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Dessler, Cole, Goodman, and Sutherland

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1 Dessler, Cole, Goodman, and Sutherland
In-Class Edition Management of Human Resources Second Canadian Edition 11 Chapter Eleven Fair Treatment: The Foundation of Effective Employee Relations © 2007 Pearson Education Canada

2 Strategic Importance of Effective Employee Relations
retaining productive employees employee motivation employee commitment to the goals of the organization

3 Communication Programs
Downward Communication information about various aspects of the organization that is initiated by management and then proceeds down through the hierarchy.

4 Communication Programs
Upward Communication communication that begins with employees and proceeds up through the organization as a way of informing/influencing management

5 Communication Programs
Employee Opinion Surveys questionnaires to regularly ask employees their opinions about: the company management work life

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

7 Fair, Ethical, and Legal Treatment
Perceived Unfairness discipline seniority issues in promotion, transfer, layoffs job evaluation work arrangements overtime vacation, holidays incentives

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

9 Fair, Ethical, and Legal Treatment
Electronic Trespassing and Employee Privacy 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

10 Fair and Ethical Discipline
Fairness in Discipline—Three Foundations Rules and regulations System of progressive penalties An appeals process

11 Fair and Ethical Discipline
Fairness in Disciplinary Discussions 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

12 Fair and Ethical Discipline
Discipline without Punishment 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

13 Managing Dismissals Grounds for Dismissal unsatisfactory performance
misconduct lack of qualifications for the job changed requirements of (or elimination of) the job

14 Managing Dismissals Insubordination (1 of 2)
direct disregard for superior’s authority refusal to obey orders deliberate defiance of company rules public criticism of superior

15 Managing Dismissals Insubordination (2 of 2)
blatant disregard for reasonable instructions contemptuous display of disrespect disregard for chain of command action to undermine superior

16 Managing Dismissals Employment Contract in writing or implied
employment for indefinite period unless otherwise stated termination requires reasonable notice termination for just cause does not require notice

17 Managing Dismissals Wrongful Dismissal
employee can allege wrongful dismissal if: notice is not provided notice is not considered reasonable

18 Constructive Dismissal
Managing Dismissals Constructive Dismissal unilateral changes in employment contract, unacceptable to employee demotion forced early retirement forced transfer reduction in pay/benefits changes in job duties/responsibilities

19 Managing Dismissals Dismissal Procedures
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

20 Termination Interviews
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

21 Outplacement Counselling
Managing Dismissals Outplacement Counselling training and counselling for a terminated employee includes self-appraisal and job-search skills

22 Managing Separations: Layoffs and Retirement
Alternatives to Layoffs voluntary reduction in pay plan voluntary time off contingent employees

23 Managing Separations: Downsizing and Mergers
dramatical reduction of employees downsizing often happens during mergers and acquisitions appropriate communication is critical manage emotional reactions

24 Managing Separations: Layoffs and Retirement
Pre-retirement Counselling Lifestyle goals Financial planning Relationship issues Health issues

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