1. 15-1 Dessler, Cole and Sutherland Human Resources Management in Canada Canadian Ninth Edition Chapter Fifteen Fair Treatment: The Foundation of Effective Employee Relations © 2005 Pearson Education Canada Inc., Toronto, Ontario 15-1

2. 15-2 Building Two-Way Communication 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 © 2005 Pearson Education Canada Inc., Toronto, Ontario

3. 15-3 Fair Treatment Programs -employer programs aimed at fair treatment of employees -formal, highly publicized vehicles -employees can appeal any eligible issue -employer programs aimed at fair treatment of employees -formal, highly publicized vehicles -employees can appeal any eligible issue © 2005 Pearson Education Canada Inc., Toronto, Ontario

4. 15-4 Fair Treatment Programs -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 © 2005 Pearson Education Canada Inc., Toronto, Ontario

5. 15-5 Employee 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 © 2005 Pearson Education Canada Inc., Toronto, Ontario

6. 15-6 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 © 2005 Pearson Education Canada Inc., Toronto, Ontario

7. 15-7 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 © 2005 Pearson Education Canada Inc., Toronto, Ontario

8. 15-8 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 © 2005 Pearson Education Canada Inc., Toronto, Ontario

9. 15-9 Managing Separations: Layoffs and Retirement Alternatives to Layoffs -voluntary reduction in pay plan -voluntary time off -contingent employees -Work Sharing Program (HRDC) -voluntary reduction in pay plan -voluntary time off -contingent employees -Work Sharing Program (HRDC) © 2005 Pearson Education Canada Inc., Toronto, Ontario

10. 15-10 Managing Separations: Layoffs and Retirement Pre-retirement Counseling Lifestyle goals Financial planning Relationship issues Health issues © 2005 Pearson Education Canada Inc., Toronto, Ontario