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Chapter

Ch13 - Fair Treatment

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Department
Business
Course
BU354
Professor
Shawn Komar
Semester
Fall

Description
Chapter 13 - Fair Treatment The Strategic Importance of Effective Employee Relations  for competitive advantage, employees must be motivated and engaged in pursuing organizational goals  ensure employees are treated ethically, fairly, and legally  Organizational justice in terms of three components: o Distributive Justice: fairness of a decision outcome (e.g. did I get an equitable pay raise?) o Procedural Justice: fairness of the process used to make a decision (e.g. is the process my company uses to allocate merit raises fair?) o Interactional Justice: fairness in interpersonal interactions by treating others with dignity and respect (e.g. does my supervisor treat me with respect?) Employee Engagement Employee engagement is a positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption. Not effective in a work environment where workers are still at physiological needs level. Employee engagement implies workers are already at self-esteem and self-actualization levels. Drivers of Engagement  Senior leadership: senior leaders need to demonstrate inspiration, vision, and commitment  Opportunities for learning and development: developing a culture of learning and growing  Company image and reputation: employees want to work for companies with good reputations  Differs from country to country  Fair treatment Outcomes of Engagement  employees’ highest productivity  best ideas  genuine commitment to the success of the organization  improvements in service quality, customer satisfaction, and long-term financial results  serves the individual, fulfilling a basic human need to be connected to worthwhile endeavours and make a significant contribution  engagement is good for the company and good for the employee Effective Employee Communication  suggestion programs where employees can offer well-informed, thoughtful, and creative suggestive regarding issues in the workplace o allows management to monitor employee’s feelings, allows employees another channel to communicate through, smaller likelihood of small problems growing into large ones.  employee opinion surveys are communication devices that use questionnaires to ask for employees’ opinions about the company, management, and work life.  communication from management o firms give employees extensive data on the performance of and prospects for their operations. Respecting Employee Privacy  employers are trying to balance employee privacy rights with their need to monitor the use of technology- related activities in the workplace (in terms of liability)  employees are concerned with privacy—their control over information about themselves and their freedom from unjustifiable interference in their personal life  Personal Information Protection and Electronic Documents Act (PIPEDA) governs the collection, use, and disclosure of personal information across Canada, including employers’ collection and dissemination of personal information about employees  employers must obtain consent from employees whenever personal information is collected, used, or disclosed  some employers have resorted to electronic monitoring (video surveillance) o some employers install video surveillance of employees to prevent theft and vandalism and to monitor productivity o employees must be made aware of the surveillance Preserving Dignity in the Retirement Process  by 2025, more than 20 percent of the Canadian population will be over age 65, and the labour force will shrink dramatically; for many years, the trend has been toward earlier retirement—the average retirement age dropped from 65 in 1979 to 61 in 2005  at any age, retirement for most employees is bittersweet, for some dealing with suddenly being unproductive  pre-retirement counselling refers to counselling provided to employees some months (or even years) before retirement, which covers such matters as benefits advice, second careers, and so on  there are major changes expected in the management of the retirement process o greater amount of women retiring; their transition will be easier then men’s o maintaining a standard of living is an issue Managing Retirement As Baby Boomers retire, it is expected that:  longstanding trend to early retirement will change  late retirement will be promoted to help ease labour shortage  joint retirement issues for dual-career couples will increase  flexibility in retirement arrangements will increase dramatically Fair Treatment in Layoffs and Downsizing  layoff refers to the temporary withdrawal of empl
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