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Chapter 11

Human Resources Chapter 11 textbook notes


Department
Business Administration
Course Code
BUS 381
Professor
Melissa Mc Crae
Chapter
11

Page:
of 5
Human Resources Chapter 11 Textbook
Downward communication
Information about various aspects of an organization that is initiated by management and then
proceeds through the hierarchy
Examples:
Company magazines, newsletters, memorandums
Information booklets, pamphlets, flyers
Employee bulletins (physical or intranet)
Video presentations, voice mail, email
Meetings or written reports on economic performance, new products, major contracts
or customers, annual results, and how these affect (or are affected by) the employees
Upward communication
Communication that begins with employees and proceeds up through the organization as a way
of informing/influencing management
Examples:
Suggestion programs
Employee opinion surveys
Focus groups / small group meetings
Rap sessions
Management-by-walking-around (MBWA)
Managers leave their offices to learn from others in the organization and to address questions
by having casual, face-to-face conversations
Opinion surveys
Communication devices that use questionnaires to ask for employees’ opinions about the
company, management, and work life
The strategic importance of effective employee relations
Motivated employees who are committed to the goals of the organization can provide a
strategic advantage
Communication program, both upward and downward, are key to employee satisfaction
Employee opinion surveys are also important communication tools
Management rights
Management’s right to run the business and make the decisions necessary to do so
Employee rights
Rights belonging to the employee guaranteed by law, contract, or hiring conditions that relate
to the employee’s working conditions
Statutory rights
Established by legislation
Contractual rights
Rights arising out of an employment or union contract
Fair treatment programs
Employer programs that are aimed at ensuring all employees are treated fairly, generally by
providing formalized, well-documented, and highly publicized vehicles through which
employees can appeal any eligible resources
Open-door program
A fair treatment program that gives every employees the right to appeal the actions of his or
her supervisor by taking the concern to successively higher levels or management
Fair, ethical, and legal treatment
Some organizations institute fair treatment programs for employee grievances
Electronic surveillance technology creates challenging issues related to employees’ right
to privacy and the employer’s right to manage
Fairness in employee discipline is based on clear rules and regulations, progressive
penalties, and appeals processes
Discipline
A procedure intended to correct an employee’s behaviour when a rule or procedure has been
violated
Dismissal
Involuntary termination of an employee’s employment; sufficient cause needs to exist and
dismissal should only occur after all reasonable steps to rehabilitate or salvage the employee
have failed.
Insubordination
Wilful disregard or disobedience of the boss’s authority or legitimate orders; criticizing the boss
in public
4 Bases for dismissal
Unsatisfactory performance
Misconduct (including insubordination)
Lack of qualifications for the job
Changed requirements (or elimination) of the job