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Chapter 13 Managing Employee Relations

Chapter 13 Managing Employee Relations. Open-Door Policy. A policy of encouraging employees to come to higher management with any concerns. Strategic Importance of Employee Relations. Good employee relations practices improve productivity

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Chapter 13 Managing Employee Relations

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  1. Chapter 13 Managing Employee Relations

  2. Open-Door Policy A policy of encouraging employees to come to higher management with any concerns.

  3. Strategic Importance of Employee Relations • Good employee relations practices improve productivity • Good employee relations ensure implementation of organizational strategies • Good employee relations practices reduce employment costs • Good employee relations help employees grow and develop

  4. Five Key Dimensions of Employee Relations Employee Involvement Employee Rights Good Employee Relations Employee Communication Employee Discipline Employee Counselling

  5. Downward Communication Systems • In-House Publications • Information Booklets • Employee Bulletins • Prerecorded Messages • Electronic Communication • Information Sharing and Open Book Management

  6. Upward Communication Systems • Grapevine Communication • Electronic Communication • In-House Complaint Procedures • Manager-Employee Meetings • Suggestion Systems • Attitude Survey Feedback

  7. Counselling Functions • Advice. Counsellors often give advice to those being counselled in order to guide them toward desired courses of action. • Reassurance. The counselling experience often provides employees with reassurance, which is the confidence that they are following a suitable course of action and have the courage to try it.

  8. Counselling Functions • Communication. Counselling is a communication experience. It initiates upward communication to management, and also gives the counselor an opportunity to provide insights to employees. • Release of emotional tension. People tend to get emotional release when they have an opportunity to discuss their problems with someone else.

  9. Counselling Functions • Clarified thinking. Serious discussion of problems with someone else helps a person to think more clearly about these problems. • Reorientation. Reorientation involves a change in an employee’s basic self through a change in goals and values. Deeper counselling of the type practiced by psychologists and psychiatrists often helps employees reorient values.

  10. Discipline Management action to encourage compliance with the organization’s standards.

  11. Preventative Discipline Action taken prior to any infraction, to encourage employees to follow the rules so infractions are prevented.

  12. Corrective Discipline Action that follows a rule infraction and seeks to discourage further infractions.

  13. Due Process Established rules and procedures for disciplinary action are followed and employees have an opportunity to respond to the charges.

  14. Hot-Stove Rule The principle that disciplinary action should be like touching a hot stove; with warning, immediate, consistent, and impersonal.

  15. Progressive Discipline A type of discipline whereby there are stronger penalties for repeated offences.

  16. Positive Discipline • Focus on the specific problem rather than the employee’s attitude or personality. • Gain agreement with the employee that a performance problem exists and that the employee is responsible for changing his or her behaviour. • Approach discipline as a problem-solving process.

  17. Positive Discipline • Document suggested changes or commitments by the employee. • Follow up to ensure that the employee is living up to his or her commitments and to reduce the likelihood of having to take more severe action.

  18. Wrongful Dismissal Dismissal without just cause or reasonable notice of termination.

  19. Requirements in Dismissing an Incompetent Employee • Have a reasonable and objective performance standard. It is the employer’s responsibility to show that this standard has been effectively communicated to employees and that other employees have achieved the standard. • Document employee’s performance indicating that he or she has failed to meet the standards (while other employees have been successful).

  20. Requirements in Dismissing an Incompetent Employee • Have evidence of warnings given to the employee. • Show that appropriate training, support, time, and feedback have been provided to the employee to enable the employee to learn the tasks. • Demonstrate that the employee concerned had reasonable time to improve performance.

  21. Constructive Dismissal Under common law, if an employer commits a major breach of a major term of the employment relationship, the employee may take the position that dismissal has taken place even though he or she has not received a formal termination notice.

  22. Employee Rights • Right to Privacy • Right to Fair Treatment • Rights in Business Closings and Workplace Restructuring

  23. Progressive Discipline

  24. Employee Involvement • Quality circles • Socio-Technical Systems • Codetermination • Self-Directed Work Teams or Groups

  25. Role play exercise • One employee needing discipline • One manager practicing progressive discipline • One Vice President – witness and advisor to manager • Role play a discipline situation real or imagined – be ready to demonstrate to class

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