Dessler, Cole, Goodman and Sutherland Fundamentals of Human Resources Management in Canada Chapter Eleven The Foundations of Effective Employee Relations © 2004 Pearson Education Canada Inc., Toronto, Ontario 11-1

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-2 Communication Programs Downward Communication –information about various aspects of the organization that is initiated by management and then proceeds down through the hierarchy. Downward Communication –information about various aspects of the organization that is initiated by management and then proceeds down through the hierarchy.

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-3 Communication Programs Upward Communication –communication that begins with employees and proceeds up through the organization as a way of informing/influencing management Upward Communication –communication that begins with employees and proceeds up through the organization as a way of informing/influencing management

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-4 Communication Programs Speak-Up!—Type Programs –allow employees to register questions, concerns and complaints about work-related matters Speak-Up!—Type Programs –allow employees to register questions, concerns and complaints about work-related matters

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-5 Communication Programs Employee Opinion Surveys –questionnaires to regularly ask employees their opinions about: the company management work life Employee Opinion Surveys –questionnaires to regularly ask employees their opinions about: the company management work life

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-6 Fair, Ethical, and Legal Treatment Management rights: to run the business Employee rights: from law, contract, hiring conditions Statutory rights: from law Contractual rights: from employment or union contract Management rights: to run the business Employee rights: from law, contract, hiring conditions Statutory rights: from law Contractual rights: from employment or union contract

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-7 Fair, Ethical, and Legal Treatment –discipline –seniority issues in promotion, transfer, layoffs –job evaluation –work arrangements –overtime –vacation, holidays –incentives –discipline –seniority issues in promotion, transfer, layoffs –job evaluation –work arrangements –overtime –vacation, holidays –incentives Perceived Unfairness

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-8 Fair, Ethical, and Legal Treatment Guaranteed Fair Treatment Programs –employer programs aimed at fair treatment of employees –formal, highly publicized vehicles –employees can appeal any eligible issue Guaranteed Fair Treatment Programs –employer programs aimed at fair treatment of employees –formal, highly publicized vehicles –employees can appeal any eligible issue

© 2004 Pearson Education Canada Inc., Toronto, Ontario 11-9 Fair, Ethical, and Legal Treatment –employee right to privacy vs. employer right to know –employers concerned with time wastage, abuse of company property –electronic monitoring easy, inexpensive; legal if balanced with employee rights –employee right to privacy vs. employer right to know –employers concerned with time wastage, abuse of company property –electronic monitoring easy, inexpensive; legal if balanced with employee rights Electronic Trespassing and Employee Privacy

© 2004 Pearson Education Canada Inc., Toronto, Ontario Fair and Ethical Discipline Rules and regulations Rules and regulations Fairness in Discipline—Three Foundations System of progressive penalties System of progressive penalties An appeals process An appeals process

© 2004 Pearson Education Canada Inc., Toronto, Ontario Fair and Ethical Discipline –take a counselling approach –exhibit positive non-verbal demeanour –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 –take a counselling approach –exhibit positive non-verbal demeanour –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 Fairness in Disciplinary Discussions

© 2004 Pearson Education Canada Inc., Toronto, Ontario Fair and Ethical Discipline 1. Issue oral reminder 2. Issue formal written reminder 3. Provide one-day paid decision leave 4a.Purge suspension from file if no further incidents for one year 4b.Dismissal if behaviour is repeated 1. Issue oral reminder 2. Issue formal written reminder 3. Provide one-day paid decision leave 4a.Purge suspension from file if no further incidents for one year 4b.Dismissal if behaviour is repeated Discipline Without Punishment

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –unsatisfactory performance –misconduct –lack of qualifications for the job –changed requirements of (or elimination of) the job –unsatisfactory performance –misconduct –lack of qualifications for the job –changed requirements of (or elimination of) the job Grounds for Dismissal

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –direct disregard for superior’s authority –refusal to obey orders –deliberate defiance of company rules –public criticism of superior –direct disregard for superior’s authority –refusal to obey orders –deliberate defiance of company rules –public criticism of superior Insubordination (1 of 2)

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –blatant disregard for reasonable instructions –contemptuous display of disrespect –disregard for chain of command –action to undermine superior –blatant disregard for reasonable instructions –contemptuous display of disrespect –disregard for chain of command –action to undermine superior Insubordination (2 of 2)

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –in writing or implied –employment for indefinite period unless otherwise stated –termination requires reasonable notice –termination for just cause does not require notice –in writing or implied –employment for indefinite period unless otherwise stated –termination requires reasonable notice –termination for just cause does not require notice Employment Contract

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –employee can allege wrongful dismissal if: notice is not provided notice is not considered reasonable –employee can allege wrongful dismissal if: notice is not provided notice is not considered reasonable Wrongful Dismissal

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –unilateral changes in employment contract, unacceptable to employee demotion forced early retirement forced transfer reduction in pay/benefits changes in job duties/responsibilities –unilateral changes in employment contract, unacceptable to employee demotion forced early retirement forced transfer reduction in pay/benefits changes in job duties/responsibilities Constructive Dismissal

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals –provide warnings before termination (final warning in writing) –prepare a checklist of company property to be accounted for –change security codes and locks –for mass dismissal, prepare news release –decide beforehand how to inform coworkers –provide warnings before termination (final warning in writing) –prepare a checklist of company property to be accounted for –change security codes and locks –for mass dismissal, prepare news release –decide beforehand how to inform coworkers Dismissal Procedures

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals Termination Interviews Step 6. Identify next step for employee Step 5. Review severance package Step 4. Listen Step 3. Describe the situation Step 2. Get to the point Step 1. Plan the interview carefully

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Dismissals Outplacement Counselling –training and counselling for a terminated employee –includes self-appraisal and job search skills –training and counselling for a terminated employee –includes self-appraisal and job search skills

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Separations: Layoffs and Retirement Alternatives to Layoffs –voluntary reduction in pay plan –voluntary time off –contingent employees –voluntary reduction in pay plan –voluntary time off –contingent employees

© 2004 Pearson Education Canada Inc., Toronto, Ontario Managing Separations: Layoffs and Retirement Pre-retirement Counselling Lifestyle goals Financial planning Relationship issues Health issues