Discussions
take a counseling approach
exhibit positive non-verbal demeanor
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
Due Process employee must know the job expectations
of not fulfilling those expectations; having consistent +
predictable management action for the violation of rules;
fair discipline based on facts + opportunity to question
those facts + right to present a defense; opportunity to
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appeal disciplinary action; having a progressive discipline
approach; i.e. a process vs an event
Discipline Without Punishment
1. Issue oral reminder remind employee of rule and fact that
he has responsibility to meet standards
2. Issue formal written reminder and have another private
discussion (memo or email)
3. Provide one-day paid decision leave they should think
about if job is right for them or if they want to abide by rules
4. Purge suspension from file if no further incidents for one
year
Dismissal if behavior is repeated
First “mention” the issue + expected standard; next
time use direct verbal reminder
Managing Dismissals: Grounds for Dismissal
Unsatisfactory performance
persistent failure to perform job duties
Misconduct
insubordination, stealing, fighting
Lack of qualifications for the job
after attempts to train have been made
Changed requirements of/elimination of the job
if employee cannot be transferred
Managing Dismissals: Insubordination
direct disregard for superior’s authority
refusal to obey orders
deliberate defiance of company rules
public criticism of superior
blatant disregard for reasonable instructions
contemptuous display of disrespect
disregard for chain of command
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Document Summary

For competitive advantage, employees must be motivated and engaged in pursuing organizational goals. Ensure employees are treated ethically, fairly, and legally. Top-down communication programs i. e. bulletin boards, newsletters. Employer programs aimed at fair treatment of employees. Distributive justice: fairness of a decision outcome. Procedural justice: fairness of the process used to make a decision. Interactional justice: fairness in interpersonal interactions by treating others with dignity and respect. Employee right to privacy vs. employer right to know. Employers concerned with abuse of company property for possible illegal use. Electronic monitoring easy, inexpensive; legal if balanced with employee rights under privacy legislation (personal. Electronic document act; i. e. name, weight, age, income, race, blood type, marital status, education. Deleted messages may still be in the system. Violation of policy will result in discipline. Provide a clear explanation of the problem. First mention the issue + expected standard; next time use direct verbal reminder. After attempts to train have been made.

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