Presentation is loading. Please wait.

Presentation is loading. Please wait.

Human Resource Management 10th Edition Chapter 13 INTERNAL EMPLOYEE RELATIONS © 2008 by Prentice Hall.

Similar presentations

Presentation on theme: "Human Resource Management 10th Edition Chapter 13 INTERNAL EMPLOYEE RELATIONS © 2008 by Prentice Hall."— Presentation transcript:

1 Human Resource Management 10th Edition Chapter 13 INTERNAL EMPLOYEE RELATIONS
© 2008 by Prentice Hall

2 HRM in Action: Continuous Background Checking
Not just for pre-employment any more Few employers are screening their employees on an ongoing basis People and events are ever-changing Examples: Financial devastation, marital collapse or a medical crisis can send a person with the cleanest record over the edge © 2008 by Prentice Hall

3 Internal Employees Relations Defined
Human resource activities associated with movement of employees within firm after they become organizational members © 2008 by Prentice Hall

4 Internal Employees Relations Activities
Promotion Transfer Demotion Resignation Discharge Layoff Retirement Discipline Disciplinary action © 2008 by Prentice Hall

5 Employment at Will Unwritten contract created when employee agrees to work for employer No agreement as to how long parties expect employment to last Approximately 2 of every 3 U.S. workers depend almost entirely on continued goodwill of employer © 2008 by Prentice Hall

6 Not Included Individuals with a contract for a specified time period - collective bargaining agreements between labor and management and teachers Whistleblowers © 2008 by Prentice Hall

7 Exceptions to Employment-at-Will Doctrine
Prohibiting terminations in violation of public policy Permitting employees to bring claims based on representations made in employment handbooks Permitting claims based on the common-law doctrine of good faith and fair dealing © 2008 by Prentice Hall

8 How Employers Can Protect Themselves
No statements suggesting job security or permanent employment Avoiding statements during job interviews, such as “You can expect to hold this job as long as you want” - Could be considered a contractual agreement A person should not be employed without a signed acknowledgment of the at-will disclaimer © 2008 by Prentice Hall

9 How Employers Can Protect Themselves (Cont.)
Clearly defining worker’s duties Providing good feedback on a regular basis Conducting realistic performance appraisals on a regular basis There is no law involving ethical considerations for employment-at-will © 2008 by Prentice Hall

10 Discipline and Disciplinary Action
Discipline - State of employee self-control and orderly conduct Disciplinary action -Invokes penalty against employee who fails to meet established standards © 2008 by Prentice Hall

11 Effective Disciplinary Action
Addresses employee’s wrongful behavior, not employee as a person Should not be applied haphazardly Not usually management’s initial response to a problem Normally, there are more positive ways of convincing employees to adhere to company policies © 2008 by Prentice Hall

12 The Disciplinary Action Process
EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT Set Organizational Goals Establish Rules Communicate Rules to Employees Observe Performance Compare Performance with Rules Take Appropriate Disciplinary Action © 2008 by Prentice Hall

13 Disciplinary Action Word discipline comes from word disciple
Translated from Latin, it means, to teach Intent of disciplinary action should be to ensure recipient sees disciplinary action as learning process © 2008 by Prentice Hall

14 Approaches to Disciplinary Action
Hot stove rule Progressive disciplinary action Disciplinary action without punishment © 2008 by Prentice Hall

15 Hot Stove Rule Burns immediately Provides warning
Gives consistent punishment Burns impersonally Problem - All situations are not the same © 2008 by Prentice Hall

16 Progressive Disciplinary Action
Ensure minimum penalty appropriate to offense is imposed Model developed in response to National Labor Relations Act (NLRA) of 1935 Involves answering series of questions about severity of offense © 2008 by Prentice Hall

17 The Progressive Disciplinary Approach
Improper Behavior Yes Does this violation warrant disciplinary actions? No No Disciplinary Action Yes Does this violation warrant more than an oral warning? No Oral Warning Yes Does this violation warrant more than a written warning? No Written Warning Yes Does this violation warrant more than a suspension? No Suspension Yes Termination © 2008 by Prentice Hall

18 Suggested Guidelines for Disciplinary Action
Offenses Requiring First, an Oral Warning; Second, a Written Warning; and Third, Termination Negligence in the performance of duties Unauthorized absence from job Inefficiency in the performance of job Offenses Requiring a Written Warning; and Then Termination Sleeping on the job Failure to report to work one of two days in a row without notification Negligent use of property Offenses Requiring Immediate Termination Theft Fighting on the job Falsifying time cards Failure to report to work three days in a row without notification © 2008 by Prentice Hall

19 Disciplinary Action without Punishment
Process of giving worker time off with pay to think about whether he or she wants to follow the rules and continue working for company Employee violates rule, manager issues oral reminder Repetition brings written reminder Third violation: Worker takes 1, 2 or 3 days off (with pay) to think about situation Important all rules explicitly stated in writing © 2008 by Prentice Hall

20 Problems in Administration of Disciplinary Action
Lack of training Fear The only one Guilt Loss of friendship Time loss Loss of temper Rationalization © 2008 by Prentice Hall

21 Disciplinary Action Advice
Managers often avoid disciplinary action, even when it is in company’s best interest Some managers believe that even attempting to terminate women and minorities is useless Proper time and place to administer disciplinary action Many supervisors may be too lenient early in disciplinary action process and too strict later © 2008 by Prentice Hall

22 Grievance Handling Under Collective Bargaining Agreement
Grievance - Employee’s dissatisfaction or feeling of personal injustice relating to employment Grievance procedure - Formal, systematic process that permits employees to express complaints without jeopardizing their jobs © 2008 by Prentice Hall

23 Grievance Procedure Assists management in seeking out underlying causes of and solutions to grievances Virtually all labor agreements include some form of grievance procedure Normally well defined Usually restricted to violations of terms and conditions of agreement © 2008 by Prentice Hall

24 General Principles for Effective Grievance Administration
Grievances should be adjusted promptly. Procedures and forms used for airing grievances must be easy to utilize and well understood by employees and their supervisors. Direct and timely avenues of appeal from rulings of line supervision must exist © 2008 by Prentice Hall

25 A Multiple-Step Grievance Procedure
Arbitrator To Impartial Third Party President, Vice President for Labor Relations, etc. International Representative, Local President, etc. Plant Manager, Personnel Manager, etc. Grievance Committee, Business Agent, etc. Grievance in Writing First-Line Supervisor Union Steward Oral Presentation Aggrieved Employee © 2008 by Prentice Hall

26 Arbitration Parties submit dispute to impartial third party for binding resolution Final step in most grievance procedures Union and company select arbitrator Courts will generally enforce arbitrator’s decision © 2008 by Prentice Hall

27 Factors Arbitrator May Use to Evaluate Fairness of Managements Actions
Nature of offense Due process and procedural correctness Double jeopardy Past record of grievant Length of service with company Knowledge of rules Warnings Lax enforcement of rules Discriminatory treatment © 2008 by Prentice Hall

28 Formats of Written Warnings
Statement of facts concerning offense Identification of rule that was violated Statement of what resulted or could have resulted because of violation Identification of any previous similar violations by same individual Statement of possible future consequences should violation occur again Signature and date © 2008 by Prentice Hall

29 Example of a Written Warning
Date: August 1, 2007 To: Judy Bandy From: Wayne Sanders Subject: Written Warning We are quite concerned because today you were thirty minutes late to work and offered no justification for this. According to our records, a similar offense occurred on July 25, At that time, you were informed that failure to report to work on time is unacceptable. I am, therefore, notifying you in writing that you must report to work on time. Please sign this form to indicate that you have read and understand this warning. Signing is not an indication of agreement. Name Date © 2008 by Prentice Hall

30 Grievance Handling in Union-free Organizations
Most large and medium sized nonunion firms have established formal grievance procedures Means of resolving complaints varies © 2008 by Prentice Hall

31 Trends & Innovations: Alternative Dispute Resolution
Procedure where employee and company agree problems will be addressed by agreed upon means ahead of time Arbitration, mediation, mini-trials, and ombudspersons used Uses range from racial, gender, and age discrimination to unfair firings © 2008 by Prentice Hall

32 Trends & Innovations: Alternative Dispute Resolution (Cont.)
Presidential EO requires federal agencies to (1) promote greater use of mediation, arbitration, early neutral evaluation, agency ombudspersons, and other alternative dispute resolution techniques, and (2) promote greater use of negotiated rulemaking Circuit City v Adams - Greatly enhanced employer’s ability to enforce compulsory alternative dispute resolution agreements © 2008 by Prentice Hall

33 Ombudspersons Complaint officer with access to top management hears employee complaints, investigates, and recommends appropriate action Impartial, neutral counselors give employees confidential advice about problems ranging from abusive managers to allegations of illegal corporate activity Typically independent of line management and reports near or at top of organization © 2008 by Prentice Hall

34 Termination Most severe penalty; should be most carefully considered
Termination of nonmanagerial/ nonprofessional employees Termination of executives Termination of middle- and lower-level managers and professionals © 2008 by Prentice Hall

35 Termination of Nonmanagerial/Nonprofessional Employees
If firm unionized, termination procedure well defined in labor agreement Non-Union workers can generally be terminated more easily © 2008 by Prentice Hall

36 Termination of Executives
Economic Reorganization/downsize Philosophical differences Decline in productivity No formal appeals procedure © 2008 by Prentice Hall

37 Termination of Middle- and Lower-Level Managers and Professionals
In past, most vulnerable and neglected group with regard to termination Not members of union nor protected by labor agreement © 2008 by Prentice Hall

38 Demotion as Alternative to Termination
Demotions used as alternative to discharge Demotion is process of moving worker to lower level of duties and responsibilities, usually involving reduction in pay © 2008 by Prentice Hall

39 Transfers Lateral movement of worker within organization
Should not imply that person is being either promoted or demoted © 2008 by Prentice Hall

40 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 wide variety of experiences before achieving promotion © 2008 by Prentice Hall

41 Promotion Movement to higher level in company
One of the most emotionally charged words in human resource management © 2008 by Prentice Hall

42 Resignation Exit interview Advance notice of resignation
© 2008 by Prentice Hall

43 Analyzing Voluntary Resignations
Exit interview - Means of revealing real reasons employees leave jobs which is conducted before employee departs company Postexit questionnaire - Sent to former employees several weeks after leave organization to determine real reason the employee left. © 2008 by Prentice Hall

44 Attitude Surveys: Means of Retaining Quality Employees
Seek employee input to determine feeling about such topics as: Work environment Opportunities for advancement Firm’s compensation system Their supervisor Training and development opportunities © 2008 by Prentice Hall

45 Advance Notice of Resignation
Would like 2 weeks Communicate policy to all employees May pay employee for notice time and ask him/her to leave immediately © 2008 by Prentice Hall

46 Retirement Many long-term employees leave organization through retirement © 2008 by Prentice Hall

47 A Global Perspective: Getting Information to Support Disciplinary Action
Multinational companies face significant challenges when they try to encourage whistle-blowing across a wide variety of cultures Number of cultural factors that discourage international employees from reporting misconduct © 2008 by Prentice Hall

48 © 2008 by Prentice Hall

Download ppt "Human Resource Management 10th Edition Chapter 13 INTERNAL EMPLOYEE RELATIONS © 2008 by Prentice Hall."

Similar presentations

Ads by Google